Community
Engagement
Strategy 2 14
Inform - Consult - Involve
Prepared by
Setchen Brimson
Acting Community Engagement Manager
Date: 31 January 2014
For:
Richard McClelland, Director Executive Services
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
CONTENT
Background
Scope
-
Objectives
Benefits
Situation Analysis
-
Summary
Partners and Stakeholders
Risk Assessment
Current Engagement Activities
Community Engagement Strategy – Overview
-
Strategy 1: Framework
Strategy 2: Inform
Strategy 3: Engage
Strategy 4: Consult
Community Engagement Strategy – The Plan
-
Strategy 1: Framework
Strategy 2: Inform
Strategy 3: Engage
Strategy 4: Consult
Implementation
Evaluation and Review
Appendices
-
Appendix 1: Current Engagement Methods - Feedback
Appendix 2: LHAC Survey Summary and Survey Results
Appendix 3: Site Manager Survey Summary
Appendix 4: SWOT Analysis
Appendix 5: PESTEL Analysis
Appendix 6: Consumer and Community Profile
Appendix 7: Community Engagement Matrix
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
BACKGROUND
The MLHD Community Engagement Plan 2014 aims to address the Murrumbidgee Local
Health District Strategic Direction 3: “Improving clinician and community engagement”;
specifically:
Priority Action 3.1 Consult and Engage with communities and stakeholders to enable
their input into development and implementation of health services
Priority Action 3.2 Foster Local Health Advisory Committees and Clinician forums
through open and timely communication
It also aims to address National Safety and Quality Health Service Standards (NSQHS)
Standard 2 “Partnering with Consumers” specifically the implementation and use of systems
to support partnering with patients, carers and other consumers to improve the safety and
quality of care.
The primary focus of Community Engagement is to ensure valid and timely feedback is
provided to MLHD and that MLHD takes appropriate action to make changes or
improvements to the quality and safety of services provided to patients within the MLHD.
Community Engagement also ensures the provision of information to consumers to raise
awareness and ensure patients are able to make informed decisions about the health
services available to them.
SCOPE
Objectives
The aim of this Community Engagement Plan is to:
•
•
•
•
provide staff with a framework for relevant and timely two way communication with
consumers
keep the community informed of health services available and of decisions emanating
from Community Engagement (where appropriate)
interact with the community in a meaningful and appropriate way about decisions that
affect them
maximise engagement with consumers at every level of operations to ensure patient
and community needs are represented and actioned.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Benefits
In achieving these objectives, the benefits to MLHD include the ability to provide a
responsive and relevant service to consumers in our region which in turn nurtures a greater
level of participation in and ownership of the health service.
In undertaking valid, timely community engagement MLHD will also be able to:
•
•
ensure compliance to Standard 2 “Partnering with Consumers”
assist MLHD in achieving Strategic Direction 3: “Improving clinician and community
engagement”
SITUATION ANALYSIS
Summary
The MLHD is governed by a Chair and 10 Board Directors who are community
representatives from across the Murrumbidgee, Riverina and Murrumbidgee Irrigation Area
(MIA). MLHD also draws information from the community through 31 Local Health Advisory
Committees and a Community Liaison Group (Hay Healthlink) who work together with their
local hospital and/or health service sites. Each committee comprises several community
representatives who discuss local issues, provide feedback on District wide service planning
and relay information to and from the wider community on health service activities. The
LHACs along with Health Service Managers (HSM) are invited to participate twice yearly in a
Forum (April and October).
LHACs primary function is to provide a vital and ongoing mechanism for community
engagement in local health service planning, priority setting and the evaluation of strategic
and service planning processes. Additionally, LHACs play a vital role in health promotion and
ensuring communities are aware of health services available to them.
Feedback from a recent survey with LHAC members indicated that members appear to lack
united goals and direction. Predominantly goals are localised and relate to informing and
advocating for the community and improving / introducing services locally. LHAC members
cite financial constraints and rural isolation as some of the main challenges preventing them
from achieving their goals. They also seek greater levels of communication from MLHD and
input into the service planning, development, delivery and evaluation.
In general, LHACs have identified publicity (via media), direct mail flyers and brochures,
speaking at public/community meetings and advertising as most effective mechanisms for
informing local communities. Face to Face surveys, focus groups and public workshops or
forums were considered by LHACs to be the top three most effective methods to consult
with their local communities.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
In general, the same members of the community tend to be engaged but are not always
representational of the diversity of the whole community. The average LHAC member who
responded to a recent LHAC survey is a retired female aged between 61 – 80 whose children
have left home, this is consistent with the most common MLHD patient – that being a
female aged 85- 90 years.
