Kathrine Morgan-Wicks

This was released in March 2024. Kathrine Morgan-Wicks is now the Secretary of the Department of Premier and Cabinet and Head of State Service.

In this first series of the One Health Podcast, Dorian Broomhall (Manager of Culture & Wellbeing) gets to know executives from across the Department of Health in lutruwita/Tasmania. 

In episode 1, we hear from Kathrine Morgan-Wicks, the Secretary of the Department of Health. 

She tells us how her career path has shifted across state borders and sectors. 

She discusses the lessons she has learned along the way, such as the importance of resilience, perspective, adaptability, and connectedness. 

We also hear her thoughts on the Department’s CARE Values of compassion, accountability, respect, and excellence. 

Every episode opens with the same question, which we’ve borrowed from the excellent Department for Education, Children and Young People podcast, Teach Learn Live.

In the coming weeks, look out for our conversations with Michelle Searle, Jordan Emery, Fiona Lieutier, Craig Jeffrey, Shane Gregory, Paula Hyland, Andrew Hargrave, Francine Douce and Dale Webster. We’ll meet more executives in a future series. 

Timecode guide

1:28 Early Life 

4:33 Building resilience and perspective 

5:53 Becoming Tasmanian 

8:28 Changing paths 

13:10 Creating connections 

17:23 COVID and being adaptive 

 21:13 CARE Values 

Transcript

Dorian: Welcome to the One Health podcast. 

This episode was recorded on the land of the Palawa people. I acknowledge and pay respect to all Tasmanian Aboriginal people and to their deep history of storytelling. My name's Dorian Broomhall and I'm the Manager of Culture and Wellbeing for the Department of Health here in lutruwita/Tasmania.

In this first series of the podcast, we're getting to know our executives from across the organisation as people as well as leaders. We'll hear about the often winding paths they've each taken to reach where they are today and hear what lessons they've learned along the way. We're kicking the series off with my chat with Kathrine Morgan Weeks, the Secretary of the Department of Health.

In our conversation, she tells us how she moved career, state and sector. She discusses the importance of resilience, perspective, adaptability and of forging connections. And of course, we discuss our department's CARE values.

We start every episode with the same question. Like all good ideas, it’s come from somewhere else, and in this case, we thank our friends at the Department for Education, Children and Young People here in Tasmania. Their Secretary, Tim Bullard, hosts a podcast and likes to ask the question “what did you want to be when you were in kindergarten?”

 Let's get into it.

Kathrine: Kindergarten. Oh my goodness. I used to watch ‘Rumpole of the Bailey’ with my mum. I don't know if that's quite kindergarten, but I was pretty young. Um, and TV, you know, back then, oh my goodness, probably black and white, moving into colour, should I admit this. But, um, yeah, I loved, I seemed to gravitate to things with the courtroom, and maybe my mum was just going through the courtroom drama, uh, at time.

Um, but I think I worked out, if mum was interested, I got time on the couch kind of next to her and was probably, you know, the cuddle up. But, um, loved anything with a courtroom drama. Didn't understand any of it. So that was weird. I think probably as a young kid. But it did set me on a path towards law. Uh, and that versus Archaeologist.

Um, so loved all of the Indiana Jones movies. Um, remembering at that time, I was taken to them by my mum. Um, so mum was pretty much a single mum at that time. So if she was going to the movies, I was going to the movies. Yeah, so I thought anything to do with ancient Egypt, um, and all of that. So I kind of had those two competing parallels.

I did end up in law. I tried to do archaeology, um, at university, but I had to do sociology first and that was just dead boring and I couldn't cope. So switched from that to psychology. So ended up with a law degree and an arts degree majoring in psychology. Here we are in health. 

Dorian: There's a whole bunch in that that's, um, really, really interesting.

And I suppose I'll, I'll, I'll pick up on, on just this little bit briefly. Um, that time with your mum when you were small, did you have, uh, siblings? 

Kathrine: Yes, I had a younger sister that I competed with every single day. No. Um, but, um, yeah, so my sister and I are only 22 months apart. Um, and we're completely different individuals.

So, um, yeah, in terms of having a mum that was a single mum for a lot of our childhood. Um, I was probably the older one that, you know, um, she depended on probably more as a sister to her than a child at times. Um, it felt like in that relationship helped to balance the checkbook and pay the bills and do all of those things.

