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Community Engagement Strategy 2 14 Inform - Consult - Involve Prepared by Setchen Brimson Acting Community Engagement Manager Date: 31 January 2014 For: Richard McClelland, Director Executive Services Prepared by Setchen Brimson A/Community Engagement Manager August 2013

Community Engagement Strategy 2 14 - Welcome to the ...€¦ · Community . Engagement . Strategy 2 14. Inform - Consult ... Community Engagement Strategy – The Plan ... analysis

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Page 1: Community Engagement Strategy 2 14 - Welcome to the ...€¦ · Community . Engagement . Strategy 2 14. Inform - Consult ... Community Engagement Strategy – The Plan ... analysis

Community Engagement Strategy 2 14 Inform - Consult - Involve

Prepared by Setchen Brimson Acting Community Engagement Manager

Date: 31 January 2014

For: Richard McClelland, Director Executive Services

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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CONTENT Background

Scope

- Objectives - Benefits

Situation Analysis

- Summary - Partners and Stakeholders - Risk Assessment - Current Engagement Activities

Community Engagement Strategy – Overview

- Strategy 1: Framework - Strategy 2: Inform - Strategy 3: Engage - Strategy 4: Consult

Community Engagement Strategy – The Plan

- Strategy 1: Framework - Strategy 2: Inform - Strategy 3: Engage - Strategy 4: Consult

Implementation

Evaluation and Review

Appendices

- Appendix 1: Current Engagement Methods - Feedback - Appendix 2: LHAC Survey Summary and Survey Results - Appendix 3: Site Manager Survey Summary - Appendix 4: SWOT Analysis - Appendix 5: PESTEL Analysis - Appendix 6: Consumer and Community Profile - Appendix 7: Community Engagement Matrix

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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BACKGROUND The MLHD Community Engagement Plan 2014 aims to address the Murrumbidgee Local Health District Strategic Direction 3: “Improving clinician and community engagement”; specifically:

Priority Action 3.1 Consult and Engage with communities and stakeholders to enable their input into development and implementation of health services

Priority Action 3.2 Foster Local Health Advisory Committees and Clinician forums through open and timely communication

It also aims to address National Safety and Quality Health Service Standards (NSQHS) Standard 2 “Partnering with Consumers” specifically the implementation and use of systems to support partnering with patients, carers and other consumers to improve the safety and quality of care.

The primary focus of Community Engagement is to ensure valid and timely feedback is provided to MLHD and that MLHD takes appropriate action to make changes or improvements to the quality and safety of services provided to patients within the MLHD. Community Engagement also ensures the provision of information to consumers to raise awareness and ensure patients are able to make informed decisions about the health services available to them.

SCOPE

Objectives

The aim of this Community Engagement Plan is to:

• provide staff with a framework for relevant and timely two way communication with consumers

• keep the community informed of health services available and of decisions emanating from Community Engagement (where appropriate)

• interact with the community in a meaningful and appropriate way about decisions that affect them

• maximise engagement with consumers at every level of operations to ensure patient and community needs are represented and actioned.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Benefits

In achieving these objectives, the benefits to MLHD include the ability to provide a responsive and relevant service to consumers in our region which in turn nurtures a greater level of participation in and ownership of the health service.

In undertaking valid, timely community engagement MLHD will also be able to:

• ensure compliance to Standard 2 “Partnering with Consumers” • assist MLHD in achieving Strategic Direction 3: “Improving clinician and community

engagement”

SITUATION ANALYSIS

Summary

The MLHD is governed by a Chair and 10 Board Directors who are community representatives from across the Murrumbidgee, Riverina and Murrumbidgee Irrigation Area (MIA). MLHD also draws information from the community through 31 Local Health Advisory Committees and a Community Liaison Group (Hay Healthlink) who work together with their local hospital and/or health service sites. Each committee comprises several community representatives who discuss local issues, provide feedback on District wide service planning and relay information to and from the wider community on health service activities. The LHACs along with Health Service Managers (HSM) are invited to participate twice yearly in a Forum (April and October). LHACs primary function is to provide a vital and ongoing mechanism for community engagement in local health service planning, priority setting and the evaluation of strategic and service planning processes. Additionally, LHACs play a vital role in health promotion and ensuring communities are aware of health services available to them. Feedback from a recent survey with LHAC members indicated that members appear to lack united goals and direction. Predominantly goals are localised and relate to informing and advocating for the community and improving / introducing services locally. LHAC members cite financial constraints and rural isolation as some of the main challenges preventing them from achieving their goals. They also seek greater levels of communication from MLHD and input into the service planning, development, delivery and evaluation. In general, LHACs have identified publicity (via media), direct mail flyers and brochures, speaking at public/community meetings and advertising as most effective mechanisms for informing local communities. Face to Face surveys, focus groups and public workshops or forums were considered by LHACs to be the top three most effective methods to consult with their local communities.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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In general, the same members of the community tend to be engaged but are not always representational of the diversity of the whole community. The average LHAC member who responded to a recent LHAC survey is a retired female aged between 61 – 80 whose children have left home, this is consistent with the most common MLHD patient – that being a female aged 85- 90 years. These do not however align with the population of the Murrumbidgee region which has a median age of 38 with more males than females in the region. The highest proportion of age range is 45-54 closely followed by 35 – 44 and then 55-64 years. 1 Health Service Manages tend to focus on either informing or consulting local community, however are time poor and struggle with balancing regular engagement activities with managing their local health service operations. ‘Involving’ community members doesn’t tend to be a focus. Rural Group Managers struggle with the tyranny of distance and raising their profile in the community. Partners and stakeholders

MLHD has established strong links with external partners such as Hume, Murrumbidgee and Lodden Murray Mallee Medicare Locals and Calvary Hospital. Many of the Hospitals / Health Services have established relationships with community organisations, councils and volunteer groups.

The Medicare Locals involvement with the LHAC’s and shared terms of reference ensures a supports understanding of the full spectrum of health care across all levels of government.

Stakeholders for community engagement include:

• MLHD Board • MLHD Executive • MLHD Management and Staff • Local Health Advisory Committees • Medicare Locals (Hume, Murray Lodden Malley and Murrumbidgee) • Government Departments – Healthshare • Private Providers – Calvary, Mercy, Tristar etc. • Volunteers (ie: Pink Ladies, Hospital Auxiliary, Physical Activity Leaders Network,

Country Care Link) • Individual Consumers, patients, their families and carers • Councils and local MPs • Schools • Aged Care providers

1 Australian Bureau of Statistics, Census 2006 & 2011 via Murrumbidgee Medicare Local Prepared by Setchen Brimson

A/Community Engagement Manager August 2013

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Risk Analysis

Impact of not achieving Core and Developmental Actions of NSQHS Standard 2:

Core Actions Catastrophic / Possible – Extreme Risk Core actions are considered fundamental to safe practice. Developmental actions identify areas where health services can focus activities or investments that improve patient safety and quality. Information about which actions have been designated core and developmental is available on the Commission’s web site. Failure to ensure compliance with Core Actions at a minimum of Satisfactorily Met level would impact negatively on MLHD’s achievement of accreditation. Currently MLHD has not met three out of four Core Actions. Developmental Actions Marginal / Possible – Moderate Risk Developmental actions do not need to be fully met in order to achieve accreditation, however, health services should demonstrate that activity has been commenced on all applicable developmental items. Health service organisations should be able to demonstrate planning, analysis and/or focus of efforts and resources for all developmental actions.2

Community Response Critical / Possible – High Risk It is essential to ensure that MLHD conducts transparent and highly visible community engagement activities to ensure the community is aware and engaged in opportunities to provide feedback / input into the planning, design and evaluation of the health service. Community disengagement and a negative public perception of MLHD can impact dramatically on the service.

