Loddon Mallee Regional Clinical Council

right care, right place, right time

Forum Report – 3rd September 2018

This report provides an overview of the key findings and outcomes from the

fifth Loddon Mallee Regional Clinical Council Forum with a theme of Mental

Health held in Bendigo, Victoria.

Pictured left :A word cloud created from the thoughts shared by forum attendees.

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Contents

Contents .................................................................................................................................................................... 2

Executive Summary ................................................................................................................................................. 3

Introduction ............................................................................................................................................................... 3

Setting the Scene ..................................................................................................................................................... 4

Patient Story ............................................................................................................................................................. 5

Keynote: Reforming Clinical Mental Health Services – a Victorian context ......................................................... 8

Showcase: Stepped Care Model – the primary health approach ......................................................................... 8

Showcase: Police & Ambulance early access to mental health assessment via telehealth ............................... 8

Group Activity: Mental Health in the Loddon Mallee Region ................................................................................. 8

LMRCC – 12 month reflection of achievements..................................................................................................... 9

LMRCC Planning 2018-19 ..................................................................................................................................... 11

Evaluation ............................................................................................................................................................... 13

Planning for the next LMRCC Forum .................................................................................................................... 14

Further information ................................................................................................................................................. 14

Appendix 1: List of attendees ................................................................................................................................ 15

Appendix 2: Forum Program.................................................................................................................................. 17

Appendix 3: The Partnership Analysis tool ........................................................................................................... 18

Appendix 4: The Partnership Analysis results ...................................................................................................... 20

Appendix 5: LMRCC Forum Evaluation – 3rd September 2018 .......................................................................... 24

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Executive Summary

The Loddon Mallee Regional Clinical Council (LMRCC) is a forum in which clinical experts,

consumers and health service providers work collaboratively to strengthen clinical governance,

improve safety and quality of care, minimise risk and foster a culture of continuous improvement

across the Loddon Mallee Region (LMR).

The fifth LMRCC forum was convened with a focus on Mental Health. Janet Wood and Margaret

Colliver, members of the LMRCC Consumer Engagement and Empowerment sub-committee

opened the forum with a patient experience story that reasonated with the attendees and reminded

the group of the LMRCC objective to prioritise and continually improve patient-centred and safe care.

Dr Belinda Bravo, Project Manager, Service System Reform, Programs and Performance, Mental

Health Branch, DHHS provided the keynote presentation with an overview of ‘Reforming Clinical

Mental Health Services’ – a Victorian context. This was followed by a presentation ‘Mental Health

Stepped Model of Care’ by Penny Wilkinson, Executive Director Integration, Murray Primary Health

Network (Murray PHN) discussing the primary health approach for contemporary mental health

services. The final speaker was Jay Jones, Project Coordinator, Police & Ambulance early access

to mental health assessment via Telehealth (PAEAMHATH), NSW Health describing an innovative

telehealth project in the Hunter New England region of NSW which used a co-design approach and

resulted in better patient outcomes and health service savings.

The forum participants worked together to discuss – what is working well in the region to support

people with a mental illness; what are the current gaps in our service system; what should we

prioritise and why; and what do we need to get there and by when. These ideas and directions will

be further developed as part of the LMRCC Annual Plan for 2018/19.

In the afternoon, LMRCC members and working groups had an opportunity to reflect and present to

the forum, their achievements and outcomes over the past 12 months. In small table groups the

members assessed the LMRCC partnership using the validated VicHealth Partnership Analysis Tool.

Members were able to reflect on the partnership they have established, work toward developing a

clearer understanding of the range of purposes of collaborations; and focus on ways to strengthen

the LMRCC partnership by engaging in discussion about issues and ways forward.

The forum was attended by 47 clinicians, health providers, government and consumer

representatives from across the LMR and beyond, including representatives from Mental Health

Services and Police Victoria.

Introduction

The LMRCC focuses on the LMR which extends from Kyneton to Mildura and covers an area a

quarter the size of Victoria. The LMRCC is made up of more than 40 members. Membership includes

a range of backgrounds including clinicians, health providers, government and consumer

representatives who are respected for their expertise and experience in the healthcare system. The

LMRCC is overseen by the CEOs of the health services within the region.

