Clinician Engagement Strategy - West Moreton ...
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Contents Introduction....................................................................................................................3 Clinician engagement objectives.....................................................................................4 Engagement framework...................................................................................................4 Engagement principles...................................................................................................4 Governance ....................................................................................................................4 Internal communications at West Moreton Health.............................................................7 Digital and print communication channels.........................................................................7 Face-to-face communication..............................................................................................7 Clinician Engagement Strategies........................................................................................8 Measurements..................................................................................................................9 2
Introduction The West Moreton Health (WMH) Clinician Engagement practitioner, nurse, allied health practitioner or other Strategy 2019-21 sets out the WMH approach to engagement health practitioner1. While clinicians perform a variety of and the steps we will take to ensure clinicians are involved roles and responsibilities, it is their direct involvement in the planning, implementation and evaluation of in person-centred care that unites them. Evidence shows healthcare services. that meaningful clinician engagement is linked to higher rates of patient satisfaction and improved delivery of safe, Effective clinician engagement is essential to the delivery high-quality care2. of safe, high-quality, high-value care and supports the West Moreton Health Strategic Plan 2017-2021 which has Critical to the success of this Clinician Engagement Strategy strategic priorities focused on: is a focus on clinical leadership and promoting a just work culture to help staff identify issues and work together • Person-centred care on solutions3. • Caring for our teams The Hospital and Health Boards Act 2011 stipulates • Interconnected care that each Hospital and Health Service must have a • Better care. clinician engagement strategy. However, engagement with clinicians cannot be separated from an overall WMH encourages leadership and learning; and addressing approach to engagement and communication. This challenging issues transparently and promptly. We are Clinician Engagement Strategy, therefore, also reflects working with staff, consumers, partners and the community West Moreton Health’s broader approach to internal to co-design services, programs and a change agenda for communication and the channels and tools to be used for the health benefit of the West Moreton community. This communicating with all our staff. commitment is expressed in West Moreton as Caring Better Together. Clinician engagement at WMH is supported by the Executive Director Medical Services, Executive Director A clinician is any individual who provides diagnosis or Nursing and Midwifery, Director of Allied Health, Executive treatment to patients as a professional medical Director Mental Health and Specialised Services and Executive Director Community and Rural. 1 National Health Reform Lead Clinicians Group: Enhancing Clinical Engagement in the Australian Healthcare System 2011. 2 West, M. & Dawson, J. (2012). Employee engagement and NHS performance. The King’s Fund: 123. 3 https://www.dovepress.com/the-importance-of-clinical-leadership-in-the-hospital-setting-peer-reviewed-fulltext-article-JHL 3
Clinician engagement Engagement objectives framework • Build a relationship of trust through open The Clinician Engagement Strategy employs the communication between clinicians, managers, International Association for Public Participation (IAP2) Executive and the Board framework to set out the “how” of engagement, particularly when decision-making is involved. • Build clinician engagement and collaboration across West Moreton Health’s committees and work units The framework recognises engagement occurs across five dynamic phases: inform, consult, involve, collaborate • Ensure clinician engagement in decision making in and empower. the planning, design, delivery and evaluation of services Differing levels of participation are appropriate, depending • Seek expert clinical input into improved on the goals, time frames, resources and levels of concern patient safety or interest in the decision to be made. • Support and develop clinical leadership Most important, however, is the recognition that each • Involve and train clinicians in consumer and participation level involves a commitment to stakeholders. community engagement • Engage with clinicians in meaningful ways about At all engagement levels, the commitment should be clear issues that affect them – and that commitment should be kept. • Communicate WMH performance and strategic priorities so clinicians are motivated to take responsibility for helping deliver on our strategic and operational objectives. Inform Consult Involve Collaborate Empower West Moreton We will share We will explore We will involve We will We will enable Health information options, gain clinicians in the collaborate and leverage Commitment about a problem, feedback and an process so your with clinicians clinician decision opportunity, understanding ideas, concerns so your advice, making and decision or of clinicians’ and aspirations innovation and autonomy. direction. concerns and are reflected in recommendations preferences. the alternatives are included in developed or the the final decision final decision. that we make together. Goal One-way Two-way Participatory Working together Empowering communication to communication process designed to develop an clinicians, provide balanced designed to to help identify understanding including and objective obtain feedback issues and views of all issues delegating the information on ideas, to ensure that and interests final decision. to assist alternatives and concerns and to work out understanding proposals to aspirations are alternatives and about something inform decision understood identify preferred that is going making. and considered solutions for joint to happen or prior to decision decision making. has already making. happened. 4
