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Sunshine Coast Hospital and Health Service

Our Strategy for PEACCEPatient Experience and Consumer and

Community Engagement

Working together

for healthy, informed

communities.

2020-2023

Patient Experience and Consumer and Community Engagement

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Doc ID. version Date Prepared by Approved by Endorsed by

645.03 13/08/2019

Clinical Nurse Consultant Patient ExperiencePrincipal Engagement OfficerManager, Communications and Community EngagementDirector, Communications and Corporate Affairs

Consumer Advisory Group Chair Consumer Advisory Group

645.03 29/10/2019


Consumer Codesign Workshop

SCHHS Director of Safety, Quality and Innovation

645.03 5/3/2020


Executive Director, Medical Services

Board Safety and Quality

Patient Experience and Consumer and Community Engagement Strategy 2020-2023

For further information please contact:

Sunshine Coast Hospital and Health ServiceSafety, Quality and Innovation Unit 6 Doherty StreetBirtinya Qld 4575

https://www.health.qld.gov.au/sunshinecoast

Copyright © The State of Queensland, Sunshine Coast Hospital and Health Service 2020

This document is licensed under a Creative Commons Attribution Non-Commercial 3.0 Australia licence. You are free to copy, communicate and adapt the work for non-commercial purposes, as long as you attribute the authors. Preferred citation: Sunshine Coast Hospital and Health Service Patient Experience and Consumer and Community Engagement Strategy 2017 - 2020. To view a copy of this licence, visit https://creativecommons.org/licenses/by-nc/3.0/au/

Cover photos (left to right): Sunshine Coast Lightning players visit children at Sunshine Coast University Hospital.Hepatology patients benefit from a new mobile kidney scanner service. Consumer representatives received a tour in Emergency Deparment as part of a shared decision making project.


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Contents

Our strategy for PEACCE 04

Introduction 05

Purpose and scope of the strategy 06

Achieving PEACCE 07

Goals and outcomes 08

Accountabilities and responsibilities 13

Appendix 1 - Consumer and Community Engagement Strategy 2013-2016 Review 14

Appendix 2 - Our Year of PEACCE 2017-2018 15

Appendix 3 - Our Year of PEACCE 2018-2019 16

Appendix 4 - SCHHS Community Engagement - 2018-2019 17-18

Optimising the health

outcomes of our community

through collaboration and

education.

Our Strategy for PEACCEPatient Experience and Consumer and Community

Engagement

Doc ID: 645.03 Doc Date: 10 March 2020


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Our strategy for

PEACCEPatient Experience and Consumer and Community

EngagementConsumers and the health service…

‘Working together for healthy, informed communities’.

• Promoting compassionate care and empathetic communication.• Supporting consumers to be actively involved in their own care and also in health

policy, planning, development and evaluation of the service.• Engaging with our communities to ensure our health service is reponsive to

changing local needs and supports active engagement with all diversities withinour communities.

“I’ve learned that people will forget what you have said, they will forget what you have done, but they will never forget how you made

them feel.” - Maya Angelou

Being person-centred is being respectful of and responsive to the preferences, needs and values of patients, colleagues and the wider communty; it is understanding and valuing people for who they are.


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Section 1: Introduction

Sunshine Coast Hospital and Health Service is in southeast Queensland and extends through the coastal and hinterland areas from Caloundra in the south to Gympie in the north.

The health service serves a population of about 390,000 people which is forecast to increase to around 480,000 by 2021 (anincrease of 23 per cent). This level of population growth is reflected in current demand for services.

We are a provider of high-quality care that works in collaboration with our communities and partners and enhanced through education and research. Our vision as a health service is to provide health and wellbeing through exceptional care.

In recent years, expectations of the performance and quality of healthcare organisations have moved beyond the provision of excellent care alone to embracing the patient experience as an important indicator of the quality of healthcare provided.

The Australian Commission on Safety and Quality in Health Care notes “patient and consumer partnerships are also a pillar of person-centred care – that is, care that is focuses on the

relationship between a patient and a clinician, and recognises that trust, mutual respect and sharing of knowledge are needed for the best health outcomes”. 1

Being person-centred is being respectful of and responsive to the preferences, needs and values of patients, consumers, colleagues and the wider community; it is

understanding and valuing people for who they are.