Likelihood / Impact Matrix of Risk

Negligible Marginal Critical Catastrophic Certain High High Extreme Extreme Likely Moderate High High Extreme Possible Low Moderate High Extreme Unlikely Low Low Moderate Extreme Rare Low Low Moderate High

2 Australian Commission on Safety and Quality in Health Care Advisory No: A13/03 Version 2.0 Assessment of Developmental Actions in the National Safety and Quality health Possible Service Standards – 16 July 2013

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Current Engagement Activities

Group Frequency Level of Engagement

Detail / example

MLHD Board

Monthly Inform Consult Involve

Circulation of patient information, for comment/ feedback Involvement in strategic direction, design and planning, and monitoring and evaluation of services

LHAC

Monthly or bi monthly Inform Consult

Circulation of patient information for comment Surveying patient satisfaction Distribution of media releases / information to the community

LHAC Forum Twice per annum Inform Consult

Raise awareness of health services Invite comment / feedback about health services

Patient Surveys

As required Consult Involve

Cootamundra, Young

Meet directly with Patient (and/or family / carers)

adhoc Inform Consult

Cootamundra, Young

Patient Information (Brochures / Flyers / factsheets etc)

As required Inform

Information to consumers All hospitals

Website feedback / contact us forms

Available 24/7 & low level feedback

http://www.mlhd.health.nsw.gov.au/about/feedback http://www.mlhd.health.nsw.gov.au/about/contact-us

Website / Fact Sheets etc

Available 24/7 Inform

Media Releases As required Inform All sites

Workshops/working parties / meetings

Inform Consult Involve

Suggestion Boxes Consult Hay 1 on 1 meetings (Council, GP’s, interagency)

Inform Consult

Junee

Community Committee or open meetings

Inform Consult

Junee Batlow

Volunteer Organisations

Inform Consult

Junee (Auxiliary)

Reports Inform Batlow Church Service Inform Batlow

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Community Engagement Strategy - Overview Community Engagement Strategies for MLHD are made up of a four pillar approach:

• Framework • Inform • Consult • Engage

Each has a specific goal, an accompanying promise to the community and a set of methodologies (battle plan). An overview follows.

Strategy 1: Framework

Goal:

MLHD aims to provide staff with a framework for relevant and timely two way communication with consumers

Promise:

MLHD will adhere to policies and procedures which will guide that way we engage with the community

Strategy:

Develop and implement a framework for staff to inform, consult and engage with community

Tactics:

Develop and implement a framework for relevant and timely two way communication with consumers including:

- a policy for the involvement of consumers and/or carers in the clinical and organisational governance of the organisation

- a policy for identifying and involving diverse groups - a policy or process that describes how consumers are involved in providing feedback on

patient information publications and training - a reporting structure that enables feedback collation and presentation to stakeholders.

Develop internal Communication Strategy to maintain front of mind awareness for staff around community engagement and build an organisational culture of engagement

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Strategy 2: Inform

Goal:

MLHD aims to keep the community informed of health services available and of decisions emanating from Community Engagement

Promise:

MLHD will keep you informed

Strategy:

Identify and utilise appropriate communication channels to deliver information to the community

Tactics:

- Provide education and training opportunities for Board members, LHACs and other Consumers and Carers partnering with MLHD

- Establish baseline to assess communication / engagement starting point - Inform consumers about Services, Safety and Quality Performance - Review / assess progress of External Communication Strategy - Train staff on appropriate levels and methods of engagement with consumers

/carers.

Strategy 3: Consult Goal:

MLHD aims to interact with the community in a meaningful and appropriate way about decisions that affect them

Promise:

MLHD will listen to you, consider your ideas and concerns and keep you informed

Strategy:

Develop a consultation process that is vigorous, transparent and closes the loop.

Tactics:

Ensure representation of diverse / hard to reach consumers in consultation

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Consult consumers in:

- design/redesign of services /facilities - patient information publications - development of orientation and ongoing training resources

Strategy 4: Engage Goal:

MLHD aims to maximise engagement with consumers at every level of operations to ensure patient and community needs are represented and actioned.

Promise:

MLHD will work with you on an ongoing basis to ensure that your ideas, concerns and aspirations are considered. We will provide feedback on MLHD decisions. Strategy: Involve consumers in planning, designing and evaluating health services and training

Tactics:

Recruit consumers to be actively involved in

- Evaluation of patient feedback - Strategic and operational planning - Safety and quality analysis, planning, decision making processes and the implementation

of quality improvements - Designing / redesigning of services / facilities

Actively recruit consumers to be involved in the design and delivery of workforce training

Incorporate feedback received on patient information brochures to modify / improve / refine publications and/or identify areas of need for new info publications

Educate MLHD workforce to ensure partnering with consumers is part of organisations ethos.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Community Engagement Strategy – The Plan Strategy 1: Framework GOAL:

MLHD aims to provide staff with a framework for relevant and timely two way communication with consumers and clear policies and procedures on when, where and how engagement is appropriate. Community Engagement refers to the way MLHD informs, consults and engages with community in the planning, development and evaluation of services.

BATTLE PLAN (HOW, WHEN, WHO EVALUATION):

The Community Engagement Manager together with members from the Standard 2 Working Party and with assistance from LHAC Chairs and Site Managers / Rural Group Managers will develop simple and easy to follow Standard Operating Policy & Procedures (SOP&P) which define how MLHD will identify, inform, consult and involve consumers in the planning, design and evaluation of health services in the MLHD.

These SOP&Ps will:

- Define roles, actions and acceptable timeframes for engagement / partnering with consumers - Identify when, how and with whom consultation is appropriate - Define how to record and document feedback / evidence on how the ideas, issues and concerns

of the community

Policies will include:

- Involving of consumers and/or carers in the clinical and organisational governance of the organisation (Board Charter, LHAC Terms of reference)

- identifying and involving diverse groups - Involving of consumers and/or carers in

o the strategic and/or operational planning of the organisation o safety and quality improvements of the organisation o identification, development and implementation of design and redesign approaches o design and delivery of workforce training

- sourcing feedback on patient information publications - feedback collation and presentation to stakeholders

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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An internal Communication Strategy will be developed by the Community Engagement Manager in conjunction with the Public Affairs Manager and Workforce Manager and launched to all staff via the Intranet. To maintain front of mind awareness for staff around community engagement and build an organisational culture of engagement, the communication strategy will focus on ongoing awareness building through use of intranet, MLHD newsletters, staff forums and workshops. Staff will also be reached through induction / orientation packages and training.

TIMEFRAMES

The SOP&P and Communication Strategy will be reviewed by national Standard 2 Working Party by end of October 2013, by LHAC Chairs and Rural Group Managers by November 2013 and be presented to the MLHD board for endorsement at the December 2013 meeting.

Implementation by February 2014, with evaluation in April 2014.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Strategy 2: Inform

GOAL:

MLHD aims to keep the community informed of health services available and of decisions emanating from Community Engagement. In doing so we will adopt a variety of communication methods to deliver information and maximise reach in our communities. BATTLE PLAN (HOW, WHEN, WHO EVALUATION):

Understand the needs of the community The Community Engagement Manager will undertake research to establish and evaluate community perceptions about the Local Health District and services provided. This research will identify gaps in provision of information and best communication channels for specific communities. Initial research will be used to set the standard and ongoing bi annual or locational surveys will be used to ensure currency of information and adjustments as required. Initial research will take place in February - March 2014 with follow up research at intervals of 12 months or as deemed appropriate. Currency and Availability of Information The Community Engagement Manager in conjunction with the Service Planning Manager, Rural Group Managers, Site Managers and Medicare Locals will ensure that comprehensive service mapping is conducted for each location to ensure consumer service information is current and local print collateral is developed and made readily available through a number of sources as appropriate to the community and promoted online. Promotions and Publicity An external Communication Strategy will be developed by the Community Engagement Manager in conjunction with the Public Affairs Manager to ensure messages are conveyed through most effective channels to target audiences. These may include but are not limited to:

- Personal / Face to Face (forums, workshops, community / club meetings etc) - Public Relations (media releases, public notices, guest speaking arrangements, factsheets,

newsletters etc) - Promotions (Posters, Brochures, Website, letter box drop, etc) - Merchandising (Pens, Bags, Fridge Magnets etc) - Advertising (Press and online) - Events / Expos / Activities - Social Media - LHACs as conduit

All resources will be available to MLHD staff through a central repository and will be validated with dates for version control. Follow up surveys will be used to evaluate the effectiveness of the strategy. TIMEFRAMES

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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The Communication Strategy will be reviewed by LHAC Chairs and Rural Group Managers by October 2013 and presented to the MLHD board for endorsement at the November 2013 meeting.