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The LMRCC meets four times a year with a remit to identify strategies that can improve the quality

and safety of care continuously across the region. Their advice will help hospitals to give patients

the right care, at the right time, in the right place. The fifth meeting of the LMRCC brought together

47 members and invited guests. See Appendix 1 – List of Attendees.

The desired outcomes of the forum were to:

Create awareness of the patient voice, and the importance of consumer engagement in the

LMRCC, it’s focus areas, project plans and actions;

Increase understanding of the current state of Victoria’s Clinical Mental Health services and

outcomes for patients, and future reforms to improve the integration and quality of mental

health services

Showcase regional mental health service approaches aimed at improving the experience and

outcomes for people with mental health conditions.

Reflect on the LMRCC partnership, it’s work and outcomes over the past 12 months and

understand the current gaps and areas for improvement in the next 12 months.

The forum commenced with a patient experience story, followed by an overview of Victoria’s clincal

mental health service reforms and two regional mental health service showcases. The attendees

were involved in a group activity exploring potential collaborative mental health service

improvements in the LMR. The working group chairs shared a 12-month update on the initiatives

and outcomes of their respective groups and assessed the current strength of the LMRCC

partnership. See Appendix 2 - Forum Program.

Setting the Scene

Aunty Lyn Warren, Indigenous Elder presented the Welcome to Country and acknowledgement of

traditional custodians of the land on which we met, the Dja Dja Wurrung and the Taungurung Peoples

of the Kulin Nation.

Associate Professor John Edington, Chair of the LMRCC and Clinical Director of Anaesthetics at

Bendigo Health, welcomed members and invited guests to the forum and thanked them for their

ongoing commitment and involvement.

The guest speakers for the forum were:

Dr Belinda Bravo, Project Manager Service System Reform, Mental Health, Health and

Wellbeing Branch, DHHS who presented an overview of Victoria’s Clinical Mental Health

Service Reforms;

Penny Wilkinson, Executive Director Integration, Murray Primary Health Network (PHN) who

presented on Stepped Care Model – the primary health approach for contemporary mental

health services; and

Jay Jones, Project Coordinator, Police & Ambulance early access to mental health

assessment via telehealth project (PAEMHATH), NSW Health who presented on the

PAEMHATH project.

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Patient Story

Janet Wood and Margaret Colliver, members of the LMRCC Consumer Engagement and

Empowerment sub-committee opened the forum by reading out a transcribed patient story reflecting

the urgent care centre experiences of a patient undergoing cancer treatment. The experience was

relevant to LMR health services, resonated with the attendees and aligned with the objectives of the

LMRCC to ensure continuous improvement in the provision of high quality clinical services that are

patient-centred and safe.

A table group activity allowed attendees to reflect on the patient experience by considering the

PICKER dimensions of care valued by patients (see diagram 1.1 below) and identify and discuss

where the health service met the patient care needs or potentially needed to improve patient-centred

care.

Diagram 1.1 – PICKER dimensions of care valued by patients

In summary, the table groups reflected and summarised the following remarks about the patient experience.

PICKER dimension of care Areas where health service met patient care needs Areas where health service could improve patient care

Involvement of family and friends

Instructions to contact community nursing team Review:

Communication with spouse

Communitcation with patient and spouse regarding UCC triage

Communicate and establish family’s time constraints

Provide contact number

Provide care alternatives to a UCC visit

Emotional support and alleviation of fear and anxiety

Pt had confidence for self-management

First UCC visit was reassuring

Known capability of local oncology service was reassuring

Review:

Communication between and within health services.

Level of responsibility on pt to contact local health service for follow up care

Patient information and reduce need for re-telling / full re-assessment at each visit to local health service

Timing and service team responsible for follow-up care – out of hours for small rural health service.

Physical comfort - Review:

Availability of refreshments

Communication with patient

Preparation for planned procedure

Transition and continuity Health service attempted to meet patient needs

Health service provided specialised care in local community, alleviating need for metropolitan travel.

Health service provided great care during first UCC visit.

Review:

UCC as environment for the procedure needed

Timing of treatment and follow-up care

Review escalation process – did it occur?

Telemedicine options for ‘expert’ advice on procedure

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Information and education Patient had care information and good understanding of health services and availability.