Engagement principles When engaging in decision making processes with clinicians, West Moreton Health commits to: • Seek out and encourage contributions actively • Provide relevant, timely and balanced information so people can contribute meaningfully • Provide a variety of appropriate and accessible ways for clinicians to have their say and to speak honestly • Actively listen so that ideas and input help shape decisions • Consider the needs and interests of all people in the decision-making process • Tell clinicians about the final decision, and how their input was considered. Governance The WMH Quality and Safety Council West Moreton Hospital and Health Board Safety and Quality Committee West Moreton Health Chief Executive Dr Kerrie Freeman Executive Leadership Committee Clinical Safety and Quality Council Health Safety Chair: Executive Director Medical Services Union Consultative and Wellbeing Forum Committee Action 7: Reports to Executive Leadership Committee Reports to Executive Deliver safe, excellent, value-based care. Leadership Committee Action 9: Build our innovation and research capabilities to improve our care. Clinical committees Report to Clinical Safety and Quality Council Human Research Ethics Committee Research committee National Safety and Quality Standards Medication Management Committee Infection Prevention Committee Blood Management Committee Comprehensive Care Committee Resuscitation Committee Communicating for Safety Committee Partnering with Consumer Committee Credentialing committees Medical and Dental Credentialing Committee Allied Health Credentialing Committee Nursing and Midwifery Credentialing Committee Morbidity and Mortality Anesthetics Emergency Department Ear Nose and Throat General Medicine General Surgery Intensive Care Unit Mental Health Orthopedics Paediatrics Perinatal Urology 5
The WMH Clinical Safety and Quality Council is the WMH’s Clinical, divisional, union and staff safety principal, strategic clinical governance forum, focused on committees the effective organisation and delivery of safe, reliable, Clinicians also have direct input into Union Consultative patient-centred care aligned with the WMH Strategic Plan. Forum, local consultative forums, nursing and midwifery The Council is responsible for identifying and reducing consultative forums and the Health, Safety and Wellbeing risks to patient safety, achieving measurable, sustainable committee. West Moreton also has a range of other clinical improvements in safety and quality, overseeing and divisional committees, such as: accreditation and sharing safety and quality information. The Council has five key functions: • WMH Clinical Directors Committee – information sharing forum, advises the Safety and Quality • Identifying and reducing risks to patient safety Council • Achieving measurable, sustainable improvements • Ipswich Hospital Executive Committee meeting in safety and quality • Emergency Services Management Committee • Accreditation oversight meeting • Sharing safety and quality information • Rural Health Management Committee meeting • Monitor implementation of strategic actions • Community Health Management Committee related to the Strategic Plan meeting The Council is chaired by the Executive Director, Medical • WMH NUM meetings Services and its membership is largely made up of clinical • WMH Clinical Forums leaders and representatives from across WMH. The Council also includes consumer representatives who help ensure • WMH Directors of Allied Health we constantly are reminded of listening to the voice of • Ipswich Hospital Directors patients and families. • Community and Rural Directors The Council, which reports to the WMH Executive • Mental Health directors Committee, oversees related committees such as the Research Committee, Clinical Policy Committee and a number of mandatory National Safety and Quality Standards Committees. The Council is responsible for identifying and reducing risks to patient safety, achieving measurable, sustainable improvements in safety and quality, overseeing accreditation and sharing safety and quality information. 6
Internal Digital and print communication at communication West Moreton Health channels Effective internal communication and clinician • West Moreton Health intranet site and engagement is critical to the success of our Strategic Plan public-facing website and is underpinned by our principle of supporting staff • Board Chair communique to be their best, and to value everyone’s contribution to providing the best care to patients. • Chief Executive communications, including CE all staff emails Internal communication to clinicians and non-clinicians • Executive Director all-staff and alike at WMH is focused on: service-level communications • Emails • Demonstrating leadership through Board and Executive support of our staff • Internal e-newsletters targeted at professional groups • Encouraging a learning culture • Social media • Building a leadership culture • Microsoft teams (new digital channel authorised • Deepening a commitment to our values by Queensland Health) • Celebrating our successes widely • Print notices/lift signs • Addressing challenging issues quickly • Marketing collateral –screen savers, brochures, and transparently posters, fact sheets, digital presentations • Partnering with consumers, external stakeholders • SMS messages and community to develop shared solutions. • Apps • Signage and pull-up banners. Face-to-face communication • Staff forums • CE and Executive rounding • Catch-up with Kerrie – Chief Executive open door sessions • Executive/Divisional director meetings and committee meetings • Operational and team briefings • Staff award events • External/partner events • Education workshops/seminars • Consumer engagement committees, working groups • Union consultative forums. 7