Um, so yeah, that kind of older sibling, no doubt. And then you, you know, um, through your career and things like that, I think that's probably where that, um, of responsibility has come from. Um, and you feel like often your younger sibling got to have all the fun, but you know, it's tough being a younger sibling too, um, in that arrangement.

But we worked as a very close unit of, you know, three, um, women, um, at that time. And I take a lot of strength, um, from that time. And I often think of my mum who's, who passed away in, um, 2016. Um, it's, it's, it's, You know, a very, very strong woman, um, that did her absolute utmost, uh, to give us every opportunity and, and for me, a big part of the way I work is to take, you know, every opportunity and to think back, you know, about the sacrifices that others have made, um, for that, um, and then what I do also for my own, my own two daughters.

So it's a nice little, you know, bit of symmetry in that story. 

Dorian: So those of us that have been, uh, exposed to what I might call hard things early on in life, ah, and challenge, sometimes that actually ends up paying it forward quite well, because you've got that little bit more resilience perhaps than, um, than those that at the time you might have envied.

Kathrine: Yeah. I think, um, resilience, but also perspective and all of, you know, this is no, this is Um, you know, rags to riches story, um, really for me, it's more about, um, probably in terms of my attraction to the law, um, has been around, um, equity, uh, and making sure that there is that, um, level of fairness, uh, and justice.

That's always been a real, um, thing, um, stronghold for me, um, from growing up with a single mum and mum was a teacher, you know, so we, um, there were tough times, you know, during that, um, and not, but, you know, the things that she was teaching me about that responsibility, um, you know, and for women to actually take, um, financial responsibility, so that's always been a very strong thing that I've pushed and, um, together with trying to encourage as many women across, you know, our organization here in health, in previous agencies and departments, to take that, that sense of financial responsibility.

That and, you know, equity in terms of roles and opportunities, um, and allowing everyone to have that opportunity. 

Dorian: So where, where in Australia were you at this point? I understand that you're an adopted Tasmanian and you know, we're, I think we're okay with having you by this point. I think you've, you've done all right, but you, I think you moved here about close to 10 years ago now, um, where, where did you grow up?

Kathrine: So I was born on the, you know, the beaches of Manly basically. So I grew up, um, for the first 10 years, uh, in Sydney. Uh, and then, uh, moved to Queensland. Um, so about the time that my mum became a single mum, but my mum was, uh, from Queensland. So, moved up to Brisbane. Um, so had probably the majority of my schooling, university time, uh, in Brisvegas.

And then as you, you want to do, um, you know, you leave the, t he family home, I got married in Brisbane, um, married to a veterinary surgeon, um, who's also very portable and, but was from Melbourne. So we headed back to Melbourne, uh, and I went there because Ansett collapsed and they needed lawyers to work on, um, the Ansett collapse, um, back in 2001.

Um, so I spent then 10 years in Melbourne, um, working for Australia's corporate, um, regulator. And, um, yeah, from there, um, it seems we keep drifting south now. Hopefully, it's not Antarctica next, but, um, yeah, then, but Tasmania's always been, uh, a beacon for my husband and I. Um, we came here in 1999 on our, our honeymoon, absolutely loved it.

And I've been doing, you know, weekends ever since. So it was, it was a bit of a dream, um, to end up in Tasmania, um, at one point, but basically we came down here, um, as we holidayed here and ended up buying a house. Um, and at the same time my mum was very ill, so we thought, right, what better place to try and bring the family, um, together, so we didn't just move ourselves down. We moved my mum and dad down and, um, my husband's parents are now down. So we're starting to bring, you know, it'll be Sri Lanka next coming down, but yeah. And what a lifestyle. And I know I'll never be considered to be Tasmanian, um, but hopefully through what I do and the job I perform, I can contribute to Tasmania.

So I feel like I am, you know, starting to get a little bit of a footprint here. Um, but yeah, I really love the. Tasmanian community, the lifestyle, and it's given us so much opportunity for our family and, you know, for my young girls, um, to be able to attend schools and I can work, you know, five minutes drive away from them.

So it's, it's just amazing.