Communication and information between and within health services and with pt was effective on first UCC visit.

Review:

Human factors – technical and non-technical skills of staff

Escalation of care – not working outside scope of practice

Patient initiated escalation (e.g. PACT initiative at Bendigo Health)

Staff education and compentency – resources available.

Pre-planning discharge and follow-up care

Communication between and within health services and with patient

Clincial handover and documentation between and within health services

Visibility of patient record across acute and ambulatory/ community based services.

Coordination and integration of care

Patient ownership and coordination of own care

Confidence of health service staff on first occasion

Communication between teams within health service on first occasion.

Review:

Treatment hospital to review care coordinatation, discharge planning and treatment planning when patient is from rural or regional area.

Escalation of care

Environment/service and timing for follow-up care

Use of telehealth

Respect for patient values, preferences and expressed needs

Health service attempted to meet patient needs (initially)

Health service involved patient in sustainable ongoing care arrangement (following experience)

Care provided close to home

Review:

Sustainability of initial model of care from patient perspective

Privacy of patient in UCC environment

Communication with patient about UCC triage

How to re-establish trust with the patient

Access to care Not assigned to a group Not assigned to a group

Keynote: Reforming Clinical Mental Health Services – a Victorian context

Dr Belinda Bravo, Project Manager, Service System Reform, Mental Health, Health and Wellbeing

Branch, DHHS provided a comprehensive overview of the current state of play, the future direction

and reform action areas and initiatives planned for Victorian clinical mental health services over the

next five years.

Belinda spoke about the reform action areas including reforming adult community-based clinical

mental health services; responding to people in crisis; providing a balanced system of high-quality

bed based services; strengthening services for children and young people; improving effectiveness

of responses to clients with co-existing AOD and mental health issues; responding better to people

with multiple and complex needs; and strengthening the mental health workforce, and the planned

initiatives and expected benefits for patients experience and outcomes, staff working in mental health

services, and the quality and safety of mental health services.

Showcase: Stepped Care Model – the primary health approach

Penny Wilkinson, Executive Director Integration, Murray Primary Health Network presented the

Stepped Care Model – the primary health approach for contemporary mental health services. Penny

discussed stepped care as ‘an internationally recognized mental health service model supporting

accessible, collaborative and appropriate to current patient need service provision’, described the

clinical staging elements of the model and what it means in practice and for the patient journey.

Penny also discussed eligibility and priority population groups for the approach.

Showcase: Police & Ambulance early access to mental health assessment

via telehealth

Jay Jones, Project Coordinator, Police & Ambulance early access to mental health assessment via

telehealth (PAEMHATH), NSW Health presented the PAEMHATH project in the Hunter New

England Local Health District. The presentation outlined the current situation, case for change, goals

and objectives for the project, key learnings and the current outcomes of this innovative project.

Group Activity: Mental Health in the Loddon Mallee Region

The three presentations provided the context for the LMRCC forum attendees to have collaborative

group discussions identifying what is working well in the region to support people with a mental

illness (considering different service models, partnerships, strategic planning); what are the current

gaps in our service system; what should we prioritise and why; and what do we need to get there

and by when.

The session was facilitated and each table group shared their thoughts with Belinda and Penny, and

the larger forum group to summarise the activity outcomes. In summary, there was a positive feeling

about the Mental Health Triage Support line, the regional connection with Bendigo Health and the

informal networking and clinical relationships in the LMR. It was observed that the GP-Primary

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mental health program ‘Better access’, the Police, Ambulance, Clinical Early Response (PACER),

outreach and pharmacotherapy programs were considered beneficial in the LMR mental health

service system.

The current perceived gaps in the health service system were listed and discussed including the

confidence, skills and training/competency of health service workforce to care for patients in the

absence of mental health expertise (e.g. in urgent care centres in small rural health services), access

across the LMR to psychological support post hospitalisation, access to inclusive and culturally

approapriate mental health services, access to services after hours including transport, workforce

and local bed availability, and timely access to paediatric mental health assessment.

