What sits behind an exceptional patient experience? Across four high-performing wards in UnitingCare Queensland’s hospital network, the answer lies in visible leadership, shared responsibility and a consistent commitment to learning from patient feedback.
The wards span acute cardiology, coronary care and rehabilitation at The Wesley Hospital, Buderim Private Hospital, St Stephen’s Hospital and St Andrew’s War Memorial Hospital. Their experience offers practical lessons for healthcare leaders seeking to turn feedback into lasting improvement.
Strong results, grounded in everyday practice
In Q1 2026, the four wards’ combined Net Promoter Score (NPS) reached 82, compared with 73 in Q1 2024, placing them in the top 10% of Insync’s benchmark.
Over the same period, the proportion of patients giving the highest rating for quality of care increased from 80% to 85%, while the highest ratings for having individual needs met rose from 67% to 78%. These results placed the wards in the top 25% and top 10% of the benchmark, respectively.
Interviews with the wards’ Clinical Nurse Managers explored the leadership practices, operational approaches and everyday behaviours they see as central to this performance.
Making patient feedback meaningful
Across all four wards, patient experience results provide a starting point for team conversations. Leaders share results at monthly ward meetings, use feedback to identify improvement opportunities and celebrate positive patient comments.
For staff, patients’ own words make the findings tangible. Comments highlight where their care has made a difference and where everyday practices could improve.
At St Stephen’s Hospital, Clinical Nurse Manager Beatrice Wallis combines openly shared results with clear three- to six-month improvement windows, helping the team maintain focus and track progress.
Visible leaders and shared responsibility
The leaders prioritise being accessible to patients and staff. Patient rounding creates opportunities to build relationships, understand concerns and address small problems before they escalate.
This visibility is reinforced by leaders’ willingness to help with frontline care and model the behaviours they expect from their teams.
Responsibility also extends beyond individual patient allocations. If a patient raises a concern, staff are expected to resolve it or find someone who can, then ensure appropriate follow-up. Collaboration between nursing, medical and allied health teams supports a more seamless experience.
Building trust, confidence and connection
Trust, recognition and psychological safety are recurring themes across the wards. Leaders recognise contributions, encourage open conversations and give experienced staff the confidence to take ownership.
Patient communication is equally intentional. Bedside handovers, communication boards and personalised tools help patients understand their care, ask questions and feel known as individuals.
Education supports this approach. Cross-ward experience and clinical rotations give nurses a deeper understanding of the procedures their patients undergo, strengthening their ability to explain treatment and provide reassurance.
Creating the conditions for sustained improvement
The case study highlights a consistent pattern: patient experience improves when behaviours are embedded in everyday work.
Visible leadership, meaningful feedback conversations, shared accountability, recognition and continuous learning create the conditions for teams to deliver consistently compassionate, responsive care.
Download the full case study to explore the practices behind UnitingCare Queensland’s top-performing wards.
| Document Name | Category | Solution | File Type | Link |
|---|---|---|---|---|
Translating operational excellence into patient experience – UnitingCare QueenslandDiscover how four hospital wards use visible leadership, patient feedback and shared accountability to achieve outstanding patient experience results. | Case study | Employee experience | PDF 2.86 MB | Download View |
