Metro North Hospital and Health Service

Transcription

1 Facility/hospital/clinical service name Metro North Hospital and Health Service Consumer, Carer and Community Engagement Strategy Consultation Draft 26 October 2015 This draft Strategy for consultation sets the direction and tone for consumer, carer and community engagement in MNHHS over the next three years. We invite you to provide feedback on what is proposed in this consultation draft. Introduction Metro North Hospital and Health Service (MNHHS) is the public hospital and health service for the north side of Brisbane, Moreton Bay and Kilcoy. Our principle business is to provide acute care through teaching hospitals supported by complex ambulatory care and other community services which together provide a seamless journey for those people who access our hospitals. MNHHS serves a population approaching 900,000 which is forecast to be over a million by Our catchment community covers an area from north of the Brisbane River to north of Kilcoy, an area of 4,157 square kilometres. That represents approximately 20% of the Queensland population in 0.2% of the total area of Queensland. MNHHS provides services to people throughout Queensland, Northern New South Wales and the Northern Territory, incorporating all major health specialties including medicine, surgery, psychiatry, oncology, women s and newborn, trauma and more than 30 sub-specialties. A link to more detailed population profile will be included in the Strategy that will be updated by the Strategy and Planning team as new data is available. Purpose The purpose of the Consumer, Carer and Community Engagement Strategy (the Strategy) is to build on our achievements from and to set a clear direction and course of action for meaningful consumer, carer and community engagement into the future. We started our engagement journey from humble beginnings at the end of 2012 by asking consumer and community partners, How would you like to connect with These interactions and conversations saw the genesis of Community Board Forums. Out of these forums the Community Board Advisory Group was established and this Group continues to guide and shape our engagement and partnership activities. Page 1 of 3

2 This second Strategy will see our engagement processes evolve to a systematic approach to engagement and partnerships that drives consumer-centred care. Recent consultation tells us that MNHHS has demonstrated a genuine commitment to engagement and partnerships particularly at a strategic level. However, opportunities for improvement remain. Consumers and community tell us that we could do more to embed engagement in day-to-day operations. An aspect of engagement that has been repeatedly identified for improvement is our systems for consumer feedback and responsiveness to consumer feedback. Numerous examples of engagement and partnership success have been identified in Metro North including Mental Health, Women s and Children s, Aboriginal and Torres Strait Islander Services and the aged care sector. Stakeholders would more opportunities to share these and learn from successes. Putting People First This Strategy reinforces our promise to put people first and guides genuine action to enable partnerships between: MNHHS and consumers and carers to provide high quality health care MNHHS and community partners to improve consumer experiences. Scope The Strategy applies to: people who are employed within MNHHS people who access or may need access to services provided by MNHHS families and carers of people who access our services and community groups and organisations with whom we partner to deliver seamless health care in Metro North. A word on terminology There is no single word to describe the many people who access or may need access to services provided by MNHHS. We have learned that language is important and needs to be flexible. Different language is used in different contexts. For example, in acute care patient is the common term used by staff, in mental health consumer is used, whereas in residential care resident is preferred. This Strategy caters to all of these people. For the purpose of consistency in this document we use the term consumer which is inclusive of people who access our services or may need access or their advocates. The term consumer is used in legislation and by Health Consumers Queensland as the peak body for consumers of health services across the State. It is also the term that has been adopted by the Australian Commission on Safety and Quality in Health Care for the National Safety and Quality Health Service Standards. To be truly person-centred, we will engage with consumers and their families in adapting our language for different settings. We will also adapt to the different roles that consumers may undertake in different health care situations. A glossary of terms is included at the end of this Strategy.