Implementation ongoing, and to have commenced by February 2014. Evaluation in October 2014.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Strategy 3: Consult

GOAL:

MLHD aims to interact with the community in a meaningful and appropriate way about decisions that affect them by developing a consultation process that is vigorous, transparent and closes the loop.

BATTLE PLAN (HOW, WHEN, WHO EVALUATION):

MLHD will actively seek feedback from consumers, including diverse and hard to reach groups, in all aspects of the service including;

- planning and design/redesign of services /facilities - patient information publications - development of orientation and ongoing training resources

Community consultation techniques will vary depending on who is being consulted and the nature and complexity of the issue that MLHD is consulting about. Available resources will also determine the type of consultation techniques used ie: the timeframe available for consultation, the funds available, the staffing resource capacity etc.

Consultation techniques may include but are not limited to:

- surveys / questionnaires - focus groups / interviews - consultative workshops - public meetings, forums/exhibitions/expos - online comment/feedback - via the LHACs

The purpose of each consultation process will be outlined in the working party Terms of Reference or correspondence and will include:

- what the consultation is to achieve - background information as appropriate - the role of MLHD and the community

Feedback, ideas and concerns raised during consultation will be documented through minutes and action items and used to inform future development. Effectiveness of consultations will be evaluated by Community Engagement Manager in consultation with Director Executive Services and reported to the board as part of the monthly reporting process. Outcomes will be reported to Senior Managers through the Executive.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Surveys

An initial survey of consumers across the region will be conducted by the Community Engagement Manager prior to December 2013. Research results will be used to establish a baseline for engagement with the public and identify target groups for a series of regional focus groups to be conducted early in 2014. The focus groups will provide a greater insight into the needs, perceptions and responses of community members to MLHD services. They will assist in evaluating the level of understanding of services offered in the region, effectiveness of communication channels, perceived availability and quality of consumer information and general perception of the health service.

Results of the survey and focus group will be presented to the LHAC Forum and the MLHD Board in April 2014.

Annual research will be conducted using the same methodologies to measure and evaluate progress of MLHD in the public observation.

Local Health Advisory Committees (LHAC)

MLHD will continue to use LHACs as a valuable and insightful source of wisdom and to advocate for the local community.

LHACs will be approached via the Community Engagement Manager to participate in various activities such as advice, evaluation and feedback as required on:

• patient information publications • planning of services and facilities • training materials and resources

Working Parties

MLHD will continue to seek advice from community representatives relating to National Standards Accreditation. MLHD will promote opportunities for Working Party membership via an expression of interest though the MLHD website and other publicity and direct electronic mails.

Online Feedback

MLHD will continue to operate a 24/7 online feedback form which allows consumers to provide commentary or complaint directly to the Executive Services team.

The webpage address is: http://www.mlhd.health.nsw.gov.au/about/feedback

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Customer complaints

MLHD recognise customer complaints as a valid source of feedback.

There are a number of mechanisms available for customers to raise concerns relating to healthcare:

1. Directly with the Hospital / Facility – either in writing/telephone or in person 2. To the MLHD

a. in writing by writing to the Chief Executive b. via the MLHD website – feedback c. via the 1800 complaints line – 1800011824. This line is manned 7 days a week

3. To the Health Care Complaints Commission (HCCC) – 1800043159 Locked Mail Bag 18, Strawberry Hills, NSW 2012

4. Member of Parliament / Minister for Health

The current customer complaint policy directive from NSW Health drives MLHD’s policy with regard to managing complaints using an eight step process as follows:

The current complaints brochure is under review by MLHD Complaints Manager and will be available by December 2013.

Other

MLHD will also adopt other mechanisms for receiving feedback such as suggestion boxes, written correspondence and public forum as appropriate to the location.

receive register and acknowledge

initial assessment investigate respond resultion

record complaint

details

Followup preventative

action

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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Strategy 4: Engage

GOAL:

MLHD aims to maximise engagement with consumers at every level of operations to ensure patient and community needs are represented and actioned and ensure involvement of consumers in planning, designing and evaluating health services and training

BATTLE PLAN (HOW, WHEN, WHO EVALUATION):

MLHD will actively involve consumers, including diverse and hard to reach groups, in all aspects of the service including:

- evaluation of patient feedback - strategic and operational planning - safety and quality analysis, planning and decision making processes - implementation of quality improvements - designing / redesigning of services / facilities - design and delivery of workforce training

The Community Engagement Manager will develop a template for recording feedback, action items and implementation of actions to assist project teams in monitoring progress through the consultation process.

MLHD Staff members will identify prospective projects requiring higher level community involvement and work together with the Community Engagement Manager to actively recruit consumers through an online Expression of Interest process, or via publicity, advertising or direct appointment as deemed appropriate.

Available resources will also determine the type of engagement techniques used ie: the timeframe available for consultation, the funds available, the staffing resource capacity etc. Engagement techniques may include but are not limited to:

- focus groups / interviews - consultative workshops/working parties - via the LHACs - online through Social Media (Blogs, Forums)

Any improvements, amendments or changes made to services, training, resources or collateral as a result of community engagement will be documented and recorded in the central repository and validated with dates for version control. Effectiveness of consultations will be evaluated by Community Engagement Manager in consultation with Director Executive Services and reported to the board as part of the monthly reporting process. Outcomes will be reported to Senior Managers through the Executive.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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IMPLEMENTATION

August September October November December January February March April

Task 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 3 10 17 24 7 14 21 28

Research Establish objectives Audit / Consultation DRAFT Plan Consultation on DRAFT plan Revision / incorp feedback Finalise Plan Implementation phase Review Phase

Also refer Timeframes in plan above.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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REVIEW Evaluate and Review

The 2013 – 2014 Community Engagement Plan will be monitored throughout implementation stage (January 2014 – April 2014) and adjustments made as required according to consumer and staff feedback and as directed by the Chief Executive or the Chair of the MLHD Board.

The Community Engagement Manager will seek feedback from the LHAC at the 2014 April Forum as to the effectiveness of strategies, with a review to take place in May – June 2014.

Engagement Cycle

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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APPENDICES

Appendix 1 CURRENT ENGAGEMENT METHODS - FEEDBACK

The following information was provided by Hospital General Managers and Health Service Managers on current engagement methods in their communities.

BARHAM

• Media release – New Outdoor Furniture for the Barham Koondrook Hospital • An example of recent community engagement, the idea of this seat originated through

Resident and Relatives meeting at the site. • All involved happy to have included in the MLHD Newsletter good news stories.

BATLOW

• We hold two monthly LHAC meetings • Monthly UHA meeting which is reported (by the UHA)in the Tumut and Adelong times • We have patient information brochures in the ED waiting area • We have an information board in the front foyer • We have a bi weekly Day Care on site which members of the community attend • We have a monthly church service which members of the community along with residents are

invited to attend

BOOROWA

• Meet with LHSAC monthly • Continuum of care meeting held monthly with health and non-health agencies • Attend UHA meetings, fundraising mornings and regular discussions around purchase of

equipment. • Meet with Local Council /Mayor and General Manager when necessary. • Management representative on Boorowa Emergency Management Committee. • Attend public meetings arranged by Medicare Local. • Early Childhood Nurse involved in interagency meetings and attends Play group on a regular

basis. • Schools with Community Health staff through Immunisation programmes. • Discussions with local Hostel around aged care issues.

CULCAIRN

• Talking with patients and families • Patient surveys • LHAC • Have attended a Lions club dinner once • Open door policy

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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HARDEN

• Meet with LHSAC monthly • Attend UHA meetings, fundraising mornings and regular discussions around purchase of

equipment. • Meet with Community Visitors Scheme Co-Ordinator and volunteers(group that provide

assistance to Aged Care Unit) • Meet with Local Council /Mayor and General Manager when necessary. • Management representative on Harden Emergency Management Committee. • Attend public meetings arranged by Medicare Local. • Involved with Harden Childcare through visits to Nursing Home and Early Childhood Nurse

involved through interagency meetings, forums for transition to school. • Schools with Community Health staff through Immunisation programmes. • Discussions with local Hostel around aged care issues. • Involved with Nursing Home Fundraising Committee re refurbishment/decorating of Aged

Care • Involved in discussions with Kruger Trust Board(local Community Trust) re support to

Hospital through range of activities(eg. Sponsorship of staff to attend courses) • Participate in Health Expo in community. • Murrumburrah Harden Health Service brochures distributed through mail (with Council

notices). • Community Nurse is “Medical Advisor” on Can Assist Committee, meets monthly.

