People & Culture

The key to achieving success lies with our people, who are our most important asset.

Our ongoing investment in our people and culture  aims to provide an environment that helps employees feel connected to their workplace, where they have a sense of purpose and fun in their day to day work, and where they can play their part in delivering better health, together.

We do this by attracting, recruiting and retaining talented employees, building their capability and supporting their career development in an environment where employees feel motivated and supported to achieve their best.

Key Achievements

  • Enable more efficient ways of working through realigning of departments, roles and responsibilities to strengthen existing functions and build our capacity to utilise data in service planning, project management and quality assurance and risk management.
  • Commenced development of our People Strategy to ensure our people and culture are aligned with our 2020-2023 Strategic Plan and build capacity and capability for the future. This will include better use of data analytics and the creation of a strong employee value proposition, including defined career pathways and appropriate remuneration.
  • Recruited and onboarded 86 new staff including seven of those virtually.
  • 87 per cent of our staff responded to our benchmarking staff satisfaction study, rating us as having a ‘culture of ambition’.
  • Supported our staff to adapt to working in a virtual environment through:
  • Providing a virtual recruitment and onboarding process. Read our case study.
  • Providing extensive health and wellbeing support and information to staff, and supporting managers to lead in a virtual setting.
  • Providing significant online training and support to help our staff adapt and thrive in the remote working environment.
  • Ensuring our Culture Program remained active as we transitioned to working remotely, giving staff the opportunity to meet virtually with their colleagues from across section of the organisation.

Rainbow Tick

The Assessment Team commend the high level of the WAPHA staff commitment to improving health outcomes, their evidence-based solution focus, their collaborative approach internally and externally and the organisational culture of positive and supportive teamwork and learning across all levels and roles. The coherence and alignment between what WAPHA says and what it does is evident across the organisation.”

- extract from our accreditation report.

  • Achieved full Rainbow Tick accreditation in recognition of the fact we uphold a high standard of diversity and inclusion and are committed to ensuring people of diverse sex, sexuality and/or gender have access to safe, inclusive and culturally appropriate healthcare.
  • Developed pronoun cards for general practices to encourage gender diverse patients to start a conversation with practice staff. Read our case study.
  • Provided the LGBTI community with opportunities to provide feedback on our pronoun cards and encouraged them to start a conversation with staff at their general practice.
  • Marched as an organisation in The Perth Pride Parade 2019.

Awards and nominations

While most of our work goes on quietly and our people do not seek accolades, there are some special achievements we would like to share.

  • Board Chair, Dr Richard Choong was appointed to the Sustainable Health Independent Oversight Committee to oversee and guide the health system as it works to implement the Review.
  • Board member, Professor Rhonda Marriott was awarded the Membership of the Order of Australia in the General Division for her leadership, dedication and significant service to tertiary education, Aboriginal health and nursing.
  • Our Inside My Mind campaign was shortlisted for the Australian Institute of Management WA Pinnacle Awards, Marketing Excellence category. The campaign was to raise awareness of depression and anxiety, encourage people to reach out and get help and start their personal journey back to good mental health.
  • CEO, Learne Durrington was appointed to the Board of the Australian Digital Health Agency, the body tasked with improving health outcomes for all Australians through the delivery of digital healthcare systems, and implementing Australia’s National Digital Health Strategy.
  • General Manager Strategy and Engagement, Chris Kane, was appointed to the Board of the Australian Healthcare and Hospitals Association, the national peak body for public and not-for-profit hospitals and healthcare providers.
  • General Manager Primary Care Innovation and Development, Bernadette Kenny and Assistant General Manager Strategy and Engagement, Dr Erica Davison were inducted as Fellows of the Australasian College of Health Services Management, in recognition of their excellence in this field.
  • General Manager Strategy and Engagement, Chris Kane was appointed to the WA Government’s Voluntary Assisted Dying Act Implementation Project Leadership Team to provide expert advice to WA Health as well as overseeing, co-ordinating and facilitating the work required to prepare for voluntary assisted dying in Western Australia.

Case Study