3 Contributors to this Strategy MNHHS acknowledges and thanks the Community Board Advisory Group for helping shape and strengthen our engagement processes over the last two years and for contributing ideas and actions identified in this Strategy for the future. Over 50 stakeholders including consumer representatives, community partners, volunteers and staff participated in an online survey, workshops and interviews to set the direction for engagement and partnering activities outlined in this Strategy. Priority objectives There are four priority objectives in this Strategy that aim to build upon our strengths in engagement to date. 1. Lead a continuously improving culture of consumer, carer and community engagement. 2. Improve and develop systems that are responsive to consumer and carer expertise and enable collaboration with consumers and carers in the design and delivery of person-centred care. 3. Consumer, carer and community engagement is inclusive, diverse and reciprocal. 4. Engage for an accessible, integrated care experience for individuals, families and communities in Metro North. Table 1 on pages 7-15 outlines the actions we will take to achieve these priority objectives. Critical success factors For this Strategy to be successful it requires: Organisational culture and capability: Engagement is seen as a long-term process and not just a tick the box compliance exercise Drivers and leaders of engagement within MNHHS, at the executive-level and from the ground-up Understanding that engagement requires lead-in time and good planning with resources and time dedicated to building trusting relationships and implementing meaningful activities and initiatives Partnership and collaboration capability is highly valued and recognised A transparent organisational culture that is open about its processes and performance and works closely with consumer, carer and community organisations and individuals Expertise in improving the reach and inclusiveness of engagement, focusing on who is not engaged and how to connect with diverse community members and networks Good data and evidence of what is working and where improvement could be made Standardised processes and systems to support the organisation in partnering with consumers A commitment to delivering, monitoring and evaluating consumer-centred outcomes for healthcare. Skilled, caring and engaging workforce: A skilled and empathetic workforce with the ability to build trust and relationships and deliver truly consumer-centred care A mindset of care and respect that values and empowers consumers, carers and community members as active participants and partners in their own health The ability to build and share networks and knowledge for service improvement.

4 Consumer and community sector capacity and relationships Reliance on specialised support and advice from Health Consumers Queensland Built capacity within consumer and community sector in order to work in partnership Consumers that have a high degree of health literacy and are able to advocate for themselves and for others. Issues and risks There are a number of issues and risks if we do not undertake consumer, carer, and community engagement in a coherent, comprehensive and meaningful manner. At the clinical level, when consumers and their carers are not engaged as active partners in their healthcare and not integral to the services that are delivered, we cannot guarantee high quality, safe services and treatment that results in improved individual outcomes. At the service level, service design that does not take into account the local community experience and needs will result in misallocation of resources incommensurate to local needs, or not targeted to those who would most benefit from them. At the system level, services will be fragmented, poorly coordinated with an inconsistency of standards between facilities and services, across clinical areas, and primary and secondary healthcare settings. Demand for the most costly and least consumer-centric acute care services will grow and be poorly managed, resulting in a disjointed system that is difficult to navigate. At the community partner / sector level, relationships will be damaged and sector capacity to participate as partners and community will be diminished by tokenistic, poorly-planned and one-way engagement activities that lack integrity. At the community / population level, a lack of targeted and active engagement built into all aspects of healthcare will result in widening disparities in health outcomes as those with the highest burden of disease and risk factors continue to increase while those with the least needs continue to take advantage of all the available resources. Strategic context The MNHHS context is dynamic and continually evolving. Emerging developments in the Metro North catchment mean that we need to be agile and responsive and have strong working relationship with community partners, organisations and consumers, individually and as representatives, to communicate changes, proactively plan responses and design consultative and collaborative activities. Factors likely to influence the design and delivery of engagement plans and activities in MNHHS over the next three years include: The need to respond to demand outside the catchment to provide care for a significant number of Queenslanders as a provider of specialised tertiary services Commonwealth policies including: the National Disability Insurance Scheme (NDIS) in 2016, the establishment of Primary Health Networks (PHNs) in 2015 The increasing population particularly in the northern sector of Metro North as well as relative disadvantage in the northern sector.

5 Principles The Strategy requires a principled approach to engagement and continues to abide by the principles in our first Strategy with one addition: Putting People and Relationships First Strong, dynamic and respectful relationships are fundamental to engagement. Participation Consumers and communities participate and are involved in decision making about the healthcare system. Person-centred Engagement processes are consumer and community-centred. Accessible and inclusive The needs of consumers and communities who may experience barriers to engage effectively are considered to enhance their accessibility and inclusion. Partnership Consumers, community and health service organisations work in partnership. Diversity The engagement process values and supports the diversity of consumers and communities. Mutual respect and value Engagement is undertaken with mutual respect and valuing of each other s experiences and contributions. Supportive Consumers and communities are provided with the support they need to engage meaningfully with the healthcare system. Influence Consumers and community engagement influences health policy, planning and system reform, and feedback is provided about how the engagement has influenced outcomes. Continuous improvement Consumer and community engagement is reviewed and evaluated to drive continuous improvement. (Adapted from HCQ Consumer & Community Engagement Framework February 2012)

6 Roles and responsibilities Realisation of the Strategy is a shared responsibility involving MNHHS leaders, staff, community partners, consumers and carers. This Strategy outlines concrete measures, roles and responsibilities for realising these shared responsibilities. At an operational level, each directorate is responsible for developing local engagement action plans with activities that are respectful of local relationships, communities and partners. Each directorate is also responsible for achieving the National Safety and Quality Health Service Standards. Performance measures We will measure our performance against the objectives and performance indicators outlined in Table 1 annually. Each directorate and clinical stream will develop, implement and evaluate local engagement action plans annually to operationalise the Strategy. Review and evaluation The Strategy will be reviewed annually with progress reports to the Community Board Advisory Group, Partnering with consumers leadership group, MNHHS Executive and Board. Review and evaluation The Strategy will be reviewed annually with progress reports to the Community Board Advisory Group, Partnering with consumers leadership group, MNHHS Executive and Board.