JUNEE

• At Junee MPS we have the local LHAC that meets monthly; the LHAC are involved in surveying patient satisfaction each month following the meeting.

• I have a monthly meeting with the general manager of the council to discuss any issues relevant to the hospital and also any issues we need help with particularly around promoting events and event resources.

• There is a second monthly meeting with the GP’s (including our VMOS) from the local medical practice to progress any relevant clinical issues.

• There is a local Coolamon-Junee Local Emergency committee that I sit on that meets every quarter.

• We are about to commence a weekly meeting with the other aged care provider in Junee to assist with bed management and planning of aged care services.

• There is a twice weekly case conference meeting that involves interagency staff. • The carers and families meeting with the Diversional Therapist every second month to ensure

all current activities are communicated, successes celebrated and any problems resolved. • The auxiliary work very closely with the site management at Junee to ensure we received

practical support with resources, event planning etc.

GUNDAGAI

• Gundagai is involved with a number of community based groups. We attend an Interagency meeting hosted by HACC services, Local Emergency Management Meeting hosted by Gundagai Council and supported by a variety of emergency services; the health service hosts a Discharge Planning meeting involving hospital staff, community health staff HACC staff and NGO service providers. We of course also have the LHSAC.

• We enjoy the generosity of a number of community organisations; Hospital Ladies Auxiliary, RSL ladies Auxiliary, Can Assist, The Red Cross, and The Loins Club.

• We also try to make a point of involving the local print media when we have had donations of goods or kind to acknowledge the generosity of the group/s donating.

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013

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• We encourage the local schools to participate esp in the Aged Care Unit with appropriate activities.

TEMORA

• Temora does the below • When able try to attend LHAC forums, but do attend local meetings • Attend Hospital Auxiliary monthly meetings • Morning round D/NM & HSM to speak to staff, patients and doctors. • Admissions clerk distributes patient information brochures. • Each bed has its own patient information book • Patients are asked to fill in a patient satisfaction survey • Attend out of hours health related education • Tai Chi classes • Falls program • Rebound exercise group • New mothers club (C&FN)

TUMUT

• Home visits • Telephone conversations • Telephone review consults • Case conferences with client and GP/specialist. • Centre individual consults • Staying well sessions: Cardiac and pulmonary rehab, diabetes education plus supervised

exercise, continuous cycle. • Weekly National Heart Foundation Walking group in Tumut and Brungle • Monthly education sessions at Brungle health centre on chronic disease • Cardiac Rehab modified sessions ad hoc in surrounding towns. • Outreach clinics to surrounding town • Education sessions at existing groups: life long learners, View clubs, mens shed, mens group,

Murray Glen Estate • Educations/activities senior week • Health Promotion: life style Expo (older persons), Brungle expo • Health Promotion: street stalls in COPD and Heart week • Health screening: Involvement with PIT STOP in partnership with Medicare locals • Telephone calls with clients • Appointments • Education sessions – i.e dietician and OT involved with cardiac and respiratory rehab • Specialist clinics – Parkinson’s clinic held on site last week • Community expos • School based immunisation • Interagency meetings • Women’s Health Meeting • Only groups requesting education, as a guest speaker • All staff have discipline appropriate material that they distribute while seeing clients and at

expos. Women’s Health are currently waiting for approval for brochures advertising the service which will add to the available publication material.

• Patient information brochures from National Heart Foundation, Asthma Foundation, Australian Lung Foundation, Better Health, some fact sheets generated by MLHD on staffnet.

• Invitation letters sent to clients to inform them about cardiac and pulmonary rehab • Engagement may take the form of patient surveys, interviews, focus groups – or may be less

formal – chatting to patients etc. • Evaluation surveys conducted after education sessions or rehab sessions, chatting to

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patients, liaising with coordinators of existing groups, liaising with other MLHD staff.

YOUNG

• At Young we have monthly LHSAC (Local Health Service Advisory Committee) who are community representatives. For our Maternity Services we have a bi-monthly Models of Maternity Care meeting which includes community reps and a member from LHSAC that reports back to that meeting. We also have BFHI (Baby Friendly Hospital Initiative) monthly meeting which include reps from LHSAC and Models of Maternity Care committees'.

• Maternity and Surgical patient' get information brochures on a variety of different topics appropriate to them.

• LHSAC put out press releases when appropriate topics come up. • We have patient questionnaires' for inpatient's and Pregnancy Care Program patients'. • We also just chat to our patients.

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Appendix 2 LHAC SURVEY SUMMARY

A total of 69 responses were received from LHAC members representing 26 of the LHACs.

Not represented were: Barham, Gundagai, Harden-Murrumburruh, Leeton, Tumut, Urana and Wagga Wagga. Deniliquin had the highest response rate.

About respondents:

The average respondent is a retired female aged between 61 – 80 whose children have left home.

• Respondents were predominantly 61 – 80 years of age (54%). 32% of respondents within the 41 – 60 year age group.

• 35% of respondents were ‘empty nesters’, while 32% were a couple with no children. 17% of respondents had a young family while 15% were single.

• Representatives on LHACs are mostly retired (42%). 35% of respondents work fulltime. • 33% of members have been involved in the Local Health Service between 6-8 years with 27%

serving more than 8 years. Several LHACs have served upward of 40 years.

Q3 What do you think is the most effective way to INFORM consumers about health care services in your local community?

LHAC respondents indicated that the most effective way of informing consumers about health care services was through publicity with an effectiveness rating of 3.04.

This was followed (in order of effectiveness) by:

3.01 Flyer/brochure (distributed to households or as an insert in the newspaper)

2.88 Speaking at community meetings / forums / service clubs

2.76 Advertising in local paper

2.69 Regular time slot on local Radio

2.67 Flyer/brochure (available from key sites such as hospital, supermarket, pharmacy)

2.57 Posters on local notice boards (at key sites such as hospital, supermarket, pharmacy)

2.52 an Open Day at the Health Service

2.42Holding community forums

2.36 Holding a street stall

2.29 Social Media (Facebook, Youtube, LinkedIn, Twitter, Bloggs etc)

1.58 MLHD Website

Other suggestions included, via schools, enabling health workers to “peddle their wares”, Information stalls as opposed to cake stalls, word of mouth, Local champions/ health café and flyers in medical centres.

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Q4 What do you think is the most effective way to CONSULT with consumers about Health Services in your local area? (please rate according to effectiveness)

LHAC respondents indicated that the most effective way of consulting with consumers about health care services was by directly communicating / asking patients / families and carers face to face (effectiveness rating of 3.19).

This was followed (in order of effectiveness) by:

2.86 Face to Face Survey / Questionnaire

2.80 Focus groups with small groups of community representatives

2.66 Public forum / workshop about specific issues

2.25 Approaching consumers in the street / public places

2.22 A drop box for consumers to register ideas / feedback

2.15 Social Media (Facebook, Youtubem LinkedIn, Twitter, Bloggs etc)

2.10 Mail out Survey / Questionnaire

2.05 Telephone Survey / Questionnaire

1.95 Online Survey / Questionnaire

Other suggestions included a drop in health centre / health café, field days/open day at the hospital.

Q5 How do you ensure that you are representing the various interests / needs / perspectives of your community?

When asked how they ensure they are advocating and remain in touch with the community, the majority of respondents indicate that they speak with local people (97%).

Other responses included:

• Speaking with patients in the health service 55% • Being a member of another committee and seeking input form other committee members

about their needs 51% • Personal experience as a consumer / carer 58% • LHAC conducts surveys 31%

Other comments included:

• Suggestion to host an annual public meeting to allow health providers and residents to interact.

• As a shire councillor has contact with community • Works in the management of the service

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Q6 GOALS: What do you think is the most important goal / outcome for your LHAC to achieve over the coming 12-18 months?

Responses varied greatly and reflected local issues and agenda’s at sites. Predominantly responses relate to informing and advocating for the community, and improving/introducing services locally.