Dorian: At what point did you choose or make the decision to go down a slightly different path away from just practicing law and working in, you know, that, that, that dead space that, um, some, some of us might perceive law to be. 

Kathrine: Well, I always thought I was going to end up, um, as a partner in a law firm. I think that was always just my assumption, you know, working through grade 10, 11, 12, you know, just choosing any subject that I was going to get marks high enough to get into law, uh, and then working my way through university.

And, you know, I ended up with articles at a, you know, a great law firm in Mallesons in Brisbane, you know, had a fantastic experience there. Yeah. Um, but also had, um, you know, friends and contacts that were out in different spaces. And I had one that, um, worked at, um, the Securities Commission, uh, and said, come on over.

You know, you can do what you love in the corporate, um, legal space, but come and do it in a government department. So the Commonwealth as it was at that time. Um, I think there was a perception that you might be working nine to five. That never came off. Let's just say that. Um, but, you know, I had 14 years at ASIC and it was at ASIC that, you know, you didn't just stay in that legal camp, I might have been there for a couple of years, but you started to see the different opportunities.

And for me, um, probably that attraction to leading teams of people, um, to do things, whether it was to, you know, manage, and I ended up managing the Ansett, um, collapse investigation in Melbourne. Um, and having teams of lawyers, investigators, accountants, et cetera, um, all in there. And we probably had about 120 at that time on the Ansett collapse and going around the world, um, trying to work out what had happened.

Um, but that leading teams, um, and then into, you know, for example, reform spaces, um, you know, you need to create a new national business names register. You know, I'd put my hand up, um, to try and lead that. Um, but often in that, uh, process, as I stepped away from being a pure lawyer, um, you often would take sideways steps.

And I often talk to, to staff about taking those sideway, um, step opportunities, maybe not for more pay, maybe not for, um, you know, greater numbers of people to manage. Um, but trying to build up that depth of, you know, skill, expertise and experience. So ASIC in that 14 years whilst I stayed the same, um, employer took lots of different opportunities, um, across ASIC from pure legal to investig you know, investigations to their business side.

They run, you know, they collect hundreds of millions of dollars a year running big registers or running big teams of people, you know. So, for me, um, that importance of recognising, not always just staying within the same stream, taking that sideways step and exploring whether or not you're a people manager.

You know, if you're not, you can come back to your technical, you know, or professional trade.

Dorian: So, What came first, the, uh, the push to move to Tassie because Tassie, or, or, uh, an employment opportunity for you, or your husband?

Kathrine: Well, I was moving to Tassie as part of ASIC. 

Dorian: Ah, sorry, I didn't understand. 

Kathrine: Yeah, so we moved, um, to ASIC, uh, because the regulator has an office in every state and territory.

Yeah, I know. Been circling Australia with ASIC, um, for many, many years, uh, uh, but then as often can happen, you move to a small jurisdiction, uh, and the chairman of your organization might decide that they really actually want you in Sydney. So I was spending, um, four days a week in Sydney with a two year old and a six year old.

Um, so that was very challenging. So I was open to the Tasmanian market and, Very lucky, um, to be offered a role as Deputy Secretary at Treasury. So again, bit of a terrifying, uh, sideways step, even actually a step down, took a, you know, a pay cut, um, to join the Tasmanian State Service, but really wanted that opportunity of moving, um, to Tasmania and getting that stability also for family.

A little bit terrifying also because, again, I was stepping away from that pure legal, um, stream when I was managing a state budget, um, now managed budgets in the past, um, but a completely different, you know, system of, you know, state government, um, you know, getting to know all of the risks right across Tasmania.

But it was the perfect entree because you got to meet everyone. Um, everyone wants budget, everyone wants money, and, you know, getting actually out of Treasury and meeting key health representatives, people at education, people into police, fire, emergency management, right across all of the agencies, but also forming relationships with government itself, um, and understanding all of those power dynamics, which are always very interesting and challenging.

Dorian: Did you find it challenging to, to make those networks when you sort of landed here or how did you go about really building those? Because, you know, I think it's safe to say that you're, you're fairly well known in, in Tasmania now. 

Kathrine: Yes. Well, thank you COVID. Um, the gift, um, that keeps on, um, giving, uh, but certainly, um, for anyone landing in a new organisation and applying the same rules when I came over to health, um, for example, in 2019.

