The Western Australian Child and Adolescent Health Service (CAHS) faced a stagnant research culture and struggled to translate its strategy into actionable outcomes. By partnering with Research Strategies Australia (RSA), CAHS revitalised its research approach, fostering a culture of progress, visibility, and ownership. Within three months, CAHS reported measurable achievements, stronger executive buy-in, and better alignment of research with clinical care.
CAHS comprises Perth Children’s Hospital, Neonates at King Edward Memorial Hospital, community health services, and mental health services. As a health service organisation, CAHS has historically focused on patient and consumer outcomes. However, its commitment to advancing research was hindered by cultural and operational barriers.
Under the leadership of Alexandra Robertson, Director of Research Operations, CAHS aimed to foster a robust research environment. The organisation recognised the need for a clear, actionable framework to operationalise its existing research strategy and ensure that stakeholders at all levels felt engaged and accountable.
CAHS had a research strategy that lacked practical implementation. Previous efforts to promote research were hindered by the perception that it was not a core hospital activity.
Key challenges included a weak research culture with limited executive and community engagement, a lack of tools to track progress and outcomes effectively, and difficulty translating the strategy into measurable goals. CAHS needed an innovative approach to bring the research strategy to life.
Strategy Validation and Refresh
To address these challenges, CAHS partnered with RSA, leveraging their strategy sprint methodology to break down the research strategy into manageable tasks. This approach provided a roadmap for engaging stakeholders, refreshing priorities,and embedding measurable milestones.
RSA reaffirmed the quality of CAHS’ existing strategy, boosting team confidence. Workshops were held to re-engage the research community and ensure the strategy felt relevant and owned by stakeholders.
“Making sure that everyone still felt like it was their strategy, our strategy...was really useful.”
Implementation Tools
RSA introduced tools like Microsoft Planner to translate the strategy into actionable plans. Monthly sprint meetings were established, creating a structured framework to monitor progress and address barriers.
“Those were the biggest things...They’ve just been so useful. [These tools] really changed the way that we work and manage the strategy.”
Stakeholder Engagement
The Chief Executive (CE), executive directors, senior researchers, and the broader community were brought into focus groups to promote shared ownership, and quarterly updates to the board increased visibility and accountability.
“The exec team now have a much better appreciation and understanding of what we’re trying to achieve.”
Celebrating Research Success
In just three months, CAHS reported significant achievements across the four pillars of its strategy. The organisation celebrated research success with an annual report, showcased achievements through a research symposium, and developed a "Year in Review" document.
“It was a really nice celebration document for our organisation.”
Expanding Research Opportunities
Research opportunities expanded, with Telethon fellowships extended to include nursing and allied health disciplines. CAHS also secured new funding for small translational research grants, enabling clinicians to explore research alongside their clinical roles. These grants will enable them to apply for small grants coupled with mentoring and education.
Building Capacity and Infrastructure
The organisation made progress in developing consumer and community involvement(CCI) platforms and improved pathways for clinician-researchers. Quarterly reports demonstrated tangible progress, increasing confidence among executives and researchers alike. A shift in perception of research as integral to clinical care was noted, with the Chief Executive advocating for increased visibility of research within the hospital's broader strategy.
“The CE is already talking... ‘We need to make sure that research is bigger, higher, more visible in the hospital's broader strategy.’”
The structured approach also revealed gaps in the strategy, enabling CAHS to prioritise and align efforts more effectively.
CAHS’ collaboration with RSA transformed an overwhelming challenge into a well-organised, measurable, and community-driven success story. By embedding practical tools and fostering a culture of ownership, the organisation is now positioned to advance its research agenda with clarity and confidence.
“The value that you’ve brought far exceeds the money that we paid you. I would absolutely recommend you to other organisations.”
Through the RSA partnership, CAHS has established a foundation not only for immediate achievements but also for long-term integration of research into clinical care,fulfilling its mission of improving outcomes for children and adolescents.
If you want to turn your research strategy int a reality, consider partnering with experts who understand the intricacies of the higher education sector.
To learn more about how Research Strategies Australia can help your organisation, book a time to talk with us.
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