National Mental Health Conference PIR to PHN Creating Collective Impact Conditions

November 2015

What is involved in facilitating better coordination of clinical services and supports

What does it take to develop sustainable partnerships and build links between sectors and services

How do you build collective ownership and collaborative networks that have tangible outcomes

What is involved in building integrated pathways to support a person transitioning across continuums of care

How do you embed recovery principles – what is involved and how is it done

Finding the answer to DoH Questions!

Collective Impact – What’s that?

Generating collaborative commitment to a common agenda aimed at solving a problem with measurable and sustainable outcome

Agreement Common Agenda

Mutually reinforcing activities – coordinated through a agreed plan of action

Shared Measures

Continuous Communication

Backbone Support

Essential elements

Needs analysis

Find models that can be adopted and amended to fit

ADKAR change management tools

Cynefin Adaptive Leadership Complexity Framework

SWOT analysis

Tactical tools

Intervention Coordination Integration Systems Change

PIR Consortium

PIR Program Manager

Support Facilitators

Action Research Methodology

Psychological stress

Daytime Activity

Company and social connections

Employment/volunteering

Accommodation

CANSAS Top 5 Unmet Needs

Issues register – 128

53 Projects (January 2014)

25 Projects (October 2014)

11 final count

WMO System Reform

Embracing New Frontiers Designing and establishing innovative models Recovery focused Unlocking the Value Its Mobilising Living well as equals Tailored wrap around care Blur the boundaries between formal and informal support Reducing stigma Supporting people to self manage and stay well

People Powered Health

Adapted from Prosci 2008

ADKAR Gap Model

Change

Confusion

Resistance

Fear/ Anxiety

Frustration

Backsliding

Feedback Learning Loop

Co-Produce and Trial

What could we do together to make a

difference?

Co-Design the approach

Issue

Unpacking the Complexity

Key Stakeholders What do we know about it already and what do we

not know

Put the client at the center!Equity

TransparencyAccountabilityMutual benefit

Good Program Management

Good Project Management

Engagement and communication

Sound Business Intelligence

Emotional Intelligence

Essential skills

Learnings

Seeing the issue from others vantage points Do your learning in the real world and do lots

of it Get off the balcony and get on the dance

floor Be resilient and persistent Develop good political antennae Have patience and pivot fast Be prepared for the life boats to be lowered!

Embrace change and growth Seek Allies and Create a Movement Water goes round the rock – go with the

energy Be open to developing the workforce

Learnings Continued

Big need for innovation in healthcare – never been greater Consumer demands and expectations are rising. Ageing and the advancement of new medical options have led to a growth in healthcare expenditures. A focus on innovation brings together both theory and practice to transform Healthcare Policy and Management in innovative ways which are more effective and efficient This is done on all possible levels, from micro-to-macro-level, from individual organisations to national healthcare systems, from patient relations to the process of caretaking.

The Right Care in the Right Place at the Right Time

Innovation Management

Prevention Defence Line

Corrections /

Police/

justice

Hospital /

Ambulance

Complex / Crisis / Acute Individual Capacity Building / Rehabilitation Prevention Defence Line Living Well

Self Management

NGO Community Orgs -

Wellbeing Centres

Tight Care Coordination

Therapeutic Treatment

Peer Support

Pharmacy

Medication Management

Continuity of Medication

Health Promotion

Primary Prevention

Secondary Prevention

Private Practitioners

ATAPS

Better Access

E-Health

General Practice

Primary Prevention

Secondary Prevention Continuity of Medication

Medication Review

Gate way to integrated

health care

Medical and social

prescribing

Str

on

g C

om

mu

nit

y C

en

tres

(Com

mu

nity C

on

ne

cto

rs in t

he

Ce

ntr

es)

Developing

Workforce

Building Capacity

and Capability

General Practice

Practice Nurses

Mental Health

Workforce

University Schools

Community and

Neighbourhood

Centres (CaNs)

Other

New HR & Workforce

Succession Planning Provisional Practitioners

Social Work

(BSW)

Psychology

Dietetics

Exercise

Physiology

Org Psychology

Community

Development (Dip)

