Northern Private Hospital Epping, part of Ramsay Health Care, engaged People Measures to facilitate a Strategy Day offsite for its Heads of Department (HODs). The session focused on drafting a three year strategy to enable the hospital to excel in caring for patients, staff and visiting medical officers (VMOs).
Outcomes & impact
Overall, the workshop resulted in a practical set of priorities and a renewed sense of momentum to begin the next chapter for the hospital. The facilitator supported the team to generate a clear list of strategic priorities to inform Northern Private Hospital’s three year strategic plan. These priorities built on Ramsay Health Care’s values and top five organisational initiatives. A day of energy and engagement set the platform for rich discussion and tangible outputs. The HODs left with greater clarity about where to focus for the next phase of growth and maturity. They also reported a stronger sense of connection with each other and optimism about the hospital’s future. Detailed notes and workshop content were provided to the Chief Executive Officer and Director of Clinical Services to inform both the strategy document and next steps.
Challenge
Northern Private Hospital was at the beginning of its story and needed to shape the next chapter. After its first 18 months of operation, leaders needed space to reflect on what had energised and sustained them, while aligning around a clear three year direction. It was critical that the strategy connected individual purpose, team alignment and whole-of-hospital priorities.
Project objectives
- Reflect on the first 18 months of operation and craft the narrative for the next phase of growth
- Strengthen connections and trust between individuals and across departments
- Identify opportunities and set clear strategic priorities for the hospital
- Align discussions and proposed actions with Ramsay Health Care’s values and top five organisational initiatives
- Draft a three year strategy focused on excelling in care for patients, staff and VMOs.
Solution
People Measures worked closely with key Ramsay Health Care stakeholders to design and facilitate a strategy day using storytelling as a central method. The People Measures’ Me, We, Us leadership framework grounded strategic thinking at personal, team and system levels. The team participated in exercises to reflect on the past 18 months, identifying what energised them, and drafting realistically aspirational priorities for the next three years. A patient guest speaker shared his experience, strengthening connection to purpose and reinforcing the hospital’s focus on patient care.