• Connect appropriate health providers to the needs of community utilise the connectivity pathways, to services available. (Adelong-Batlow)

• Retain health services retain doctor and on call services at Emergency departments Informing the community of available services (Berrigan)

• information about professional help available (Boorowa) • Making the community aware of how & where to get information when they need it (Boorowa) • To participate in developing the service plan for the community (Corowa) • Looking after the welfare of the people (Corowa) • Understand what being on the LHAC committee means (Corowa) • Community engagement and providing services that are positive and responsive to community

needs. Supporting an awareness of service in the community (Corowa) • to retain staff and services currently provided (Culcairn) • More aged care beds (Culcairn) • Health Service parking arrangements (Cootamundra) • Helping with better access for palliative care & keeping and adding to our local operations

performed at the hospital (Cootamundra) • To continue to provide a link between the service providers and consumers. (Cootamundra) • Improve the provision of mental heath and palliative care. continue to provide surgery & obstetric

services (Cootamundra) • A heightened community awareness of all of our health facilities and services (Deniliquin) • Development of a plan- which will give us direction. (Deniliquin) • Coordination and clarity of delivery of all areas of health to the community & efficient utilisation of

all community resources (Deniliquin) • to learn about the service myself so I can pass on new knowledge to others (Deniliquin) • We haven't formulated goals as such at present (Deniliquin) • Attracting the best possible share of funding and resources for our local area. (Deniliquin) • Opening of new maternity unit (Deniliquin) • I have only been in LHAC 6 months but I think meeting Susan Weisser and communicating there

(Finley-Tocumwal) • To assist in any applicable manner when requested by the hospital staff. Be available to the

public in aiding the requested queries to be answered when possible. (Finley-Tocumwal) • Improving Community Health Services (Finley-Tocumwal) • Assessment of our Hospital capital assets, negotiating services with the new private hospital.

Ensuring our community understands service changes & increased Specialist availability (Griffith) • Assisting with finalising the Master plan for the Griffith Base Hospital and furthering the progress

of the Private Hospital. (Griffith) • Improve the local understanding of services offered & make service providers aware of

community needs. (Hay) • Communicating with local community members to get feedback on any services used and making

all community members aware of services available. To keep in constant touch with our Doctor and make sure he is comfortable with his lot. (Henty)

• To have a goal/outcome (Henty) • Building of a new hospital (Hillston) • Most definitely to be part of succession planning of our local medical service delivery (Holbrook) • To make sure public knows what services are available and how to use them. (Holbrook) • Achieving at least two new GPs to the town, one of whom need to have VMO status. (Holbrook) • Being involved in the GP succession planning process (Holbrook) • Lobby our local members to ensure that Medicare Local remains a viable service no matter which

party gains power via the election. Work to assist our local medical services to remain viable organizations for the community. (Jerilderie)

• to obtain necessary and much needed allied health services eg physiotherapist (Jerilderie)

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• To keep the bed turnover full at all times to manage the finances. (Junee) • Increased dental services and mental health (Junee) • Maintaining the beds at Junee MPS for Junee people. Ensuring Compacs are available for those

who need them. Changing the classification of the transition beds Ensuring the faulty plumbing is fixed Ensuring the carpet in replaced with vinyl. (Junee)

• Advocate for quality improvement and staffing levels (Lake Cargelligo) • housing for staff. Recruiting staff (Lake Cargelligo) • To promote greater community awareness of the functions and needs of the Local Health Service

Lake Cargelligo) • to get renovations completed and staff and patients in new rooms (Lockhart) • Our goal is the improvement of health care in our rural community, to identify local service needs,

to assist with planning and development, leading to better health outcomes for local consumers. (Lockhart)

• To involve a greater number of community members in local health area issues and continue to promote the positive and varied roles of Community Health Services in our town. (Moulamein)

• To get more information about what is happening regarding funding etc. (Moulamein) • keeping services at Narrandera especially aged care (Narrandera) • Visits to patients in the Ward prior to or after meetings, Community Brochure, Satisfaction Survey,

guest speakers at meetings, update on current events and issues (Narrandera) • e-health (Narrandera) • Ensuring we have the services we need that match the needs of the population (Narrandera) • Informing the community of what services are available and how to access them (Narrandera) • Seek needs of the community (Temora) • Beds, quality, support for employees (Temora) • to get a wide range of people to recognise that the Health system is THEIR system, not simply a

large bureaucracy (Temora) • Effective services for our town (Temora) • Advocate the community’s health issues. Maintain relations with the executive and staff of the

MLHD and MML. Keep the general population abreast of health issues and topics via regular media releases in the local Temora Independent and other media. Each LHAC member to visit patients at the Temora District Hospital on a rostered monthly basis prior to our monthly meetings. Continue to recognize the efforts of our local staff within the health service (Temora)

• Relocation or structural changes to community centre (Tooleybuc) • Provide relevant & easily accessed services to the community (Tooleybuc) • Press for more nursing home beds and an increase in frail age accommodation. A detailed of the

existing facility and to see how it can be better utilized (Tumbarumba) • Ensuring any misconceptions in the community about the Tumbarumba health service are

corrected. (Tumbarumba) • To attract more health professionals to the town especially another surgeon and enhance our

maternity and paediatric services. (Young)

Q7 What challenges / obstacles prevent you from achieving your goals?

Overwhelmingly the challenge, obstacles LHACs find in preventing them from achieving goals is funding and/or financial resources. Other barriers are time commitments, ability to attract suitably qualified health professionals to rural and isolated areas.

• Finance • Funds, Government Support • Staffing and the ability to maintain qualified professionals • it is up to us to try and get this information to the members of the public • finance - more and more services being centralised • government changing rules • all electronic - don't have the skills • lack of staff willing to work in a small town. i have encouraged RN's who have moved to the area

with their husbands employment to join the staff at the health Centre • Unsuitable premises in which to hold community events, provide services etc • The bureaucracy of the health service. Previously any attempt was met with the response 'It's Prepared by Setchen Brimson

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operational' and we were stonewalled at every turn. Also the slowness of the response to anything really. It took months before my application was processed. This is unacceptable in this day and age. (Deniliquin)

• Local press reluctant to address local issues • Stubborn doctor • Time frame available • Access to services the community need that are unavailable . • funding & location • Lack of qualified specialists, physicians, nurses, health care professionals in our rural area. • Finance • Location • Our management staff are time strapped and don't have secretarial support. • Personal and other community involvements . • Complication and duplication of service provision along State border areas. • health care budgets • Ability to recruit new and younger members with enthusiasm and good ideas Getting the message

to people that health provision is not sustainable at the current costs • full time farming • no feedback, who to deal with • Time • suitably qualified staff willing to work in the country • The bed category can make a difference at times when different health concerns arise. • Time and the small numbers of people available of whom all have a lot of commitments. • the weather has been a problem • Goals posts often 'change' and has done so since being on the committee. • Finding out what is available and how/who can access them • Current GP and his very effective network of current, mostly older patients. • Breaking down the silo attitudes within the health & social welfare delivery sectors • Getting speakers to the meeting that can direct us to the correct pathway • Aging Population • Time restrictions and competing commitments. • Lack of cooperation by the present GP together with the difficulties associated with recruiting GP's

in country areas • Lack of capacity amongst the committee to understand the goals of the LHAC • Red tape Decisions made by others not in the best interest of Junee Community • How to increase greater community participation and awareness, eg Ambulance Volunteer

Services, when many avenues have already been exhausted. Promotion of the Local Health Area Services, including correct signage in our town.

• I think the only obstacle is our own motivation to carry out our role. From a phone survey of eight LHAC Chairs the majority felt they had little worthwhile input or direction from site managers. impact or

• Identifying our goals • Getting people to think and then respond to health issues Finding enough active supporters to

help gather and collate this information • Committee member limitations and time constraints. Media articles not getting printed in local

paper. • Lack of available staff outside main centres. Lack of information about doctors being able to refer

to another local hospital for some procedures. • Finances and cooperation from the government and authorities. • The Committee is not authorised to speak on behalf of MLHD without authorisation • Finances for the services • Government inaction • Effective communication strategies, balancing private and public hospital support without

alienating anyone in the community • Location being Rural, we receive if available professional services offered elsewhere, health life

style programmes/workshops, Allied health programmes • Attracting Health Professionals to our region

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• Lack of finance. Resistance from state and federal governments. • rural location, distance, finances • I do not feel at this time the question is applicable as the co-operation from all for the LHACs is

always available,

Q8 What support do you need from MLHD to achieve your goals?