Low cost no cost Human

Resources

Volunteers

Community

Connectors

Sector 3 Sector 2 Sector 1

Transition

Partnerships Common Agenda Agreed Plan of Action Efficiency and Effectiveness Care Coordination System Capacity building Evaluation and Outcome Measured Carer / Consumer Participation

Darling Downs West Moreton Regional Primary Health Network for Living Well

People Helping

People

Volunteers /

Students

Religious

Spiritual

Cultural

Societal

Emotional

Wellbeing

Art / Craft /

Hobby

Activities

No Cost /

Low Cost

Economic

Participation

Developing Integrated Care Pathways (ICPs) and Shared Care Planning - build the Recovery Road across the Living Well Network

Rec

ove

ry

Population Health -

Integrated Ambulatory

Care of Chronic

Conditions (&

Comorbidity)

Mental Health

Aboriginal and Torres

Strait Islander - Closing

the Gap

Overseas Born –

Refugee Health

Cardiovascular

Respiratory Disease

Diabetes

Obesity

Kidney Disease

Drugs of dependency

Domestic Violence

Cancer Control

Aged Care (Veterans)

End of Life Care

Planned

Admission -

elective

Darling Downs and West Moreton PHN Strategic Framework for Transforming Primary Health Care

Our Values – Integrity, Respect, Transparency, Accountability and Learning

Our Priorities – Mental Health (including domestic violence and substance abuse), Aged Care, Aboriginal and Torres Strait

Islander Health, Health Workforce, Population Health (including chronic disease and lifestyle) and E-Health

1:

Acti

ve

su

pp

ort

for

se

lf m

an

ag

em

en

t

2:

Hea

lth

pro

mo

tio

n a

nd

ill

ne

ss

pre

ve

nti

on

3:

Inte

gra

ted

in

ten

siv

e a

mb

ula

tory

ca

re m

an

ag

em

en

t

4:

Inte

gra

ted

so

cia

l an

d e

mo

tio

na

l

we

llb

ein

g m

an

ag

em

en

t

5:

Co

ord

ina

tin

g In

teg

rate

d C

are

Pa

thw

ay

s

6:

Co

nti

nu

ity

of

me

dic

ati

on

ma

na

gem

en

t

7:

Bett

er

pre

pa

rati

on

fo

r p

lan

ned

ho

sp

ita

l a

dm

iss

ion

s

8:

Es

tab

lis

hin

g c

om

mu

nit

y b

as

ed

alt

ern

ati

ve

s t

o a

cc

ide

nt

an

d

em

erg

en

cy

9:

Dev

elo

pin

g t

he

wo

rkfo

rce

10:

Info

rm

ati

on

te

ch

no

log

y –

ch

an

gin

g t

he

he

alt

h c

are c

ult

ure

Our Aim - Right Care, Right Place, Right Time

Our Vision - Seamless healthcare system that fulfils the needs of primary health care providers and our community

Investment: Investment in health innovation lags behind that in other sectors. Separate worlds: Research and practice exists in separate worlds Short–termism: Day–to–day pressures and burdens lean to short–term planning and operational matters Political: political imperative compounds short–term thinking by demanding instant results Access to evidence: vital to demonstrate success and increase the likelihood of role out Knowledge transfer: Even where innovation is actively adopting ideas from elsewhere, the organisational learning during the process of innovating creates a tacit knowledge that cannot simply be bottled up and sold on.

The Right Care in the Right Place at the Right Time

Challenges

Structure and hierarchy: Large organisations have evolved to be self–sustaining – see innovation from outside as a threat Silo mentality: act as barriers to sharing ideas Risk aversion: Staff see innovation as a challenge to the way they work/job roles Rewards: Professionals who deliver a service with a track record of success have little personal incentive to decommission that service and put alternatives in place. Service change: is likely to attract unwelcome attention from service users, local media and politicians. Scrutiny: accountability, clear standards and continuity of service can contribute to the culture of risk aversion rather than embracing it as part of the journey to radically different outcomes.

The Right Care in the Right Place at the Right Time

Challenges

The Right Care in the Right Place at the Right Time

Contact