The forum attendees had a number of areas that should be prioritised including mental health

education and training for GPs and other clinicians (e.g. mental health first line clinical assessment

skills for general nurses and urgent care workforce); raising community awareness and health

literacy, and reducing stigma; initiatives that support urgent care centres and after hours services;

telehealth initiatives; a centralised referral services and tools for initial assessment; working closely

with police force; and supporting carers with escalation plans visible to all providers of care.

The groups suggested the LMRCC and the region’s health services need to advocate for a

coordinated regional wide approach to mental health including ambulance, police and health

services in the LMR, and move toward a model that moves outside traditional service silo’s and

focuses on community based responses for the region encompassing the smaller townships in the

region. It was suggested the we need to further explore innovative models that use telehealth and

available resources to support services across the large geographical area of the LMR.

The group activity assisted with consolidating the learnings from the morning sessions and ensuring

mental health is embedded into the strategic work of the LMRCC. The ideas generated will be further

prioritised and developed as part of the LMRCC Annual Plan for 2018/19.

LMRCC – 12 month reflection of achievements

The afternoon session commenced with the chair’s of each LMRCC working group presenting on

their group’s establishment and achievements in the first 12 months, and their group plans for the

coming 12 months.

The Consumer Engagement and Empowerment sub-committee chaired by Janet Wood, has

consolidated a team of seven consumers and four health service representatives, formed networks

with the Consumer Partnership brach of Safer Care Victoria and Health Issues Centre, and

developed priority areas of focus. The sub-committee have facilitated a patient story and activity for

the quarterly forums, has at least one consumer on the LMRCC working parties – Emergency,

Perinatal and, Surgical and Anaesthetics.

The LMRCC consumers have participated in a range of consumer events, provided valuable input

into statewide and regional consultuations on health issues, and presented a consumer perspective

on the establishment and operations of the LMRCC. The group will be represented at the

International Forum on Quality & Safety in Healthcare, in Melbourne on 10-12 September 2018 with

the event theme ‘Connect. Co-Create. Communicate. The group have also been invitated to

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present a the Victorian Healthcare Quality Association (VHQA) forum ‘Quality and Safety: including

Consumers on the team’ in late October 2018.

In the next 12 months, the Consumer Engagement and Empowerment sub-committee will focus on

the delivery of a regional consumer forum ‘Community Voice at your Health Service’ to be held in

early October 2018. The group will prioritise the momentum and outcomes from the Consumer

forum to ensure health service consumer representatives across the region have a network for

resources and support. The group will continue work on collection, use and outcomes of patient

stories, and promote the value of the consumer and clinician structure of the LMRCC.

The Emergency working group chaired by Dr Diana Badcock, has co-designed level 1 & 2 of the

Emergency Care cability framework being developed by Department of Health and Human Services

(DHHS), and focused on two projects identified as priorities in the LMR. The group has drafted and

commenced consultation on a recommended list of minimum paediatric emergency equipment and

medicines for Urgent Care Centres in the LMR. The project will also include an element of paediatric

emergency education and training. The Emergency working group has also developed a business

case for scoping Urgent Care workforce modelling in the region.

In the next 12 months, the group will continue to progress their two key projects with the aim of

improving the quality and safety, and reducing variation in emergency services, and respond to

emerging issues.

The Perinatal collaborative chaired by Dr Nicola Yuen established a term of reference with a focus

on developing safe obstetric care services across the region and has met regularly since December

2017. The objectives were based on monitoring the state of play - how the system is working and

what risks that are emerging; identifying what is needed to operationalise and resource the capability

framework; developing models that are more sustainable/robust and less fragile/reliant on

individuals; mapping volumes across the region and predict growth - and informing service and

workforce plans; inform workforce planning and developing more effective strategies for

deploying/using workforce; and consider how we help each other to maintain and grow capability

using collaborative and integrated solutions.

The group members shared external reviews of maternity and neonatal services with the Perinatal

Collaborative, and developed a status report to reflect LMR health services current challenges in

provide maternity and neonatal services. This led to the planning and development of a LMR

Perinatal Support program – a regional obstetrician and midwife model, endorsed by the LM Hospital

CEO Leadership group in June 2018. This 2- year pilot project aims to aims to provide patient-

centred care and improve consumer (women’s, newborns and their families) experiences and

outcomes by adopting an interdisciplinary approach focused on regional clinical governance and

workforce, with a commitment to maintaining maternity capability levels in LMR health services.

