getting the governance and strategy right for transformation · getting the governance and strategy...
TRANSCRIPT
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Getting the Governance and strategy right for transformation
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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
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A Protocol
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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
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Governance Framework
CLINICAL LEADERSHIP
INTEGRATED ICT
WQPHN – wide focus
Protocol Objectives – addressed in a future state
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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
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What is important in the process
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• 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
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What is important going forward
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What have been the early outcomes
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North West Hospital and Health service
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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
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www.wqphn.com.au
North West Hospital and Health service