Responses identify communication and funding as tools to support LHACs in achieving their goals.

• Direction & support on how to fulfil these goals • We appreciate MLHD is aware and supportive, we just must keep our need on the radar. • Continue to have a common goal/vision • We require greater transparency of all issues regarding our Health Service. • Assurance that the personnel and or facility are available when needed. • would appreciate ongoing support from Setchen. Meeting her was most promising. • Help in getting what we really need • education • it's difficult to find those of the younger generation to put their hand up to replace us older

generation. In the last 12 months we have 2 new members - however they both work and sometimes are unable to attend meetings. The community is very supportive of the Health Centre - it’s always been there for them however, they think someone else will do the job. How do we go about changing their thinking perhaps when we are beyond it!

• We require the construction of a purpose built venue to house the Tooleybuc Community Health Service, which will create an inviting & suitable environment where services to community members can be provided.

• To LISTEN and to ACT on concerns. Big problems with recruitment due to bureaucratic decisions and inability for decisions to be made locally

• Recruiting doctor(s) • continued communication from MLHD • We need MLHD to continue to listen & to where possible plan on shaping service to suit

community needs. • In principle support for the concept. Preparedness to develop a pilot with MML & Community

services • To inform the LHAC on recommendations on service delivery, to communicate, to continue to be

part of the planning process and consult with the community. • We need some information from them. • information on our role and parameters. • Information and the continual contact with MLHD. • Constant pressure toward rationalisation of State border service provision inefficiencies. • Currently doing a service brochure for the 4 sites Need funds to cover cost Support to place

information in local paper • maybe an education day and meet the staff. Would not mind a workshop • More involvement need have more of a say, know what is actually going on. • Adequate funds and outreach services. • The continual review of bed categories where it may be required. • Unsure what is available • we are OK at this stage • Direct access to the executive on a regular basis (say quarterly?). Minutes from the board

meeting. Clarity of LHAC role is required • Ongoing support being developed with Murrumbidgee Health, Hume Medicare Local and Greater

Hume Shire. • Relevant staff • Better access to aged care services • Involvement with LHAC through up to date information and feedback • Continued support that we are currently receiving from the MLHD though this aids the hospital - I

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• Appropriate signage for Community Health ie Murrumbidgee Local Area Health Service rather than Greater Southern Area Health Services

• To facilitate quarterly meetings between all LHAC committees to share ideas on how each play their roll within the community.

• The communication that has recently been implemented is good, more information from other LHAC's, maybe a Facebook page for LHAC members.

• A regional series of topic-specific, high-interest talks that will attract a reasonable audience. • Continued open relationship from CEM, Hospital Management & MLHD & MML management. • Staff training/retention is an ongoing issue which is probably handled as best as possible within

our constraints. For the "refer to local, rather than regional" hospital for procedures issue - information sent to the GP's and their receptionist/booking staff about what procedures can be performed at what local hospitals so they have a better informed choice.

• MLHD needs to communicate better with the community through newspaper articles and closer relations with the Shire council. The reality is that LHACs are of limited value in achieving this.

• Increased numbers of nurses • Support in developing Media releases that are meaningful to our LHAC. Information up-dates,

consultation in planning • Programmes to suit communities, updates what's available, share the network of other LHAC's,

timely fashion. • Assistance in achieving our goals • The MLHD needs to lobby/pressure our local members of parliament to maintain funding for rural

medical services. • a system of shared specialists?? • The permission to advise members of the community,(when applicable) the services available,

therefore allaying concerns of services sometimes seeming to be taken from them when it is not always the fact.

In your role as LHAC member have you participated / been involved in: Responses indicated that around one third of LHAC members have been involved in Service Planning, Designing and/or Evaluation.

Yes No Total strategic/operational planning

• distribution of questionnaire to prepare a Data Base of residents of local area

• Maternity services strategic plan renal unit services plan baby friendly accreditation procedures

• was a community rep on Workforce Aust Project for Berrigan Jerilderie and Urana Shire a couple of yrs ago. I was heavily involved with establishing our MPS most yes section relate to the MPS development over about 9 years

• Involved with survey of residents/patients, planning/suggestions of new building to enhance residents lifestyles, feedback on quality, standards, provide feedback with community expectations.

• Strategic plan for health service Prevention of falls • Narrandera Midwifery Model of Care, site related projects and

MLHD Committee involvement. • Consultation with CE on MLHD future direction • meetings at local level on aged cared support and surgery

provision • Participated in planning meetings for renal service, maternity

service, surgery services. In 2012 participated in the strategic directions consultation for the area.

• Establishment of the Finley Medical Centre. Tocumwal MPS Project

42.86% 27

57.14% 36

63

design or redesign of health services or facilities

• Alteration of rooms to enable continued Ancillary services

33.33% 21

66.67% 42

63

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• MLHD Consultations Design - working on quiet room for the hospital / Nurses home / Community Health toilet quality / safety - keeping staff safe / shields and HSM informs us workshops – forums

• Members of LHAC involved in committee for redesign • Consulted with planning Voted to spend funds on an

extension of the Harry Jarvis Wing and involved with the planning of the extension

• Being part of the Lockhart MPS three stages of planning. First stage is the redevelopment of the emergency department and community health. The eastern section of the facility will be aged care with community health service at the western section. A very successful community walk through was held on 22 May 2013. The MPS welcomed the community.

• various stages in the planning process to change the hospital into a multi-purpose service including visiting other sites to get ideas.

• Had input into the design of new facility when built. • Establishment of the Finley Medical Centre. Tocumwal MPS

Project

decision making about quality or safety issues • through LHAC Committee/ attendance at LHAC forums

32.81% 21

67.19% 43

64

planning and implementation of quality improvements

• Quality improvements Providing on patient information surveys

• Inpatient surveys over last nine months. • new maternity model of care • strongly supported the sunroom in the nursing home wing,

approached rotary and lions club and arrange builder and contractor to construct the veranda outside private nursing home unit.

• Fundraising & purchase of electric beds for our local hospital & visiting patients in hospital to gauge their satisfaction with the services.

33.87% 21

66.13% 41

62

analysis of MLHD safety/quality performance

• seminar organised last year at TAFE Wagga

21.31% 13

78.69% 48

61

workshops/training provided by MLHD to you

• Tai Chi training in 2011 and in 2013. • Falls Prevention workshop in Sydney in May 2013. • LHAC Forum • regional workshops offered to LHAC people, esp in Wagga • Attended a number of LHAC forums & assisted with a

presentation at one forum. • Attend workshops provided by the MLHD when ever possible

40.63% 26

59.38% 38

64

presenting training/workshops to the MLHD workforce

3.33%

2

96.67%

58

60

providing feedback on patient information publications

• T.O.R. and Various pamphlets • information publication - patients’ rights & responsibilities • Community brochure Rights & Responsibilities

34.92% 22

65.08% 41

63

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• Patient Care survey review • Recently provided feedback on clients rights &

responsibilities form. analysis of feedback

• Several years ago (2008) I did a review on external signage within our local hospital & district.

20% 12

80% 48

60

LHAC SURVEY RESULTS: Personal Information Age group Under 25 25 - 40 41 - 60 61 - 80 Over 81 Total 0% 10.14% (7) 31.88% (22) 53.62% (37) 4.35% (3) 69

Household Single (Living alone)

Couple (no kids)

Young family (children at

home)

Empty nester (kids left home)

Single parent

Group living

(shared) Total

14.49% (10)

31.88% (22) 17.39% (12) 34.78% (24) 1.45%

(1) 0% 69

Employment Not Working Working Part-time/Casually Working Full Time Retired Total 2.90% (2) 20.29% (14) 34.78% (24) 42.03% (29) 69 Gender

Male

Female

Total

26.09% (18) 73.91% (51) 69 Q2 How long have you been involved with your local health service? Less than 2 years 19.70% (13) 2-4 years 19.70% (13) 6-8 years 33.33% (22) more than 8 years 27.27% (18) Total 66

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Q 3 What do you think is the most effective way to INFORM consumers about health care services in your local community?