Sunshine Coast Health successfully delivered the Consumer and Community Engagement Strategy and Implementation Plan 2013-2016. We then included patient experience as a contributor to person-centred care for the 2017-2020 Patient Experience and Consumer Engagement Strategy (PEACE strategy). By incorporating our Community Engagement Framework, this new strategy for 2020-2023 enables greater collaboration between patient experience, consumer engagement and the community engagement team to enable true partnering opportunities with consumers in our Sunshine Coast community. This strategy will assist us to achieve the revised National Safety and Quality Health Service Partnering with Consumers Standard.

In April 2018, the health service published the Sunshine Coast Hospital and Health Service Community Engagement Framework 2018-2020 – this framework is accompanied by a procedure for staff to guide their engagement with our communities.

This strategy was developed using a co-design process with our SCHHS consumer representatives. A codesign workshop identified the vision, goals, actions and outcomes they wanted the strategy to include and foster through 2020-2023. Consumer representatives who were unable to attend also submitted their ideas for consideration and inclusion. This strategy reflects the stronger collaboration between the Community Engagement, Consumer Engagement and Patient Experience teams and the goals that will promote compliance with the Partnering with Consumers standard.

1. Australian Commission on Safety and Quality in Health Care (2012). National Safety and Quality Health Services Standards.

Section 1: Introduction

Mums and Bubs Midwife program cares for our community. SCHHS partnered with the PHN to host a community forum at the Cooloola Coast on 22 May 2019.


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Section 2: Purpose and scope of the strategy

2.1 Purpose This strategy provides clear direction to guide all Sunshine Coast Hospital and Health Service staff and consumers to build meaningful relationships and support the delivery of person-centred care and guide broader engagement with our communities.

2.2 ScopeThis strategy will build upon the principles for person-centred care and consumer engagement to ensure our health service meets the needs of our community. It has been developed in consultation with staff, patients and community members and we thank them for their participation and passion in working towards making the healthcare experience better for all in our community.

2.3 Strategic direction Our Strategic Plan 2016-2020 outlines our vision, purpose, values, objectives and future direction as well as how we work with our community to improve people’s health and wellbeing. The PEACCE strategy is closely aligned with our organizational strategic objectives:

• Improving everyone’s experience of health care throughout our health service.• Optimising the health of our community through collaboration and education.• Delivering sustainable, safe and high-value services driven by continuous improvement, research and education.• A purpose to provide high quality health care in collaboration with our communities and partners and enhanced through

education and research.

2.4 PEACCE visionThe PEACCE vision was developed with consumers.

Consumers and the health service… ‘Working together for healthy, informed communities’.

Capes for Kids—thank you for your donations to patients. Gympie Hospital hosts local students at the P.A.R.T.Y program.


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Every person involved with our health service can participate in transforming the experience of people in our care.

3.1 Definition:

Section 3: Achieving PEACCE

Patie

nt e

xper

ienc

eConsum

er engagement

Community Engagement

Community defines individuals and groups of people, interest groups and citizen groups. A community may be a geographical location (community of place), a community of similar interest

(community of practice) or a community of affiliation or identity (such as an industry or sporting club). IAP23

Engagement is how we ensure our health service is responsive to changing local needs and how we support active engagement

with all voices of our community.

Health consumers actively participate in their own

healthcare and in health policy, planning, service delivery and

evaluation.

The patient experience is the person’s view of the entirety of

their admission including clinical care, emotional interactions and

the strength of relationships built. This is directly influenced by the organisational culture.

Person-centred care

3 IAP2 - International Association for Public Participation.

MIX FM’s Todd and Sam visit maternity patients. Exercise Physiology in practice in the Adem Crosby Centre.


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How we will achieve thisShare our successes

• Promote successful examples of consumer and community engagement across the health service.

• Promote staff training to include modules on compassion, kindness and communication to strengthen a culture of person-centred

care.

• Ensure orientation for new staff and consumers is underpinned by person-centred care principles.

• Share consumer and carer stories across all areas of the health service.

Build on our strengths

• Provide regular opportunities for consumers and community representatives to work in partnership with the Executive and Senior

Leadership teams.

• Provide staff education to build confidence in partnering with consumers in their work areas.

• Build on and strengthen the implementation of consumer engagement education to staff and volunteers.

• Build on and strengthen the culture of ‘working with’ rather than ‘doing to’ our consumers.

• Investigate contemporary successful approaches and learnings from other health organisations to grow our culture of person-

centred care.

Success factor

- Staff have strong partnerships with consumers.

- Consumers experience person-centred care throughout their health journey.

Section 4: Goals and outcomes ‘What matters for me is important’.