So I've moved through, um, Department of Treasury and Finance. You know, I was then Secretary at the Department of Justice, and that's probably an interesting side story in itself, um, and then came over to health, uh, and that is to make sure that you are getting out and getting out of the office and actually meeting and understanding, um, and forming those networks.

Um, so at Treasury itself, I could do that because I had, could use the budget as a mechanism to say, Hi, I'm Kath, I'm new, you know, I need to meet you, meet your key people. But importantly, understand, you know, what are your key risks, what are your problems and issues, and what are you trying to achieve? And is it just money that you need, or is it actually trying to connect you with another department that, for example, you could deliver these things by?

Um, so really building up that network, um, of people, but relying on some strong guidance and asking for help, um, and mentors. I have to say that the Secretary of Treasury, you know, who was about to depart, um, Tony Ferrall was fantastic in that regard. He had that depth of experience, um, but I could put up my hand, even though I'm a senior executive and say, look, you know, who are the key people that you would recommend, you know, that I get out there and meet and try and leverage off their experience?

You know, the same deal goes in entering into a justice, you know, system, entering into a health system. Um, and now, you, you're banking. So you're banking all of those, you know, contacts and networks and people that you've assisted or have assisted you. Um, and I'd take all of that now to try and get the very best for health.

Dorian: I think that's almost the joy of the relatively small state service that we have here is that you really need to create those relationships that have two way value. 

Kathrine: And the best of it came out in COVID, you know, so for, you know, in terms of the small state that we are, you know, the size of our, you know, entire state budget, the effort that we had to put in at the end of the day, Tasmania succeeded because of the strength, um, of our relationships. Knowing that I can just pick up the phone and talk to the Commissioner of Police, um, that I can ring Treasury and be told, you just spend what you need to spend, um, to fight this pandemic. And, you know, they'll manage that. Um, so making what I'm required to do in my position, I believe, is to have those strong um, network of relationships, contacts, but support and people that will come in and assist.

And we had every agency, you know, coming in, um, to assist health, um, but not just to fight for health, but to fight for Tasmania and that's, you know, I think just the, that's probably been the most beautiful experience is actually seeing the strength of those relationships. Uh, at time we can crack, you know, we've got cracks on the way through, but often when one person might crack, there was someone there to pick you up, you know, and remind you what we're here for.

Um, or to rest you, provide the support, and then bring you back in. 

Dorian: I think that that, that ability to make connections is, is appropriate for everybody at every level to consider. Because it doesn't matter what battle, if we use that metaphor, you might be fighting, you can create those networks. It removes this need for, oh well I need permission, to an extent.

It's like, well actually I'm just going to call this person and see if they can help. 

Kathrine: And that's it half the time, um, is just pick up the phone, or get out of the office, or try and make, um, you know, just that personal contact to get the information. Um, or to ask for advice, um, and, you know, that's the thing with Tasmanians, um, they're very good at helping others, you know, you see that in the amount of, um, charitable support, um, the effort and the volunteering, the massive amount of volunteering we see, for example, in health, um, is that, you know, the beautiful thing about Tasmanians is that they do want to help, um, and to have that as a starting ground, you know, you don't always have that.

Um, across different communities. So we need to play to our strengths. We can do that. Um, but have that, you know, value right across health itself. 

Dorian: You came into, um, to running health in 2019, right? 

Kathrine: Yep. Great timing.

Dorian: I kind of had the, uh, the inference, if you like, that COVID might've got in the way of some of the ideas of what you thought you might like to do with the agency to start to really bring us together in a, a much more effective way than perhaps has operated in the past.

I guess I'm curious now. That we are largely passed, we've largely moved through COVID, notwithstanding some of the ongoing maintenance that will be required. What are you thinking now? Have you changed your perspective on what the work is that you thought was needed a couple of years ago? 

Kathrine: So I think, um, well, particularly on entering in, um, the end of 2019 and had quite significant challenges that were put before me and told that I had to fix.

