Getting the Governance and strategy right for transformation

Creating an environment for collaboration • Commence in a truth – we need to work together

• Reaching a consensus on the key areas for collaboration

• Leverage from the unique Foundational elements of WQPHN

• Frame the engagement within a strategic construct

• Leverage from the Clinical leadership the General Practice environment offers

A Protocol

Protocol development & adoption

WQPHN – HHS Protocol

Independently facilitated joint planning

Draft framework developed and circulated

to Boards

Revision by CEO network and resubmission

Co-signature and adoption of consultation

framework

• 9 Month process, initiated by the PHN • The process itself an opportunity to

consider differences

• Helps to orientate toward a contemporary approach and places some structure around engagement

• Starts a process of partnership and transparency which can support greater strategic intent and leadership

Governance Framework

CLINICAL LEADERSHIP

INTEGRATED ICT

WQPHN – wide focus

Protocol Objectives – addressed in a future state

The Case for Change – wicked problems Burden of illness and mortality

• Entrenched, complex, high ATSI populations, morbidity (Cancer, Child development, mental health)

Remoteness • Excessive cost, logistics, attractiveness, rural decline, social gradient, delayed

access to care and treatment

Workforce and market • Fragile provider networks, FIFO and Locums, poor integration across provider

networks, inadequate cultural competency, weak business models

General Practice • Not driving good PHC in many communities, excessive ED presentations of GP-

Type patients, high potentially preventable hospitalisations, chronic under undertilisation of MBS

What is important in the process

• Jointly developed and co-designed

• Aligned to Health needs and system improvement

• Aligned with protocol

Vision

“A comprehensive and integrated primary health care system that delivers better health outcomes for the people of remote Western Queensland”

Strategic Plan – 2016 - 2020

What is important going forward

What have been the early outcomes

North West Hospital and Health service

2020 Evidence to support health system improvement across triple aim, embedded PREMs, investment outcome focused, turn the morbidity & mortality curve

Protocol Development, Strategic Plan, QAIHC engagement, Targeted joint planning, align ICIF

Shared Health Intelligence and measurement across key indicators, eHealth enablement, Co-investment, scale of innovation.

2019

Evaluation of POC and ICIF initiatives, build clinical leadership, practice CQI, consumer engagement, new workforce outcomes

2018

Regional Integrated Care Strategy, Co-commissioning, shared health intelligence, proof of concept, clinical leadership, launch new models of care

2017

2016

Milestones – 2016 - 2020

www.wqphn.com.au

North West Hospital and Health service