Goal 1: Promote consumer engagement as a key foundation of a person-centred care culture

The Aboriginal and Torres Strait Islander Health Team engage South Sydney Rabbitoh’s take time out of their with community at the Well Person’s Health Check day in Gympie. training to visit patients at Sunshine Coast University Hospital.

The goals for our strategy were developed in consultation with consumer representatives. These five goals will drive us towards our vision of working together for healthy informed communities.


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‘I need to be seen and heard.’

Goal 2: Measure the patient experience and support patient experience improvements

How we will achieve this

Improved feedback processes

• Encourage staff to manage consumer feedback at the point of care.

• Ensure multiple methods of providing feedback are available to patients, carers and families to make it

easier to inform the health service of their experience at any point in their visit.

• Systematically review: all concerns to identify themes and patterns; all compliments to provide positive examples for emulation and

all suggestions for innovative ideas of possible improvement.

• Monitor the management of responding to and handling concerns, complaints and compliments.

• Maintain a record of known improvement activities in relation to consumer feedback.

• Communicate to staff and consumers the improvements that have been made in response to patient experience feedback.

• Encourage staff to use consumer feedback to focus on improving service and increasing positive feedback.

Measure, monitor and report patient experience

• Explore opportunities for consumers to capture the patient experience and identify improvements.

• Promote thematic analysis of patient experience surveys to highlight qualitative feedback as well as quantitative data.

• Support the review and analysis of patient experience, including patient stories and survey responses.

• Implement and maintain a schedule of patient experience surveys.

• Develop action plans for patient experience improvements (based on analysis from results, consumer consultation and staff

involvement).

• Promote the use of patient experience findings in making sustainable improvements to services.

• Report patient experience feedback and stories at all levels from ‘ward to the board.’

Success factor

- Departments, service groups and facilities are supported to receive feedback from patients and families.

- Departments, service groups and facilities are supported to implement patient experience improvements in response to formal and

informal patient experience feedback.

Women’s and Families Birawan Midwifery program is launched Mental Health Week creates health awareness about by Aunty Hope for Aboriginal and Torres Strait Islander families. encouraging the community to take time for mental health.


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Section 6: Barriers/risks to success

‘The unit delivers respect and mindful healthcare

and I personally will work towards that being a reciprocal situation.’

Goal 3: Engage consumers in purposeful partnerships


Expand our practice

• Develop methods to engage with consumers of all ages throughout the health service.

• Encourage engagement activities that reflect the diversity within our community.

• Promote consumer codesign from commencement to completion of projects and bodies of work.

• Engage with networks in our region that have a focus on Aboriginal and Torres Strait Islander health outcomes.

• Enhance grass roots consumer engagement opportunities; consumers engaging with consumers, to provide diverse advice and

information.

• Identify consumer champions for targeted roles – optimising consumers’ talents and experience

• Explore methods of engaging with consumers prior to discharge to garner interest in becoming a consumer representative

• Encourage and support existing consumer representatives to recruit new members.

Support consumer representatives

• Provide resources for new consumers who commence partnering with the health service and promote the use of a buddy system

for orientation purposes.

• Provide clear direction and purpose for consumer engagement activities.

• Provide training opportunities for consumers to support their active roles as members of health service committees, working

groups and service design projects.

• Provide training to consumers and staff to build understanding of the diverse needs of our community.

• Provide feedback to consumers on how their partnering has influenced the health service.

• Explore the development of a ‘valuing’ program to support and affirm our consumer representatives.

• Provide regular opportunities for consumers to gather, support, discuss and report on their work across the health service.

• Provide a source of contact for consumers to discuss any concerns they may have in their roles.

Success factor

- Consumers are supported to be active partners in improving healthcare through diverse engagement processes.

- Consumers are engaged in codesign from the beginning to the end of projects.

- Consumers feel a sense of personal achievement in their representative role.

- Consumers receive feedback on the influence their work has achieved.

Nambour General Hospital receive a new C-Arm x-ray machine Caloundra Health Service excited about the Caloundra Hospital from the Nambour General Hospital Auxiliary. Auxiliary funded Care.


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‘Improving your knowledge of ‘where you are’ whilst

improving your knowledge of ‘what can happen’ - empowered together.

Gympie Hospital Renal staff walking for Kidney Week 2019 Champions of the SCHHS Hello my Name patient initiative in the ‘Big Red Kidney Walk’. for more compassionate care.

Goal 4: Engage our communities in purposeful partnerships


Enhance our reputation

• Actively communicate our decisions, actions and performance across our service areas and facilities.