Finally, the group has reviewed and published a rural referral and collaborative management of

pregnancy guideline. In 2018/19, the Perinatal Collaborative will focus on the delivery and evaluation

of the Regional Maternity Support Program and develop and map consumer and GP pathways for

maternity care.

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In the first 12 months, the Surgical and Anaesthetic collaborative chair by Dr Ka Chun Tse has

provided feedback on the drafted surgical and anesthetic role delination and capability frameworks

being developed by the DHHS, commenced data mapping and analysis of LMR surgical services

and patient flow, and commenced planning for the establishment of a regional perioperative mortality

& morbidity process.

In the next 12 months, the Surgical and Anaeasthetic collaborative will continue to progress its

current projects and also consider regional approach to preadmission and pre-anaesthetic

assessment, to enable patients to obtain these services closer to home and facilitate ‘back-referrals’

to local surgical services.

Collectively, the LMRCC key priorities and projects for the next quarter (Sept - Dec 2018) focus on:

Delivery and evaluation of a LMRCC consumer engagement forum

Recommended minimum paediatric emergency equipment and medicines list for LMR

Urgent Care Centres

Workforce planning, training and education priorities in emergency care

Establishment of surgical mapping and data reporting

Regional Surgical and Anaesthetic Mortality and Morbidity review

Implementation of the regional Perinatal Support Program

Consumer and GP pathways for maternity care

Regional Medical Credentialing

LMRCC Planning 2018-19

In the final session for the day, the table groups were asked to complete the VicHealth Partnerships

Analysis checklist (refer to Appendix 3 for a copy of the checklist), to assess, monitor and make

suggestions to maximize the effectiveness of the LMRCC partnership and its work in 2018/19.

Seven small table groups rated levels of agreement with statements reflecting on the need for the

partnership; the choice of partners; making sure the partnership works; planning collaborative action;

implementing collaborative action; minimizing barriers to the partnership; and reflecting on and

continuing the partnership.

The VicHealth Partnerships Analysis checklist (refer to Appendix 3 for a copy of the checklist), to

assess, monitor and make suggestions to maximize the effectiveness of the LMRCC partnership

and its work in 2018/19. The activity provided a baseline assessment of the LMRCC partnership

and actions following the inaugural LMRCC forum in September 2017

Overall the analysis indicated that a partnership based on genuine collaboration has been

established. The challenge will be to maintain its impetus and build on the current success. There

was strong agreement for the need of the partnership and there was a clear goal for the LMRCC.

Table groups agreed with the choice of partners in the LMRCC and strong agreement that the

partners see their core business as partially interdependent.

There was strong agreement that the managers in each organization support the partnership and

that partners have the necessary skills for collaborative actions. In planning collaborative action,

there was agreement that all partners are involved in setting priorities; communication, roles and

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expectations of partners are clear; and there is a participatory decision-making system that is

accountable, responsive and inclusive.

In implementing collaborative action, there was agreement that there is an investment in the

partnership; the action is adding vaule; and there are regular opportunities for informal and voluntary

contact between members. There was agreement that their is a core group of skilled and commited

staff that have continued over the life of the partnership.

With regard to reflecting on and continuing the partnership the groups agreed there are processes

for recognizing and celebrating collective achievements, the partnership could demonstrate the

outcomes of its collective work, there is a clear need and commitment to continuing the collaboration

in the medium term, and there are resources available to continue the partnership.

The statements that scored less than 75% agreement were: Making sure partnerships work

1. The roles, responsibilities and expectations of the partners are clearly defined and understood by all other partners.

2. The administrative, communication and decision-making structure of the partnership is as simple as possible.

Planning collaborative action

1. Partners have the task of communicating and promoting the partnership in their own organisations.

Implementing collaborative action

1. Processes that are common across agencies have been standardised (eg. Referral

protocols, service standards, data collection and reporting mechanisms).

2. Collaborative action by staff and reciprocity between agencies is rewarded by management.

Minimising barriers to partnerships

1. Differences in organisational priorities, goals and tasks have been addressed. 2. There are formal structures for sharing information and resolving demarcation disputes.