The financial position being probably the first of them, um, and very significant. And But the governance and structure and probably what, you know, I'd call that Grand Canyon, um, that seems to, to exist and sometimes still come back, um, between a department, uh, and our Tasmanian Health Service. Um, but what really benefited were some of the changes that we made quickly, um, and um, politically they were called for as well, um, and by the staff in terms of the governance structures that existed back then, which then helped us actually to weather the pandemic.

So in bringing and trying to simplify the layer of government, governance that we have uh, across health by creating that one health executive. I'm just a firm believer that we would have very much struggled, um, throughout COVID to get that speed and decision making, um, and the responsiveness that was required if we were continuously going through Governing Council by Governing Council or a board here versus a board there, um, we would have been trapped in the bureaucracy of trying to free up money, decisions and action, um, and to get that view. So, I think we started, so we made, you know, that start in 2019. We then probably evolved, we were very fluid during COVID. Everyone across the globe, um, was having to be fluid through COVID. Um, so for me, I don't sit here with the, Oh yes, I had something I wanted to start in 2019 and I'm now coming back round to it.

We've all changed through COVID and we have to pick up what was, you know, the best of COVID. Um, and trying to make sure that we can maintain that and that was a health service, you know, that didn't just respond, um, was responding, but trying to think ahead and preparing, um, for what was coming. And we didn't actually know, so we, the innovation, um, that occurred in that time compared to previous years was just, you know, off the scale.

Um, so trying to get, maintain a bit of that sense of creativity, innovation, permission, um, to innovate, permission to actually try new things. Permission to fail. And that's one of the, you know, big learnings, um, through COVID to actually be very upfront, as, um, transparent as we can be, to share, we're going to try something.

It may not work. If it doesn't work, we're going to move to the next on the list. And I think if we can take that type of, of thinking through the service together with all of the foundation work that we've done to, to strengthen, you know, our financial management, to strengthen our issues management, you know, we're not perfect yet.

Um, we've got, you know, still a lot of work to do, uh, but we are actually, um, getting the investment. So in terms of our digital health transformation, our people transformation, COVID though, um, as much as we think it's over, that is impacting us particularly on our workforce. Uh, and that is, you know, a crisis across the globe, uh, in making sure that we have a sufficient workforce and actually to deliver the services we want to deliver here in Tassie.

So again, we're going to have to dig deep, um, and be very creative, uh, to do that. 

Dorian: We're introducing these ideas of this, this CARE Value set, so compassion, accountability, respect and excellence. And I suppose I'm really hopeful that this provides some of the foundation for how we might, uh, operate systemically with our people moving forward.

What are your thoughts on, um, on how, how we can leverage those values? 

Kathrine: So, um, I'm very excited about, um, actually launching an overarching set of values and it was a shock to me as an executive to come into an organisation that actually didn't have that, that overarching set of values. Now I know that many staff would say, Oh no, my team's got this, or we've had that, or I've had a mission statement, or I've got this vision, um, and you know, there'll be the, the cynical crew and they'll say, oh, another set of values.

Um, but what I would like every single person in health to think about is probably that, that evolution of CARE, um, as a set of values and the work, um, that has been done, um, both at, uh, the Launceston General Hospital, but by the One Health Culture team and going out and talking to staff and. And picking out, um, you know, what are some of those commonalities across all of us.

So whether we're in, right on the front line, you know, as the triage clerk in, in the ED versus, um, you know, the recruitment staff that are, you know, struggling to get people in, um, you know, versus a finance person versus, you know, a diabetes consultant, etc. Um, that we're all turning up to work every day, um, for a purpose.

We all work. and choose to work for health, which is not an easy space. We're obviously people that like that challenge, but we're doing it to care, um, for the Tasmanian community. And I think that CARE really resonates, but to get those elements of, of compassion. 

So compassion to think about that kindness, accountability, which is just so critical in every decision, every transaction, every interaction with a patient across health.

That sense of accountability and that it is our problem, not someone else's. 

Respect, which we absolutely have to have right across every single employee in health. Respecting everyone, um, who turns up to do an amazing job every single day. Um, and our interactions between each other. 

And the excellence. So in terms of the practical excellence is what I like to, to talk about excellence with. And that is, you know, the Tasmanian way of doing the absolute best with what we have, always aspiring for something more and, but to make sure that we are, you know, not just delivering the ordinary, there's nothing ordinary about Tasmanian health 

Dorian: I think that this, this point of excellence is worth just talking about briefly. Um, that was something that you very strongly advocated for around, uh, the, the table to say that actually, uh, as the leader of this organization, that's something that I think that we should aspire to, to have. Uh, and it's interesting to hear you talk about it in that context, right?