• Build positive relationships with our people, our services and our communities.

• Use expert knowledge within our health service to build public health awareness.

• Champion Sunshine Coast Hospital and Health service as a Choosing Wisely health service.

Develop effective partner/community relationships

• Partner with primary health care, and health industry providers.

• Foster relationships with community and business advisory networks.

• Ensure effective and positive relationships via volunteer programs, with our foundation partner Wishlist and other non-for-profit

partners.

• Ensure a strong relationship with the Sunshine Coast Health Institute and other research and education partners.

Increase community engagement participation opportunities within the community

• Support consumers to participate in community engagement activities.

• Involve the community in service and facility planning, design, delivery, measurement and evaluation.

• Ensure engagement is inclusive of Aboriginal and Torres Strait Islander communities, closing the gap on healthcare needs.

• Increase our visibility in the community, connecting our services with the growing needs of our community.

Success factors

- Enhanced reputation, community confidence, education and awareness of our healthcare services.

- Increased availability of information for the community to make informed decisions about their healthcare.

- Engagement is provided at educational, health and employment events and extends to diverse audience.

- Volunteer and consumer participation is embedded into our day-to-day services.

- Improved SCHHS communications channels incorporating new technologies to build community confidence.

- Strengthened healthcare partnerships with individuals, groups and networks across the region.

- Maintain a log of SCHHS community engagement (events, media, social media, forums, community engagement).


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Goal 5: Support consumers to understand their health journey and make informed health decisions


Inform our communities

• Promote the Australian Charter of Healthcare Rights and ensure it is available to staff and consumers throughout the health

service.

• Provide consumers with information that is relevant, understandable and aligns with their patient journey.

• Promote a culture where consumers and clinicians can engage in open and transparent two-way conversations leading to well-

informed shared decision-making.

• Support and provide information to the community regarding Choosing Wisely and Shared Decision-Making initiatives

throughout the health service.

• Provide information to suit the diversity of our communities that aims to enhances their ability to navigate the health system

and support a greater understanding of health topics.

Educate and encourage staff

• Develop education opportunities for staff regarding the importance of effective communication with consumers to enable

informed preferences and decision making for their health circumstances.

• Encourage and support the involvement of consumers in the co-design and review of all consumer-focused publications.

• Explore barriers to effective communication and include actions to address in staff training.

Success factor

- Consumers have the capacity to navigate the health care service.

- Consumers receive health information that is relevant to their health journey.

- Consumers understand the health information provided to them either verbally or in written form and use this to make

informed health care decisions.

‘Understanding our own health is very important’.

Nambour General Hospital Consumer Group with Chief Executive SCHHS Choosing Wisely Faculty, Consumers and staff workingAdj Professor Naomi Dwyer, and Facility Manager Graham Wilkinson. to improve patient engagement with health professionals.


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Page 14

Patient Experience and Consumer Engagement

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tivi

ties

that

par

tner

wit

h ou

r con

sum

ers.

Part

ners

hips

wit

h Pr

imar

y H

ealt

h N

etw

ork

and

loca

lgo

vern

men

ts o

n co

nsum

er e

ngag

emen

t ini

tati

ves.

Rena

l ser

vice

s

Canc

er c

are

Dia

bete

s.

Gym

pie

Colla

bora

tive

Net

wor

k An

tim

icro

bial

Ste

war

dshi

p Co

unci

lM

enta

l Hea

lth

Ser

vice

s Co

mm

itte

es.

Revi

ew

g

rant

from

Wis

hlis

t will

ens

ure

a sp

ecia

list

a

nim

ated

pae

diat

ric

surv

ey to

ol w

ill b

e us

ed to

col

lect

ser

vice

feed

back

from

chi

ldre

n, a

ssis

t wit

h re

sear

chpr

ojec

ts, a

nd d

rive

qua

lity

impr

ovem

ent.

$65,

000

3351

The

heal

th s

ervi

ce g

over

nanc

e pr

oces

ses

for i

nclu

sion

and

eng

agem

ent o

f co

nsum

ers

have

bee

n de

velo

ped

and

impl

emen

ted;

incl

udin

g a

proc

edur

e,

and

an in

tran

et p

age

cont

aini

ng to

ols

and

staf

f res

ourc

es.