7 Table 1: Engagement Strategy priority objectives and action areas Priorities Action Areas Leadership Responsiveness Inclusion Integration Priority Action Area: Leadership Objective: Lead a continuously improving culture of consumer, carer and community engagement. Actions Performance Measures Who and How What will it mean for me as a 1.1 Develop clinical and operational leader key performance indicators (KPIs) for partnering with consumers and communities. 1.2 Collaborate with Brisbane North PHN and HCQ to build and sustain a peer network of consumer and community leaders/representatives involved across the health continuum in Metro North Continue to support, develop capability and leadership amongst consumers to embed consumer engagement in decision-making processes across directorates and clinical streams. Facilitate engagement with consumers and community representatives matched to areas of expertise and clinical areas. 1.1 KPIs developed for clinical and operational leaders. 1.2 Metro North peer network of consumer and community leaders established Evaluated and continuous improvement in the support systems and training for consumers and community representatives who are appointed to partner with MNHHS. Conducted at least one external evaluation of consumers experiences in these roles. 1.1 MNHHS Engagement Team (MET) with consumers, Executive and Clinical Council. 1.2 Collaboration with MET, Brisbane North PHN and Health Consumers Queensland MET collaborates with Health Consumers Queensland to contribute to the development of best practice guidelines and processes for collaborating with consumers and carers. MET to facilitate access for consumers in Metro North catchment to Health Consumers Queensland training. MNHHS is a recognised leader in consumer, carer and community engagement and provides accessible opportunities for engagement. MNHHS recognises and has strong and trusting relationships with consumer, carer and community leaders who represent a broad range of perspectives. I can expect a skilled, respectful, empathic and capable workforce that works collaboratively, constructively and transparently with consumers and carers as partners and decisionmakers in the design and delivery of health care. I am able to see how consumer, carer and community experience is shaping services and improvements. Page 7 of 3

8 Priorities Action Areas Leadership Responsiveness Inclusion Integration Priority Action Area: Leadership Objective: Lead a continuously improving culture of consumer, carer and community engagement. Actions Performance Measures Who and How What will it mean for me as a 1.3 Continue to develop capability amongst MNHHS leaders to collaborate with consumers through coordination, leadership and support in range of systemwide networks and directorate and clinical stream operations. 1.3 No. of committees and forums across the MNHHS dedicated to consumer engagement and demonstrated successes. Report on network meetings/ committees, Terms of Reference, action plans, minutes and outcomes. 1.3 MET will lead and provide administrative support for the MNHHS Partnering with Consumers Leadership Group to enable shared expertise, consistency and capacity at the local level Monitoring, evaluation and continuous improvement of policies, procedures and guidelines that are already in place to facilitate and support partnerships with consumers, carers and communities Targeted resources for partnering with consumers. 1.4 Each facility and directorate to nominate engagement leaders and committees that will have responsibility for developing and implementing local action plans aligned with the MNHHS Strategy No. of supportive policy / procedural resources and systems developed or reviewed to support capacity and leadership Staff have accessed online resources and tools to establish partnerships with consumers. 1.4 Registry of local action plans developed and published on webpage and updated annually Evaluation initiated by MET in collaboration with Partnering with Consumers Leadership Group, Community Board Advisory Group and Health Consumers Queensland MET will review and revise resources and tools to assist leaders to collaborate with consumers and make these available online. 1.4 Directorate and stream leaders for consumer and community engagement. Page 8 of 15

9 Priorities Action Areas Leadership Responsiveness Inclusion Integration Priority Action Area: Leadership Objective: Lead a continuously improving culture of consumer, carer and community engagement. Actions Performance Measures Who and How What will it mean for me as a 1.5 Review staff recruitment practices including role statements to incorporate greater focus on staff selection based on attributes of empathy, collaboration, responsiveness and openness. 1.5 Recruitment practices have been reviewed with HR and new position and capability statements include skills, experience and attributes of empathy, collaboration and responsiveness openness. 1.5 MET, HR, consumers and Health Consumers Queensland to draft position statement and resources to support recruitment of people with engagement attributes, experience and capability relevant. 1.6 Offer professional development opportunities (conference/webinars) for leaders in consumer engagement through universities or organisations recognised for their expertise in consumer engagement and person-centred care. 1.6 Webinar and conference attendees supported. Linkages with researchers/ expert practitioners in person-centred care established. 1.6 Directorate and stream responsibility. MET team to continue to build links with experts and expert organisations to support directorate leadership teams. Page 9 of 15

