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