Cause it's not somehow saying that it's, well, we're going to have this magical utopic way of working, that somehow everything will just be perfect. That's not really what you mean by excellence, is it? 

Kathrine: Well, no, it's not. And, um, I'm also, many people have heard me talk about don't let perfect be the enemy of good.

Um, so I think in terms of the excellence, um, it is about, there's a timeliness, um, and a practicality. Uh, about the excellence, um, that I'd like people to think about. And it's going to mean different things across every single team working in health. And I think that's the wonderful thing about, um, the care value set, is we could all fight out for the next hundred years about the, the full values that we might pick for health.

But if it stimulates discussion, if it stimulates the conversation within teams to say, what does care mean to me and what kind of behaviours, um, support care? And I think for many people that often struggle, um, to have that conversation either with their peers, um, to call each other out on, you know, fantastic behaviour or not so fantastic, um, is to have that care and value set to, to fall back on, you know, are we actually living up to caring in the work that we turn up to do every single day.

But in excellence in itself, um, really thinking about, um, not spending the next 10 years to reach this wonderful pinnacle of, you know, whether it's clinical excellence, whether it's a center of excellence for a particular field, clinical or not, versus the staging of it. That if you can actually achieve, you know, continuous improvement over that time, you know, how are we going to have those conversations around excellence?

You know, not put it out here as the unachievable. That's not excellent for anyone. That's not actually delivering better care for anyone, but we aspire for something more. So it's that sense of wanting, um, that continuous improvement journey across health. 

Dorian: It was interesting too, you touched there a little bit on the idea of different teams being able to have different conversations about this and, um, we had some of those conversations with your team, with your executive.

Did you learn anything as a part of that conversation? 

Kathrine: Oh, absolutely. And I think the most surprising thing, I'd love to be a fly on the wall to see, uh, a lot of the conversations within teams. And I think actually, you know, you need quite a bit of courage, um, to have a conversation with other human beings, um, from very different perspectives about values.

I mean, values are, you know, basically what you can internalize, um, and have in the heart often. Um, in the way in which you're going to personally operate each and every day. But really encouraging having those team conversations and often you'll think, oh, I'm being asked to talk about values. Um, you know, next thing you know, they'll have me putting post it notes up everywhere.

Just really sitting down and saying, well, as a team operating, you know, in this particular ward, in this particular ambulance station, how are we actually going to treat each other and our patient, the public and community that we serve, with compassion? What does it mean? Now, what does it mean to us? Is it about kindness?

Um, is it about, you know, extending of respect? Is it the reflective listening that we're going to do? Um, placing. We often talk about placing patients at the centre. Where is the compassion? Is it about the trauma informed way? We In which we're going to interact, for example, with, um, people that are carrying trauma, um, that may be victim survivors of child sexual abuse, for example, or other types of abuse. So where is the compassion and kindness, how does that play out? I just think you could have, I mean, we could talk for hours. And once you get people rolling in that conversation, um, so whether it's about compassion, whether it's about accountability, what does accountability mean, um, for each of the members of the team?

What are you accountable for? I think it can open up, um, quite a lot of conversation, creativity, and, but be prepared also for calling out, uh, in terms of behaviours that the team start to feel brave enough to talk about. Um, cause noting that we, across health, with some 16,000 employees, volunteers, contractors, you know, can walk past bad behaviour every single day, uh, and that's not going to be called out all of the time by a leader or manager. It is about our peer to peer interactions. And that's where values and talking about what behaviors support those values will really start to help those conversations start. 

Dorian: And I think the other thing that, uh, I suppose I'm hopeful for through this process is that even if we don't spend a lot of time doing the talking about the values, we start to hopefully observe them.

It shouldn't be seen as another thing that we need to add to our list to do because actually how we work and how we operate with one another is embedded in everything that we do. 