Reflecting on and continuing the partnership

1. There is a way of reviewing the range of partners and bringing in new members or removing some

Potential actions

a. It was identified that the LMRC needed further primary care and GP involvement, b. Establish links with other bodies (e.g. Loddon Mallee Aboriginal Reference Group,

Loddon Mallee Rural Health Alliance) c. All LMR health services should be represented partners at LMRCC forums d. Expand the membership to include more clinicians working at the direct care level e. Review LMRCC terms of reference for member tenures.

Further suggestions included having workforce planning more connected to the work of the LMRCC,

focus on topics which are needs and/or are the focus on more than one working party, share

information and communicate the working party initiatives in other ways (e.g. website), and having

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more tangible outcomes for the LMRCC. There was a suggestion that forum discussions (e.g.

mental health, aboriginal health) are integrated into the work of the LMRCC.

Evaluation

‘The pilot program in NSW was very informative and certainly as a group we can learn a lot from

that.’

‘The day opening with a focus on patient experience set the tone for the remainder of the forum

by reminding everyone of the Council’s objectives in improving services for patients. I was very

impressed with the broad mix of forum participants (executive, clinical, non-clinical, DHHS, PHN,

RICS etc). There was a real openness in the room to discuss and debate topics, and share

information.’

‘I liked the collaborative voices. Lots of very different people working together.’

All participants were invited to submit their evaluation responses via Survey Monkey. As at 1st

October 2018, the response rate was 23/46 = 50%. A detailed Evaluation Report is provided in

Appendix 5.

In summary, the results indicated that:

The net promoter score (NPS = 45) indicated the willingness of our members to promote the

LMRCC.

87% of respondents rated the forum as very good to excellent

65% of members felt they were able to contribute at all times, and 35% feeling they were

sometimes able to contribute.

91% of members felt they had all or most of the information they needed prior to the forum

Some things that could be improved related to:

greater awareness of the LMRCC forum and its goals, and a clearer explanation of

accountability for actions, and identified outcomes and measures.

some time dedicated to actions arising from the previous meeting on Aboriginal Health, and

perhaps a short summary of key outcomes/actions from the day be provided before closing

the event so everyone is clear on what was agreed.

a suggestion that anyone talking / contributing introduce themselves, their role/position and

health service to provide contextual information for others to understand the contribution.

Things to focus on next time:

Themes such as chronic disease including diabetes, cardiac care and chronic obstructive

pulmonary disease, paediatrics, workforce innovation, models of care that take health

services outside acute settings e.g. getting care to marginalised and isolated.

As a result of the evaluation feedback, five recommendations have been made to assist with

providing valuable LMRCC forums and feedback to LMR health services about the LMRCC’s work

and forum outcomes.

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Planning for the next LMRCC Forum

The next LMRCC will be held in Echuca on Monday 26 November.

Further information

For further information about the LMRCC and it’s work refer to the Loddon Mallee Regional Clinical

Council website - https://lmclinicalcouncil.wordpress.com/

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Appendix 1: List of attendees