Not very effective

Somewhat effective Effective Very

Effective N/A Total Average Rating

Publicity (media release: press / radio / tv interviews)

4.35% 3

17.39% 12

47.83% 33

30.43% 21

0% 0

69

3.04

Posters on local notice boards (at key sites such as hospital, supermarket, pharmacy)

5.97% 4

43.28% 29

38.81% 26

11.94% 8

0% 0

67

2.57

Flyer/brochure (available from key sites such as hospital, supermarket, pharmacy)

8.96% 6

29.85% 20

46.27% 31

14.93% 10

0% 0

67

2.67

Flyer/brochure (distributed to households or as an insert in the newspaper)

1.47% 1

26.47% 18

39.71% 27

30.88% 21

1.47% 1

68

3.01

Holding community forums 8.82% 6

45.59% 31

38.24% 26

5.88% 4

1.47% 1

68

2.42

Advertising in local paper 7.58% 5

31.82% 21

37.88% 25

22.73% 15

0% 0

66

2.76

MLHD Website 52.24% 35

32.84% 22

8.96% 6

1.49% 1

4.48% 3

67

1.58

Social Media (Facebook, Youtube, LinkedIn, Twitter, Bloggs etc)

25% 17

30.88% 21

22.06% 15

14.71% 10

7.35% 5

68

2.29

Holding a street stall 10.29% 7

48.53% 33

26.47% 18

8.82% 6

5.88% 4

68

2.36

an Open Day at the Health Service

10.45% 7

40.30% 27

34.33% 23

13.43% 9

1.49% 1

67

2.52

Speaking at community meetings / forums / service clubs

0% 0

28.36% 19

53.73% 36

16.42% 11

1.49% 1

67

2.88

Regular time slot on local Radio

7.58% 5

28.79% 19

40.91% 27

15.15% 10

7.58% 5

66

2.69

Q4 What do you think is the most effective way to CONSULT with consumers about Health Services in your local area?

Not very effective

Somewhat Effective Effective Very

Effective N/A Total Average Rating

Online Survey / Questionnaire

29.69% 19

48.44% 31

15.63% 10

4.69% 3

1.56% 1

64

1.95

Mail out Survey / Questionnaire

16.92% 11

55.38% 36

23.08% 15

1.54% 1

3.08% 2

65

2.10

Telephone Survey / Questionnaire

23.44% 15

48.44% 31

21.88% 14

3.13% 2

3.13% 2

64

2.05

Face to Face Survey / Questionnaire

3.03% 2

24.24% 16

53.03% 35

16.67% 11

3.03% 2

66

2.86

A drop box for consumers to register ideas / feedback

13.43% 9

52.24% 35

32.84% 22

1.49% 1

0% 0

67

2.22

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August 2013

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Not very effective

Somewhat Effective Effective Very

Effective N/A Total Average Rating

Asking patients / families / carers (face to face)

1.47% 1

11.76% 8

52.94% 36

33.82% 23

0% 0

68

3.19

Focus groups with small groups of community representatives

4.55% 3

25.76% 17

53.03% 35

15.15% 10

1.52% 1

66

2.80

Public forum / workshop about specific issues

6.15% 4

29.23% 19

55.38% 36

7.69% 5

1.54% 1

65

2.66

Approaching consumers in the street / public places

20% 13

36.92% 24

35.38% 23

4.62% 3

3.08% 2

65

2.25

Social Media (Facebook, Youtube LinkedIn, Twitter, Bloggs etc)

26.15% 17

35.38% 23

24.62% 16

7.69% 5

6.15% 4

65

2.15

Q5 How do you ensure that you are representing the various interests / needs / perspectives of your community?

I speak with patients in the health service 55.38% (36)

I speak with local people 96.92% (63) I am a member of another committee and seek advice / input from members about their Health Service needs

50.77% (33)

Personal experience as a health service consumer / carer 58.46% (38)

Our LHAC committee undertakes surveys/questionnaires 30.77% (20)

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August 2013

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Appendix 3 SITE MANAGER SURVEY SUMMARY

23 Respondents provided feedback to MLHD site managers’ survey which was conducted in August 2013. Sites which did not respond include Barham, Berrigan, Coolamon, Hillston, Jerilderie, Lake Cargelligo, Leeton, Narrandera, Urana and Wagga Wagga. Analysis of the responses reveals that Health Service Manages tend to focus on either informing or consulting local community, however are time poor and struggle with balancing regular engagement activities with managing their local health service operations. ‘Involving’ community members doesn’t tend to be a focus. Rural Group Managers struggle with the tyranny of distance and raising their profile in the community.

Results:

Q2 What do you think is the single most important reason for you to engage with your local community?

• To ensure the community has some sense of ownership and say on services delivered. • Consultation re services we need to provide. Find out how well we are supplying service.

Service gaps. • To provide better health care for all-by hearing what community say and understand their

service to be • Engaging with our local community give us the opportunity to see if the services we provide

are the services needed by the community. This also provides us with valuable information on the community’s expectations.

• Ensure needs of community are met when it comes to planning delivery of health services. • Feedback - what are the community REALLY thinking about services offered • So they have a good understanding of what health services are available and appropriate to

provide at a small site. • To keep the community informed • Ensure that decision making is actually at a local level and the HSM has community support. • Good communication between Health service and community to work together in

understanding the local issues. • To provide timely information that is correct • Understanding Support from the community • To ensure a positive relationship is maintained • to assist with fund raising and to promote and foster a positive opinion of the public health

service • So that the community are aware of what is happening locally & within MLHD on health

related matters, it it really important that the health service is seen as open & transparent. If the community is aware they now who & how to contact if they have concerns.

• Identify community needs • Support transparent communication regarding local health issues • Health plays a major role in Community well-being and the local towns are very reliant on

these services being available. The Health service indirectly plays a part in whether a person chooses a town in which to live, work & raise a family. It is therefore very important to be involved in local community activities, professionally and/or socially.

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• Find out how the community is feeling about their health service • To keep them abreast of developments in service delivery, new services etc. Work with them

to build services and explore new opportunities. Be transparent in communication so that are informed of issues and what we have done about them which may lead to a lsvel of community understanding.

• to get information out to community, promote the service and also support the community if any issues

• To ensure we are able to consult and give the community a voice to inform our service delivery decisions. To work in partnership and make the patients holistic well-being at the centre of all that we do.

• To gauge community expectations and to inform them of the services we provide

Q3 What is the most difficult thing about engaging with your local community?

• people will not make direct complaints to the service so we can identify any issues and make improvements.

• Planning appropriate meeting to get all stakeholders together. • Community interest • Not having enough time to leave the office (due to work commitments) to spend more time to

engage with the community • Efficiently communicating with all the relevant diverse groups of clinicians. • Complacency from the community - not wanting to get involved thus you struggle to get a

cross section of community providing feedback • Engaging the people that are unlikely to turn up at an event or promotion as they are often the

ones needing the services or programs. You often see the same old faces at these events. • Getting people together • Ensuring that they understand and accept the strategic direction the MLHD and the Ministry is

taking. • Access to community especially when you don't live in the community. • Different personalities • Only tend to see them when they are ill • Time • engaging a cross section of the community to be involved • Possibly time/having enough man hours to effectively engage ie attending evening functions -

Overall Cootamundra community is easy to engage • Requires additional time and effort • Developing and maintaining formal communication structures • Ensuring that time is allocated to actively engage in Community events, meetings etc. • Getting the word out to the community about the good things that are being done • The distances between sites and communities in MIA. A lack of understanding of Rural Group

role - no community profile. • lack of understanding • Gaps in understanding and knowledge. Desires of the community don't always fir with the

strategic directions of the LHD and MOH. Engaging with community to understand that changes in health care delivery models does not always mean a reduction in actual service.

• Time poor. Engagement happens on a very ad hoc basis

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August 2013

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Q4 Who are the key people you engage with?

Local Health Advisory Committee 91.30% (21) Patients 95.65% (22) Patient's families / carers 91.30% (21) People I meet in the street / about town 43.48% (10) Members of the community who attend forums/meetings 73.91% (17) People who have made complaints 86.96% (20)

Total Respondents: 23 Note: Respondents also indicated a high level of engagement with local Councils, hospital auxiliary and local community groups.