Kathrine: The best performing teams are ones that, you know, are already intrinsically giving, um, care. Um, they're already, you know, showing that compassion, um, the respect for one and each other and, um, for the people they're dealing with or in those really tough, um, times where you may be dealing with a very aggressive person or situation where you know, care is operating in a way that the team, um, steps up and steps around you, um, to assist you and pick you up.

We don't want, um, to just add, you know, another colourful lanyard or a badge or another sign or another thing to add to the to do list of team leaders, of NUMs, um, or business units across there. Um, we're hoping that this is something that can really just envelop, um, health. It is that kind of embrace, um, to say, right, here is your current operating environment, here are the values that we're going to aspire to, and help everyone create those highly performing teams, and to help each other call out behavior that you know is not acceptable, and that you want to see addressed within your own team environments, in which, you know, letters and emails and phone calls are constantly coming up, um, to say that this is not good enough.

What are you going to do about it? Certainly from a values perspective to help each team to think about the way in which they perform and teams that, you know, adopt a strong set of values. Um, and I say to everyone, position them how you want to. Um, within your own units. Think about how care, we're not going to, you know, actually say, take that right down to every single unit and say, this is how it must operate.

That's up to the team, but really invite them to, you know, take that first step towards and you'll be surprised, you know, by the conversations that start. 

Dorian: What are you going to do personally, uh, to adopt or adapt, uh, this set of care in your way of working or any of the systems that you might have influence directly over?

Kathrine: Well, I've already started, actually. I don't know whether it's, um, it's certainly not conscious. I think unconsciously, you know, it's coming or permeating the conversations that I'm actually having with people. So in various different meetings, uh, you'll have to watch out when I drop it into the ministerial meeting coming up.

Um, but actually in, for example, yesterday talking to our consumer advisory panel, um, and the chairs and explaining, you know, my view on what we're about to launch, um, right across the organization, um, and my hopes for how this will actually assist us to continuously improve, um, our culture within health, um, but also, you know, the amazing care that we provide to the Tasmanian community.

So for me, um, it's nearly like, and I'm a very, you know, visual person. I like to see it in action. I like to start those conversations and I can already feel it. Um, but, you know, it's exciting for me and I'd love to see, really, in terms of what it can do for our whole organisation, um, knowing that this is a, a multi year effort, um, to roll out a cultural uplift, um, and to really hear the feedback from staff about, does care work and does it work for everyone?

Um, what's your take on care? And as I wander around hospitals, wander around ambulance stations, uh, and talk to people, you know, I'm really looking forward to actually asking them. 

Dorian: I think it's a really exciting time for us to start these conversations and it gives us this foundation to how we are going to move forward together.

Kath, thank you. 

Kathrine: If I can add one word at the end is that there's, this is not a risk free, um, proposition. There's always risk in everything that we do. Um, as the leader of an organisation and saying, let's try and adopt one. Uh, set of values, you know, we are taking that risk, but we think it is for an absolute positive outcome, uh, to improve our culture and health, um, and to help everyone in terms of the way in which they're, they're operating together.

And I'd probably in those conversations call upon people to say, well, which one would you drop out of care? Um, which one would you lose in terms of, you know, compassion, accountability, respect and excellence? Um, there's probably a few that we'll, we'll want to add in. Um, but I think that's around the behaviours within your own individual divisions and teams, uh, and those conversations that you're going to have about these values.

So we will succeed, uh, if those conversations start to happen, um, and we're already succeeding no matter what value it is, um, because people are talking about, um, intrinsically what is valued, why they turn up to work every day. Uh, and the behavior that we want to see right across the organization, um, to help us do that.

Dorian: Great. Kath, thanks for being so generous with your time. Uh, I look forward to people being able to hear this conversation, hearing a little bit more about you and your sister and your mum and your, uh, your upbringing in Sydney and Brisbane. And, uh, yeah, on behalf of, behalf of all of us here at Health, thank you for the work that you do, uh, and thank you for supporting, uh, this organization to really move forward in a positive fashion.

Kathrine: Thank you, Dorian.

Dorian: Thanks for listening. I hope you found something in our conversation that you can take away and apply in your own work. You can read more about our CARE Values on the Department of Health intranet site, or if you don't work at the Department of Health, you can access our internet and you'll find a link to that in the show notes.

Join me again for our next episode when I speak to Michelle Searle, the Department's Chief People Officer.