At Jessie McPherson Private Hospital, patient feedback informs everyday decisions. Discover how committed leadership, empowered teams and a longstanding partnership with Insync support sustained improvements in patient experience.
Exceptional patient experience takes more than collecting feedback. It requires people who listen, leaders who encourage learning and teams with the confidence to act.
Jessie McPherson Private Hospital (JMPH) has spent more than two decades building a culture where patient experience is everyone’s responsibility. Members of the Insync team have supported that journey since 2003, with Insync providing continuous patient experience surveying, reporting and improvement support since 2018.
The results reflect that sustained commitment. JMPH recorded statistically significant improvements in FY2024/25 and FY2025/26, while maintaining top-decile performance across multiple patient experience measures nationwide.
To understand what sits behind those results, Insync Senior Manager Divya Martyn conducted group interviews with senior leaders and Nurse Unit Managers. Their insights revealed five practices that help turn patient feedback into better care.
1. Leaders create the confidence to improve
At JMPH, leaders approach patient feedback with curiosity. When scores dip, the conversation focuses on understanding what changed and what the team can learn.
That approach creates a no-blame environment where staff can raise concerns, suggest improvements and discuss challenges openly.
“I lead from within the team rather than above it,” says Jennine Harbrow, Director of Clinical Services. “My position comes with different responsibilities, but we’re all working together to achieve the same outcomes.”
2. Feedback becomes part of everyday work
Patient experience results are discussed in weekly staff huddles across the hospital, supported by Insync’s real-time reporting platform.
When a patient indicates they would not recommend JMPH, a notification prompts someone to follow up that day to understand their concerns. At the Victorian Heart Hospital, patient feedback and thank-you cards are also displayed for staff and patients to see.
Insync’s correlation analysis helps leaders understand which factors are most closely associated with overall patient experience. These insights inform quality meetings and clinical discussions, helping teams focus their efforts where they can make the greatest difference.
3. Frontline teams help shape solutions
Staff are encouraged to test ideas and share what they learn.
The Hush Project, for example, was developed in response to patient feedback about noise. It was piloted on the gastroenterology ward before being introduced across the organisation to support a quieter environment.
Cross-ward upskilling gives nursing staff opportunities to build their skills in higher-acuity wards. Both initiatives originated with frontline teams and were supported by leaders willing to invest in improvements to patient care.
4. Recruitment and development sustain the culture
At JMPH’s Clayton campus, 195 staff have an average length of service of 8.8 years. Some ward teams have worked together for more than two decades.
Experienced staff help mentor colleagues, model high standards and reinforce the hospital’s approach to care.
When building the team at the Victorian Heart Hospital, recruitment considered both clinical experience and customer service orientation. Developing and retaining people who share that commitment helps sustain the culture over time.
5. Recognition reinforces what matters
JMPH makes recognition part of everyday work.
Staff Star Awards recognise peer-nominated employees who demonstrate the hospital’s iCare values. Presented at quarterly staff forums, the awards explain why each recipient is being recognised.
At ward level, informal practices such as a staff recognition jar give colleagues regular opportunities to acknowledge one another’s contributions.
A partnership that turns insight into action
Insync supports JMPH through real-time reporting, national benchmarking, correlation analysis and structured leadership debriefs. Together, these help leaders interpret patient feedback, identify emerging priorities and guide practical improvements.
JMPH’s experience offers a useful lesson for other healthcare organisations: sustained improvement depends on making feedback easy to act on and creating a culture where people feel supported to respond.
When leaders listen, teams learn, and staff see the value of their contribution, patient experience becomes a shared responsibility.
Download the full case study below to learn more.
| Document Name | Category | Solution | File Type | Link |
|---|---|---|---|---|
Building a culture where patient experience is everyone’s responsibility – Jessie McPherson Private HospitalDiscover how Jessie McPherson Private Hospital turns patient feedback into everyday action, building a culture of shared responsibility and sustained improvements in patient experience. | Case study | Employee experience | PDF 1.81 MB | Download View |
