This year marked an important period of growth and transformation for BHN. Alongside delivering essential services to our community, we invested in initiatives that advance the way we work, support our workforce and position the organisation for the future.
We strengthened our organisational identity through a refreshed brand, enhanced quality, safety and risk management, introduced AI-powered tools to better support clinicians, and progressed our Data Strategy through a series of high-impact quick wins. These initiatives reflect our commitment to continuous improvement and ensuring we remain well-equipped to meet the evolving needs of our communities.
1
Our refreshed brand
During 2025–26, BHN refreshed its brand to better define who we are, what makes us different and how we communicate the role we play in our communities.
Developed through consultation with employees, consumer advisors, clients and partners, the work established a clearer expression of BHN and the difference we seek to make: Better health and wellbeing, built around community.
The refreshed brand brings greater clarity and consistency to how we present BHN, including how we describe our services and how people experience our visual identity.
Read more about our refreshed brand.
2
Enhancing referral pathways
BHN progressed work to make referrals quicker, clearer and more consistent for clients, employees and external referrers. The project aims to reduce delays and confusion, improve the quality of referral information and help connect people with the service that best meets their needs.
It will also strengthen BHN’s ability to monitor referral pathways, understand demand and improve service planning. During the year, 135 clients and employees contributed through surveys and workshops.
Their feedback informed updated referral definitions and clarified privacy, consent, operational and reporting requirements for the improved referral model.
3
Quality, safety and risk management
During 2025–26, BHN implemented LogiQC, a new quality, safety and risk management system, replacing fragmented systems, manual processes and a higher-cost legacy platform. The initiative was undertaken to strengthen organisational oversight, improve compliance management, reduce administrative burden and support more efficient ways of working.
By introducing a more streamlined and cost-effective system, BHN is making it easier for employees to access the policies, procedures and quality information they need to support safe, consistent and high-quality care.
The implementation established a single source of truth for quality and safety information, improving document control, accountability and organisational visibility of risks and compliance activities.
Employees can now access approved policies and procedures through a more streamlined and user-friendly platform, while people leaders are empowered to make more informed decisions through stronger reporting capabilities.
The initiative has also strengthened BHN’s readiness for accreditation and audit activities through improved governance, traceability and oversight of key quality processes. Beyond the operational improvements, the transition from a legacy platform is expected to deliver significant financial and efficiency benefits over coming years, ensuring BHN can continue investing resources where they have the greatest impact for clients and communities.
4
Improving the client feedback experience
During 2025–26, BHN strengthened how we welcome, respond to and learn from compliments, complaints and suggestions. The initiative supports a simpler and more consistent feedback experience, making it easier for clients to share their views and helping staff respond respectfully and promptly.
Feedback provides valuable insight into what clients value and where services can improve, enabling BHN to identify trends, address risks and make informed improvements.
During the year, BHN consulted with clients and employees, delivered workforce training, updated the Compliments, Complaints and Suggestions Procedure, and redeveloped feedback forms for online and printed use.
5
Streamlining clinical documentation – AI Scribe
In August 2026, BHN commenced a pilot of Heidi, an artificial intelligence-powered clinical documentation transcribing assistant, to explore how technology can reduce administrative burden on clinicians and allow more time to be spent focusing on client care. Clinicians across selected services participated in the pilot, using Heidi to generate draft clinical notes and documentation during or after client consultations.
Prior to the pilot, a clear governance framework was developed to support the safe and responsible use of AI in clinical settings. This included privacy, quality and safety, ICT/cyber and clinical leadership oversight, supported by a Privacy and AI Impact Assessment, approved consent materials, controlled user access and defined data management settings. Heidi outputs are treated as draft documentation only, with clinicians retaining responsibility for reviewing and approving all content before inclusion in the clinical record.
Through this initiative, BHN is evaluating opportunities to reduce time spent on administrative tasks, improve the consistency and structure of clinical documentation, and support employee wellbeing by helping clinicians manage the high volume of administrative work required for clinical documentation.
The pilot formed part of BHN’s broader commitment to responsibly adopting emerging technologies that support workforce sustainability and enhance service delivery. The pilot concluded in late October 2026. Findings will help inform future decisions about AI-enabled clinical tools across the organisation.
6
Data strategy quick wins
Following Board endorsement of BHN’s first Data Strategy, the Data Strategy Quick Wins Project delivered a series of foundational improvements designed to strengthen how data is managed, protected and used across the organisation.
The project recognised that high-quality, well-governed data is essential for effective service planning, performance reporting, regulatory compliance and future digital innovation. The project established BHN’s foundational data governance framework, including new governance structures, defined data ownership, updated policies and procedures, and targeted employee training on privacy, security and data stewardship. These initiatives have increased organisational accountability for data, strengthened compliance capability, and improved employee awareness relating to their responsibilities when handling information.
Importantly, the project lays the groundwork for future strategic initiatives, including advanced analytics, digital transformation programs and the safe adoption of artificial intelligence technologies. By investing in strong data governance foundations, BHN is better positioned to use information confidently and responsibly to improve decision-making and client outcomes.