Surname First Name

Position Organisation

Abraham Peter CEO Kyabram District Health Service

Badcock Diana Senior Medical Operations Officer, FACEM

Bendigo Health

Blazko Heather NUM, ED Maryborough District Health

Boyd Cindy RN, RM, RIPERN Kerang District Health

Bravo Belinda Mental Health Department DHHS

Callahan Jules Regional Partnerships Officer Barwon South West Region

Campbell Graeme Director of Surgery Bendigo Health

Campbell Gwen Administration Officer LMRCC

Colliver Margaret Consumer Representative -

Cuddihy Maree CEO Kyneton District Health

Cunningham Alicia Executive Officer LMRCC

Doyle Donna Director of Clinical Services Boort District Health

Dyson June Executive Director of Nursing and Chief Nursing Officer

Echuca Regional Health

Edington John Clinical Director Anaesthetics Bendigo Health

Finneran Helen Principal Policy Advisor, Regional Workforce Planning

DHHS

Floyd Andrea Director Quality and Risk Bendigo Health

Fraser Sally Consumer Representative

Gamble Gabby Consumer Representative

Hangan Christine RIPRN, Midwife Kyabram District Health

Hartney Suzanne Regional Midwife Safer Care Victoria

Jones Jay Presenter – via VC HNE Health, NSW

Kallaur Andrew Manager, Performance, Quality and Governance, Loddon Mallee

DHHS

Keogh Chloe Director of Clinical Services Kerang District Health

Kinder Luke Sergeant Victoria Policy

Laing Karen Deputy CEO, DON, Quality & Community Engagement

Kyneton District Health

Lovett Andy Clinical Director of Paediatrics

Bendigo Health

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Surname First Name

Position Organisation

McKinstry Carol Senior Lecturer in OT La Trobe University

McLennan Ken Rural & Regional Partnerships Manager West Hume Partnerships

Naidoo Humsha CMO, Executive Director of Clinical Support Services

Bendigo Health

Negus Adam Rural Projects | Rural & Regional Health Branch

DHHS

Neville Maree RN, RM, RIPERN Kerang District Health

O’Brien Simone NP Heathcote Health

Piejko Ewa Medical Advisor Murray PHN

Robertson Peter Director Stakeholder Relations, Psychiatric Services

Bendigo Health

Romanes Oliver Senior Program Advisor, Rural and Regional Health

DHHS

Searles Jude Acting DCS | Unit Manager, Acute Cohuna District Hospital

Solo Ilana Program Manager LMICS

Spence Heather NP Echuca Regional Health

Sutherland Judy Assistant Director, Policy, Projects & Strategy

DHHS

Taylor Kellie Quality Coordinator, Registered Nurse Echuca Regional Health

Tse Ka Chun Director of Medical Services Swan Hill District Health

Waller Lynda Senior Program Advisor DHHS

Warren Aunty Lyn

Consumer Representative -

Wilkinson Penny Executive Director Integration Murray PHN

Winter Craig Director of Medical Services various

Wolfe Lynn Quality Manager Rochester & Elmore District Health Service

Wood Janet Consumer Representative -

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Appendix 2: Forum Program

9.00 –

9.30 am

Registrations

9.30 am Welcome to Country

Aunty Lyn Warren

9.35 am Introduction Associate Professor John Edington

9.45 am Patient story & reflection Facilitated by Margaret Colliver & Janet Wood

10.15 am Victoria’s Mental Health Reforms

Dr Belinda Bravo, Mental Health, Health and Wellbeing Branch Department of Health and Human Services (DHHS)

10.50 am Morning Tea

11.00 am Showcase:

- Primary Mental Health services

- Early Access to Mental Health Assessment via telehealth (pilot)

Penny Wilkinson, Executive Director

Integration, Murray Primary Health Network

(PHN)

Jay Jones, Project Coordinator, Police & Ambulance early access to mental health assessment via Telehealth (PAEAMHATH), NSW Health.

11.45 am Table Group activity Facilitated session

12.30 pm Lunch

1.15 pm

LMRCC – 12 month reflection of

achievements

Chairs of working groups – 10 minutes each

2.05 pm LMRCC Planning 2018-19 Facilitated session

2.30 pm Afternoon tea (working break)

2.50 pm Evaluation

Summary and Close

https://www.surveymonkey.com/r/ZF96NT3

Associate Professor John Edington

3.00 pm Finish

3.05 pm Option to take a Tour of Bendigo Health - 30 minutes

Walk to Bendigo Health atrium for 3.15 pm.

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Appendix 3: The Partnership Analysis tool

19

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Appendix 4: The Partnership Analysis results

The VicHealth Partnerships Analysis checklist was used to assess, monitor and make suggestions

to maximize the effectiveness of the LMRCC partnership and its work in 2018/19. Below are the

results.

Determining the need for the partnership

Where:

1 – There is a perceived need for the partnership in terms of areas of common interest and complementary capacity

2 – there is a clear goal for the partnership

3 – there is a shared understanding of, and commitment to, this goal among all potential partners

4 – the partners are will to share some of their ideas, resources, influence and power to fulfil the goal

5 – the perceived benefits of the partnership outweigh the perceived costs

Choice of partners

Where: Series 2 - The partners share common ideologies, interests and approaches. Series 3 - The partners see their core business as partially interdependent. Series 4 - There is a history of good relations between the partners. Series 5 - The partnership brings added prestige to the partners individually as well as collectively. Series 6 - There is enough variety among members to have a comprehensive understanding of the issues being addressed.