Q5 How do you personally engage with the community?

talk with patients, their families / carers in the hospital 95.45% (21) attend community meetings 63.64% (14) conduct patient / consumer surveys 50% (11) make brochures / flyers available 59.09% (13) media releases and interviews 50% (11) send out a newsletter 4.55% (1) have suggestion boxes 45.45% (10) attend conferences and seminars 36.36% (8) participate in online discussions / bloggs 0% (0) participate in round table discussions 27.27% (6)

Total Respondents: 22

Q5 How often do you engage?

daily 42.86% (9) 2-3 times a week 23.81% (5) once a week 14.29% (3) several times each month 14.29% (3) less often 4.76% (1)

Total Respondents 21

Q6 Are there any community engagement strategies that you would like to explore but need assistance/support with?

• LHAC - developing a satisfaction survey. Regular media articles about the MPS • Use of the local radio station to engage understanding the services provided. • I think there could be support in how to best engage with Aboriginal community and various

ethnic communities. • no, but an observation i have made at the LHAC quarterly forum is that a number of HSM's

don't sit with their LHAC members and don't ensure their LHAC members are supported through the day.

• Information area in the local newspaper • It would be good to have the community engagement MLHD come at various times of the

year to talk with LAHAC & also the hospital auxiliary • Just like assistance with what is effective and efficient for community health to be doing • I think there are some opportunities to work more closely with other agencies in local

communities. The Local councils often have Health, Social & Well being personnel on staff and I think we could work more collaboratively on opportunities to enhance a communities lifestyle. I also think there could be more engagement across a number of community groups. disciplines in relation to Workforce planning and identification of strategies to assist people to

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August 2013

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stay & work locally. This strategy should also be tied up in identification of Training strategies to address local workforce needs.

• Facebook page. Clarity on whether we can participate in online discussions and conferences/meetings as a health service representative

• Develop a community profile for Rural Group Managers and Site Managers. Support for site Managers to strengthen and develop their LHAC and or MPs Committees.

• understanding that there are processes that have to be followed by the health services • Would like LHAC to be more engaged with the community, especially the hospital patients by

acting as liaison between the public and the organisation

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August 2013

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Appendix 4 SWOT ANALYSIS Strengths

• Volunteers from the local community provide an ongoing conduit for information • Clear process for escalation of concerns regarding health services • Shared Terms of Reference with Medicare Local supports understanding of the full spectrum

of health care across all levels of government • Provide an opportunity for establishing ongoing relationships with community representatives,

making ongoing engagement easier • MLHD management is receptive to LHAC involvement in decision making

Weaknesses

• The demographic of LHAC members does not align with preferred groups to engage from both the MLHD Strategic Plan, and the National Safety and Quality Health Services, which specify people who experience social disadvantage through lack of transport, social isolation, underemployed, low education level, non English speaking and Aboriginal background.

• The LHAC model requires ongoing administrative support • There tends to be a poor understanding of what is expected of volunteers • Limited tangible examples of changes made as a result of the LHAC model which will impact

on MLHD being able to meet National Safety and Quality Health Services Section 2 items for accreditation.

• Geographical barriers / distances to overcome • Geographic spread of the regions makes it difficult for Rural Group Managers to build a profile

in local communities • HSM’s feel they are time poor • Engagement is Ad-hoc • Need to align expectations of community with MLHD Strategic Priorities / Ministry of Health

Direction • Difficulty in engaging a diverse cross section of the community which is representative

Opportunities

• The LHAC are well placed to support Facility Managers in collecting feedback and ideas from the wider community on service planning, delivery and evaluation

• Training of middle management to link community engagement with the LHAC model • Use of technology to overcome distance barrier • Use of variety of communications channels to get better reach and penetration of message • Make engagement easier / attractive for more diverse range of consumers

Threats

• The LHAC model tends to attract people who are generally older and already actively participating as volunteers

• Limited turnover of membership will inhibit the effectiveness of the LHAC model to source new ideas. A 2 year term is generally viewed as best practice for this type of engagement.

• MLHD sites operate under their own steam, distributing their own publications, patient surveys and resources.

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August 2013

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Appendix 5 PESTEL ANALYSIS

Political / Legal

Murrumbidgee Local Health District operates under a Service Agreement with NSW Health. MLHD has been set-up in accordance with the National Health and Hospital Agreement.

Economic

The LHACs provide their support and feedback to the MLHD on a voluntary basis. LHACs have the ability to organise fundraising events and activities.

Social

Income, employment education, family structure and crime rates all impact on the health of individuals in our communities

Health related behaviours such as activity nutrition, sun protection, smoking, drug and alcohol consumption play a role.

Technology

Some members of LHACs are limited by access or capability in use of online communication.

Environmental / Geography

The region is geographically isolated, making face to face meetings challenging. General email, telephone and videoconferencing facilities are well utilised to share information.

Environmental factors such as ‘rurality’, air and water quality and pollution also play a part in the overall health of the community.

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August 2013

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Appendix 6 CONSUMER AND COMMUNITY PROFILE

The Community Engagement plan speaks to all staff and representatives of MLHD. It identifies consumers as patients, families and carers in the communities of the Border, Riverina and MIA regions of the Murrumbidgee.

Populations vary but are mostly rural, Australian born families with farming backgrounds.

Murrumbidgee LHD is 125,561 sq/km in area and encompasses 29 Local Government Areas in the central south of NSW: Berrigan, Bland, Boorowa, Carrathool, Conargo, Boorowa, Cootamundra, Corowa, deniqliuun, greater Hume, Griffith, Gundagai, Harden, Hay, Jerilderie, Junee, Lachlan (part), Leeton, Urana, Wagga Wagga, Wakool and Young and also includes providing services to the Albury City population.

Most of the District is considered inner regional or outer regional with the north western LGS of Hay classified as remote.

As at June 2010, MLHD has an estimated resident population of 297,476. This population has grown by 4.5 per cent since 2005 and is projected to grow by 3.2% from 2011 – 2021 to reach approximately 301,000 people and 307,000 by 2031.

The population is aging with people aged 75 years and over making up an estimated 7.7 per cent of the total population in 2011 and projected to increase to 13 per cent in 2031. The major health issues include an aging population, Aboriginal Health, overweight/Obesity, Alcohol Consumption, Smoking, Cardiovascular Disease, Injury and mental health. Social, environmental and health related behavioural factors coupled with age and sex of individuals and a number of behavioural and external factors all impact on the health of individuals and communities

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August 2013

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Appendix 7 COMMUNITY ENGAGEMENT MATRIX Priority / Strategy

Goal/Promise engagement mechanism

Inform Goal To provide the community with appropriate information on MLHD, on governance and decision making mechanisms, on services, events and projects and any associated issues. Promise to the Community We will keep you informed.

• understanding of how the community prefers to receive information

• provision of up-to-date information • use of media, in-house publications, and on-line

information provision - website, email lists, social networks

Consult Goal To seek and capture community input on service planning, service delivery, service measurement and evaluation. Promise to the Community We will listen to you, consider your ideas and concerns and keep you informed.

• community conversations • surveys/questionnaires • focus groups • interviews • consultative workshops

Involve Goal To work on an ongoing basis with the community to ensure that community ideas, concerns and aspirations are listened to and understood. Promise to the Community We will work in partnership with you on an ongoing basis to ensure that your ideas, concerns and aspirations are considered. We will provide feedback on MLHD decisions.

• consultative groups • working groups • user groups • volunteer groups • liaison groups

Collaborate Goal To work together with consumers to develop an understanding of all issues and interests to work out alternatives and identify preferred solutions for joint decision making. Promise to the Community We will collaborate with you so your advice, innovation and recommendations are included in the final decision that we make together.

• partner organisations MML, HML, LMMML • Allied Health Partners • Government departments (ie: HealthShare)

Empower Goal To place final decision making in the hands of the community. Promise to the Community We will implement what you decide.

• members of LHACs empowered to elect own Chairs

• LHACs to determine presentation content of Bi-Annual Forum

• Donors decide how they wish to donate (frequency, location and how donation is used)

Prepared by Setchen Brimson A/Community Engagement Manager

August 2013