Exam

ple:

Pati

ent C

ompl

emen

tary

and

Alt

erna

tive

M

edic

ines

-Wit

h-Ch

emot

hera

py E

duca

tion

Bro

chur

e –

10

0% o

f che

mot

hera

py p

resc

ribe

rs p

erce

ived

the

need

,10

0% o

f pat

ient

s re

ceiv

ing

chem

othe

rapy

repo

rted

the

broc

hure

info

rmat

ion

was

rele

vant

, ans

wer

edth

eir C

ompl

emen

tary

and

Alt

erna

tive

M

edic

ines

-Wit

h-Ch

emot

hera

py (C

AM)

ques

tion

s an

d w

as e

asy

to

unde

rsta

nd.

2013

/14:

205

5 co

mpl

imen

ts 9

01 c

ompl

aint

s20

14/1

5: 3

528

com

plim

ents

182

6 co

mpl

aint

s.

2:1

rati

o of

com

plim

ents

to c

ompl

aint

s.

of c

ompl

aint

s re

solv

ed w

ithi

n th

e

s

tate

wid

e be

nchm

ark

of 3

5 da

ys.

95%

In A

ugus

t 201

3 su

rvey

ors

mad

e a

num

ber o

f re

com

men

dati

ons

to a

chie

ve a

ccre

dita

tion

in P

artn

erin

g w

ith

Cons

umer

s - S

tand

ard

2. In

June

20

15, f

avou

rabl

e co

mm

ents

wer

e re

ceiv

ed b

y su

rvey

ors

whe

re th

e he

alth

ser

vice

ach

ieve

d ‘M

et

wit

h m

erit

’ for

cri

teri

a w

ithi

n st

anda

rd 2

.

Exam

ple:

100%

of S

CHH

S M

enta

l Hea

lth

Ser

vice

com

mit

tees

incl

ude

acti

vely

eng

aged

con

sum

ers

and

care

rs.

Prep

arat

ion

of a

mor

e co

ncis

e, c

onsu

mer

-rel

evan

t str

ateg

y.

Impr

ovin

g ap

proa

ches

to tr

ack

outc

omes

of c

onsu

mer

eng

agem

ent

acti

viti

es fo

r qua

lity

impr

ovem

ent,

incl

udin

g id

enti

fyin

g a

suit

able

cent

ral r

epos

itor

y fo

r dat

a or

a d

ata

colle

ctio

n sy

stem

to im

prov

eou

r abi

lity

to a

udit

the

resu

lts.

Dev

elop

ing

mea

sura

ble

perf

orm

ance

indi

cato

rs to

ena

ble

ongo

ing

asse

ssm

ent o

f the

futu

re s

trat

egy.

Incr

ease

d co

nsum

er re

pres

enta

tion

in k

ey c

omm

itte

es a

nd s

ervi

ce

deve

lopm

ent.

100%

of n

ew s

taff

rece

ives

man

dato

ry c

onsu

mer

eng

agem

ent

indu

ctio

n du

ring

ori

enta

tion

.

Cons

umer

s ha

ve p

arti

cipa

ted

in v

ario

us e

duca

tion

al o

ppor

tuni

ties

, he

lpin

g to

edu

cate

our

sta

ff.

The

SCH

HS

has

adop

ted

the

Inte

rnat

iona

l Ass

ocia

tion

of P

ublic

Par

tici

pati

on

(IAP2

) pri

ncip

les

and

six

seni

or s

taff

hav

e at

tend

ed IA

P2 tr

aini

ng.

Trai

ning

for c

onsu

mer

s to

und

erta

ke th

eir r

ole

effe

ctiv

ely.

Exam

ple:

Mal

eny

Sol

dier

s M

emor

ial H

ospi

tal h

as 9

8 pe

r cen

t pat

ient

sati

sfac

tion

whi

ch is

the

high

est i

n th

e st

ate

for a

sm

all h

ospi

tal.

Mor

e th

an 3

0 di

ffer

ent p

atie

nt e

xper

ienc

e su

rvey

s ha

ve b

een

unde

rtak

en b

y un

its

acro

ss th

e he

alth

ser

vice

, inc

ludi

ng a

maj

or

surv

ey o

f 462

pat

ient

s ac

ross

all

outp

atie

nt u

nits

.

Appe

ndix

1.

Page 15

Patient Experience and Consumer Engagement - 2017-2018 EvaluationAp

pend

ix 2

.

Page 16

Patient Experience and Consumer Engagement - 2018-2019 EvaluationAp

pend

ix 3

.

Page 17

SCHHS Community Engagement 2018-2019Ap

pend

ix 4

.

Page 18

SCHHS Community Engagement 2018-2019Ap

pend

ix 4

.

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