100%

80% 77%

94% 94%

0%

20%

40%

60%

80%

100%

120%

1 2 3 4 5

Pe

rce

nta

ge a

gre

em

en

t w

ith

st

ate

me

nt

Statements 1-5

Determining the need for the partnership

1 2 3 4 5

83%91%

83%89% 86%

0%

20%

40%

60%

80%

100%

Per

cen

tage

of

agre

emen

t w

ith

st

atem

ent

Statements 1-5

Choice of Partners

Series2 Series3 Series4 Series5 Series6

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Making sure partnerships work

Where: Series 2 - The managers in each organisation (or division) support the partnership. Series 3 - Partners have th necessary skills for collaborative action. Series 4- There are strategies to enhance the skills of the partnership through increasing the membership or workforce development. Series 5 - The roles, responsibilities and expectations of the partners are clearly defined and understood by all other partners. Series 6 - The administrative, communication and decision-making structure of the partnership is as simple as possible.

Planning collaborative action

Where: Series 2 - All partners are involved in planning and setting priorities for collaborative action. Series 3 - Partners have the task of communicating and promoting the partnership in their own organisations. Series 4 - Some staff have roles that cross the traditional bourndaries that exist between agencies or divisions in the partnership. Series 5 - The lines of communication, roles and expectations of the partners are clear. Series 6- There is a participatory decision-making system that is accountable, responsive and inclusive

86%

94%

77%

69% 71%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

tage

agr

eem

ent

wit

h s

tate

men

t

Statements 1-5

Making sure partnerships work

Series2 Series3 Series4 Series5 Series6

89%

71%

86%80% 80%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

tage

agr

eem

ent

wit

h s

tate

men

t

Statements 1-5

Planning collabortive action

Series2 Series3 Series4 Series5 Series6

22

Implementing collaborative action

Where: Series 3 - Processes that are common across agencies have been standardised (eg. Referral protocols, service standards, data collection and reporting mechanisms). Series 4 - There is an investment in the partnership of ttime, personnel, materials or facilities. Series 5 - Collaborative action by staff and reciprocity between agencies is rewarded by management. Series 6 - The action is adding value (rather than duplicating services) for the community, clients or agencies involved in the partnership. Series 7 - There are regular opportunities for informal and voluntary contact between staff from the different agencies and other members of the partnership.

Minimising barriers to partnerships

Where:

Series 2 - Differences in organisational priorities, goals and tasks have been addressed. Series 3 - There is a core group of skilled and committed (in terms o the partnerhship) staff that has continued over the life of the partnership Series 4 -There are formal structures for sharing information and resolving demarcation disputes. Series 5 - There are informal ways of achieving this. Series 6 - There are strategies to ensure alternative views are expressed within the partnership.

66%

94%

60%

89%97%

0%

20%

40%

60%

80%

100%

120%

Pe

rce

nta

ge a

gre

em

en

t w

ith

sta

tem

en

t

Statements 1-5

Implementing collaborative action

Series3 Series4 Series5 Series6 Series7

49%

83%

71%77%

89%

00%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nta

ge a

gre

em

en

t w

ith

th

e s

tate

me

nt

Statements 1-5

Minimising the barriers to partneships

Series2 Series3 Series4 Series5 Series6

23

Reflecting on and continuing the partnership

Where:

Series 1 - There are processes for recognising and celebrating collective achievements and/or individual contributions. Series 3 - The partnership can demonstrate or document the outcomes of its collective work. Series 4- There is a clear need for and commitment to continuing the collaboration in the medium term. Series 5 - There are resources available from either internal or external sources to continue the partnership. Series 6- There is a way of reviewing the range of partners and bringing in new members or removing some.

83%89%

97%

86%

74%

0%

20%

40%

60%

80%

100%

120%

Per

cen

tage

agr

eem

ent

wit

h s

tate

men

t

Statements 1-5

Reflecting on and continuing the partnership

Series1 Series3 Series4 Series5 Series6

Appendix 5: LMRCC Forum Evaluation – 3rd September 2018

25

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