10 Priority Action Area: Responsiveness Objective: Enhance and develop systems to respond to consumer and carer expertise and enable collaboration with consumers and carers in the design and delivery of person-centred care. Actions Performance Measures Who and How What will it mean for me as a 2.1 Develop systems and processes to involve consumers and carers in sharing their experiences and perspectives during staff orientation and training. 2.2 Review and revise the current organisational approach to collection, analysis and use of consumer feedback to improve quality, safety and performance. 2.3 Invest in innovative systems that make it easy for consumers and carers to provide feedback in a manner that allows them to tell us about their experiences both at the point of care as well as after care. 2.4 Use a set of guidelines at system level for analysing consumer feedback that enables appropriate and timely responses to feedback. For example, use consumer feedback, to analyse how MNHHS is performing in relation to personcentred care principles and Charter of Healthcare Rights. 2.1 No. of training and orientation sessions developed and delivered with consumer and/or carer involvement. A suite of consumer engagement case studies and interviews are available in video format. 2.2 Steering group with MNHHS consumers and staff has undertaken review and a new policy direction has been developed. 2.3 Number of new systems for collecting consumer feedback and experiences that are evaluated. 2.4 Guidelines/benchmarks for analysis of consumer feedback have been developed for system analysis, reporting and response. 2.1 MET, HR and Partnering with consumers leaders to further MNHHS capacity for consumer and carer involvement in staff orientation and training. MET to work with Communications to develop audiovisual resources and investigate feasibility of consumer voices webpage. 2.2 MET to coordinate steering group that will undertake review and determine the revised strategic direction. 2.3 Consumer feedback steering group in collaboration with MNHHS IT to investigate IT innovations that provide a secure portal for consumer feedback and analysis of data that can be reported to staff responsible for acting upon feedback. 2.4 Steering Group, with assistance from Health Consumers Queensland, to develop benchmarks / guidelines for analysis of consumer feedback. It is easy for me to provide feedback about my experiences. I can expect a system that is responsive to my feedback. I will have confidence that there are systems in place to respond to my feedback and to learn from my experiences in the understanding that health care is a shared responsibility. Services and care delivered to me are centred on my own or other consumer and carer experiences and needs. My rights and the options available to me, or those in my care, are explained in a way that I can understand, retain and can act upon with the confidence that I am making the best decision for myself, or as a carer. Page 10 of 15

11 Priority Action Area: Responsiveness Objective: Enhance and develop systems to respond to consumer and carer expertise and enable collaboration with consumers and carers in the design and delivery of person-centred care. Actions Performance Measures Who and How What will it mean for me as a 2.5 Develop and trial multiple methods of inquiry, survey tools and questions to improve the systematic collection, analysis and reporting of data (qualitative and quantitative) provided by consumers and carers. 2.6 Facilitate consumer involvement in co-designing care in MNHHS. 2.7 Use multiple forums to showcase examples of improvements in healthcare derived through consumer feedback. 2.5 Steering group has developed an implementation plan for consumer feedback and supports and evaluates multiple methods for collecting consumer feedback. 2.6 No. of models of care and services that have been co-designed with consumers. 2.7 An online forum for sharing resources, tools and success is being used. Showcasing of examples of engagement success has been integrated into face-toface forums and professional development. 2.5 Consumer feedback steering group to develop implementation plan. 2.6 Directorate engagement leads and clinical stream leads incorporate actions and methodology for codesigning care in local engagement actions plans. 2.7 MET facilitates online and face-toface forums for showcasing engagement success. Page 11 of 15