Clinician Engagement Strategies Inform Consult Involve Collaborate Empower We will share We will explore We will involve We will collaborate We will empower information about a options, gain feedback clinicians in the with clinicians, so your clinicians to make Commitment problem, opportunity, and an understanding process, so your advice, innovation and autonomous decisions decision or direction. of clinicians’ concerns ideas, concerns recommendations are for the benefit of the and preferences. and aspirations included in the final whole organisation. are reflected in the decision that we make alternatives developed together. or the final decision. 1. WMH provides 2. WMH gathers 3. WMH ensures 4. All parties ensure 5. Clinicians accept relevant feedback from clinicians are clinicians own the challenge of information, e.g. clinicians on supported to be their clinical work providing robust, updated Strategic strategic and directly involved in processes and considered, Plan, information operational plans. both the strategic outcomes, and evidence-based about initiatives, planning process understand the input into policies, changes. and operational need for good decision-making delivery. governance, at all levels of the audit and organisation. transparency in risk and outcome management. 6. WMH provides 7. The HHS gathers 8. WMH ensures 9. WMH canvasses 10. WMH devolves this relevant feedback from clinicians service challenges accountability to information in clinicians on participate in and opportunities clinical managers accessible and culture and and are aware of directly with for service engaging formats. working conditions HHS performance clinicians management through Working requirements and to generate and continual for Queensland are well placed solutions. evaluation and Strategies Survey and to support their improvement. CheckIn monthly delivery. pulse check. 11. WMH reports back 12. WMH collaborates 13. Clinicians to clinicians on with clinicians advocate for Board/Executive when developing, patients and decisions. implementing and give constructive reviewing health advice service initiatives operationally including safety, and strategically, cost and quality with that advice measures, best encouraged, practice protocols, welcomed, heard clinical outcomes, and fed back on. resource utilisation, and operational efficiency. 14. WMH recognises and rewards the contribution of clinicians. • All-staff emails • Working for • WMH Clinical • Leadership of • WMH Clinical Queensland Safety and Quality Master Plan Safety and Quality • Staff Forums Survey Council and other initiatives, e.g. Council and other • Divisional/staff/ • CheckIn committees Stage 1A committees unit/ clinical • Open door with CE • Care Excellence • Leadership of meetings Forums major change • Planning Tools • Planning projects, e.g. ieMR • Caring Better consultation Together Awards consultation • Clinician membership of • Discipline staff “wicked problem” awards, (e.g. consultative Nursing and bodies Research awards) 8
Measurements 1. Inform • Key news and information is distributed regularly via a diverse range of channels. • Expert advice, statistics and information related to patient safety are readily available to all clinicians. • Details of clinician representatives on key groups and forums are made available to all clinicians. 2. Consult • Clinicians have taken up opportunities to contribute to the development of organisational strategies and policies. • Clinicians have taken up opportunities to scrutinise policies and procedures and give constructive feedback. • The results from the CheckIn process and the annual Working for Queensland opinion survey for clinicians relating to engagement will be compared with previous results and monitored for ongoing improvement. 3. Involve • Key group and forums in West Moreton Health have clinician representatives. • West Moreton Health standard meeting terms of reference reflect clinician engagement principles. • A feedback mechanism is in place to let clinicians influence change and improvement in patient safety. • Terms of reference for Safety and Quality and similar committees have been reviewed to ensure alignment with this document. • The outcomes from discussion at the WMH Clinical Safety and Quality Council and related clinical bodies will be communicated to the Board and Executive through formal mechanisms. • An annual report on progress and achievements will be prepared for the Executive and Board in June each year. 4. Collaborate • West Moreton Health has a mechanism in place to identify and collaboratively consider those areas where clinician practice patterns and preferences do not align with Health Service priorities. • Number of clinical related business cases which have documented clinician consultation. 5. Empower • Clear and consistent pathways have been developed to improve patient care. 9
2019229 © West Moreton Hospital and Health Service 2019
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