NSW Council of Medical Staff Council Chairs (CoMSCCs)
2026 Survey Results
NSW MSEC · January 2026
📊 This survey includes charts and graphs. View the full PDF above to see the complete visual data. The key findings and text content are summarised below.
Aims & Introduction
- Feedback engagement between Medical Staff Councils (MSCs), Local Health District (LHD) Medical Staff Executive Councils (MSECs) with their respective hospital & LHD executives to the NSW Health Ministerial Team.
- Work towards strengthening partnerships between elected senior medical staff representatives and the NSW Health leadership.
- Findings shared with CoMSCCs to support stronger local relationships with executive teams and ultimately improve patient care across the State public health system.
Respondents
48
Total Respondents
44
Chairs & Co-Chairs
67%
In role 1–4 years
- 4 in other MSC office bearer positions
- 23% in their role less than 12 months
- 10% in their role 5+ years
- Every LHD with respondents except Murrumbidgee and Far West NSW
- Majority (70%) of LHDs with more than one respondent
- Includes Mental Health, Justice Health, and NSW Pathology
Progress 2017 to 2026
| Area | 2017 | 2026 |
|---|---|---|
| Board Engagement | 50% poor to very poor | 43% report interaction with their board or chair; 57% remain without |
| CORE Value Representation by ELT | 50% poor, 30% neutral | Only 27.5% report rare or no representation |
| Strong medical leadership and participation in decision making | >60% disagreed | Only 11% report involvement in key medical appointments |
| Opportunities exist for discussion with ELT | >60% disagreed | 69% report regular attendance at MSC meetings |
| Staff feel valued by management | >50% disagreed | 82% report their opinion is well received |
| Culture and Engagement has improved | >60% disagreed | 72.5% feel it is stable or improved over the last 5 years |
| Common purpose on planning and delivery | >60% disagreed | 66% believe they are in alignment with their ELT |
Suggestions & Solutions
- Model of interaction that can be tailored to each LHD, including:
- MSC Chair interaction with key decision makers depending on level and service set up
- Recommendations for MSC–Board interactions
- Recommendations for key ELT members at MSC meetings
- Recommendation for MSC Chair involvement in key clinical appointments appropriate to their level (e.g. local chair involved in local DMS recruitment).
- Escalation pathways for MSC Chairs when matters of strategic importance are not being recognised by local ELT.
- Ministry to confirm protection and support of MSC Chairs in their important advocacy role.