12 Priority Action Area: Inclusion Objective: Consumer, carer and community engagement is inclusive, diverse and reciprocal. Actions Performance Indicators Who and How What will it mean for me as a 3.1 Expand the reach to consumers and community groups not currently engaged to support participation and access particularly targeting Culturally and Linguistically Diverse communities, socially isolated and people with disabilities through dedicated initiatives to improve reach and accessibility. 3.2 Build understanding and capability of staff to undertake tailored strategies for reaching diverse consumer and community groups. 3.3 Review current systems to develop and communicate consumer information in a format that all consumers can understand. 3.1 Partnership mapping undertaken, gaps identified, and specific social inclusion activities completed MNHHS has a Multicultural Health Plan to improve accessibility of services and engagement of culturally and linguistically diverse communities in Metro North Strategy developed to ensure support for people with disabilities who may not meet criteria for National Disability Insurance Scheme (NDIS). 3.2 Resource with advice on appropriate strategies, channels and options for reaching diverse audiences in engagement activities is developed. 3.3 Consumer publications policy and associated guideline and resources are reviewed to assess effectiveness in improving health literacy. 3.1 MET work with consumer organisations and representatives to undertake partnership mapping to identify existing partnerships and interactions. MET to analyse and follow up LINK fund program proposals that require further partnership facilitation and building. Organisational development to host a partnership workshop ahead of next LINK innovation funding round to build relationships and partnerships MET to work with Ethnic Communities Council Queensland, MNHHS Interpreter Services, and other stakeholders to develop a dedicated CALD health plan MET to work with relevant stakeholders to scope issues related to roll-out of NDIS. 3.2 Consult with Qld Council of Social Services, Aboriginal and Torres Strait Islander Service, Cultural Capability Advisors and other cultural and social sector experts and agencies to develop a resource customised for MNHHS. 3.3 MET to coordinate review of implementation of consumer publications policy in consultation with partnering with consumers MNHHS is an inclusive service and overcomes access barriers that I might experience due to language, gender, sexuality, culture, age, caring responsibilities, social or financial circumstances, mental health, physical or intellectual ability. I feel empowered and respected in healthcare that have taken into account my preferences, beliefs and experiences. I have the opportunity to work collectively and collaboratively on health service planning, review and delivery. I am confident that my interests and needs will be effectively represented and advocated for through peak organisations and community associations. Page 12 of 15

13 Priority Action Area: Inclusion Objective: Consumer, carer and community engagement is inclusive, diverse and reciprocal. Actions Performance Indicators Who and How What will it mean for me as a 3.4 Engage with peak organisations on policy and health service reform agendas at local, state and national level, to advocate for consumer, carer and community engagement sector development needs. 3.4 Engagement with peak organisations on policy and health service reform agendas has resulted in sector development. leadership group and consumers. 3.4 MET to coordinate MNHHS advice and policy to support peak sector development. Page 13 of 15

14 Priority Action Area: Integration Objective: Engage for an accessible, integrated care experience for individuals, families and communities in Metro North Actions Performance Indicators Who and How What will it mean for me as a 4.1 Partner with Community Board Advisory Group (CBAG) to guide consumer and community involvement in: Collaborative health needs assessments and service planning Implementation, monitoring and evaluation of MNHHS Strategic Plan and Health Service Strategy Innovative hospital avoidance, demand reduction and continuity of care initiatives Other initiatives identified through partnerships between MNHHS staff and community partners, for example, submissions for LINK projects. 4.1 Community Board Advisory Group meeting minutes, work plan demonstrates consumer and community engagement in: Metro North collaborative needs assessment and service planning Health Service implementation New connections and partnerships established through LINK Innovation Funding program and evaluation of successful LINK projects. 4.1 MNHHS Board and Executive continue to engage with consumer and community sector guided by the Community Board Advisory Group to enable these sectors to have their voices and experiences heard. I experience seamless services and continuity of care regardless of whether I am receiving care in the hospital, at home or in the community. I am able to access and navigate the health system and support services. 4.2 In partnership with Brisbane North PHN, facilitate communication and networking opportunities amongst acute, primary care and community sectors that generate opportunities for collaboration Strengthen information sharing with consumers to help with navigating the services in Metro North 4.2 Evidence of attendance by representatives from acute, primary care and community sectors at Metro North Health Forum. Evaluation of Health Forum. Evidence of shared communication and networking Stocktake of existing information and navigation tools has been undertaken and effectiveness of tools has been evaluated with consumers with a view to improving as required. 4.2 Communications and MET in collaboration with Brisbane North PHN. Hold a Metro North Health Forum per annum in partnership with Brisbane North PHN that brings together acute, primary care and community sectors and consumer representatives Organisational development in collaboration with Brisbane North PHN Page 14 of 15

15 Priority Action Area: Integration Objective: Engage for an accessible, integrated care experience for individuals, families and communities in Metro North Actions Performance Indicators Who and How What will it mean for me as a 4.3 Hold an inaugural consumer/community health check forum to evaluate consumer and community interactions with services in Metro North and determine how these interactions and integration could be improved. 4.3 Consumer and community health check forum held. Consumers involved in planning of forum and evaluation completed. 4.3 MET, in collaboration with Brisbane North PHN and Health Consumers Queensland. Page 15 of 15