These do not however align with the population of the Murrumbidgee region which has a
median age of 38 with more males than females in the region. The highest proportion of
age range is 45-54 closely followed by 35 – 44 and then 55-64 years. 1
Health Service Manages tend to focus on either informing or consulting local community,
however are time poor and struggle with balancing regular engagement activities with
managing their local health service operations. ‘Involving’ community members doesn’t
tend to be a focus. Rural Group Managers struggle with the tyranny of distance and raising
their profile in the community.
Partners and stakeholders
MLHD has established strong links with external partners such as Hume, Murrumbidgee and
Lodden Murray Mallee Medicare Locals and Calvary Hospital. Many of the Hospitals /
Health Services have established relationships with community organisations, councils and
volunteer groups.
The Medicare Locals involvement with the LHAC’s and shared terms of reference ensures a
supports understanding of the full spectrum of health care across all levels of government.
Stakeholders for community engagement include:
•
•
•
•
•
•
•
•
•
•
•
•
1
MLHD Board
MLHD Executive
MLHD Management and Staff
Local Health Advisory Committees
Medicare Locals (Hume, Murray Lodden Malley and Murrumbidgee)
Government Departments – Healthshare
Private Providers – Calvary, Mercy, Tristar etc.
Volunteers (ie: Pink Ladies, Hospital Auxiliary, Physical Activity Leaders Network,
Country Care Link)
Individual Consumers, patients, their families and carers
Councils and local MPs
Schools
Aged Care providers
Australian Bureau of Statistics, Census 2006 & 2011 via Murrumbidgee Medicare Local
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Risk Analysis
Impact of not achieving Core and Developmental Actions of NSQHS Standard 2:
Core Actions
Catastrophic / Possible – Extreme Risk
Core actions are considered fundamental to safe practice. Developmental actions identify
areas where health services can focus activities or investments that improve patient safety
and quality. Information about which actions have been designated core and developmental
is available on the Commission’s web site. Failure to ensure compliance with Core Actions at
a minimum of Satisfactorily Met level would impact negatively on MLHD’s achievement of
accreditation.
Currently MLHD has not met three out of four Core Actions.
Developmental Actions
Marginal / Possible – Moderate Risk
Developmental actions do not need to be fully met in order to achieve accreditation,
however, health services should demonstrate that activity has been commenced on all
applicable developmental items. Health service organisations should be able to
demonstrate planning, analysis and/or focus of efforts and resources for all developmental
actions. 2
Community Response
Critical / Possible – High Risk
It is essential to ensure that MLHD conducts transparent and highly visible community
engagement activities to ensure the community is aware and engaged in opportunities to
provide feedback / input into the planning, design and evaluation of the health service.
Community disengagement and a negative public perception of MLHD can impact
dramatically on the service.
Likelihood / Impact Matrix of Risk
Certain
Likely
Possible
Unlikely
Rare
Negligible
High
Moderate
Low
Low
Low
Marginal
High
High
Moderate
Low
Low
Critical
Extreme
High
High
Moderate
Moderate
Catastrophic
Extreme
Extreme
Extreme
Extreme
High
2
Australian Commission on Safety and Quality in Health Care Advisory No: A13/03 Version 2.0 Assessment of
Developmental Actions in the National Safety and Quality health Possible Service Standards – 16 July 2013
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Current Engagement Activities
Group
Frequency
Level of
Engagement
Detail / example
MLHD Board
Monthly
Inform
Consult
Involve
Circulation of patient information,
for comment/ feedback
Involvement in strategic direction,
design and planning, and monitoring
and evaluation of services
LHAC
Monthly or bi monthly
Inform
Consult
LHAC Forum
Twice per annum
Inform
Consult
Circulation of patient information for
comment
Surveying patient satisfaction
Distribution of media releases /
information to the community
Raise awareness of health services
Invite comment / feedback about
health services
Patient Surveys
As required
Cootamundra, Young
Meet directly with
Patient (and/or
family / carers)
Patient
Information
(Brochures / Flyers
/ factsheets etc)
Website feedback
/ contact us forms
adhoc
Consult
Involve
Inform
Consult
Inform
Information to consumers
As required
Cootamundra, Young
All hospitals
Available 24/7
& low level
feedback
http://www.mlhd.health.nsw.gov.au/
about/feedback
http://www.mlhd.health.nsw.gov.au/
about/contact-us
Website
/ Fact Sheets etc
Media Releases
Workshops/workin
g parties /
meetings
Suggestion Boxes
1 on 1 meetings
(Council, GP’s,
interagency)
Community
Committee or open
meetings
Volunteer
Organisations
Reports
Church Service
Available 24/7
Inform
As required
Inform
Inform
Consult
Involve
Consult
Inform
Consult
All sites
Hay
Junee
Inform
Consult
Junee
Batlow
Inform
Consult
Inform
Inform
Junee (Auxiliary)
Batlow
Batlow
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Community Engagement Strategy - Overview
Community Engagement Strategies for MLHD are made up of a four pillar approach:
•
•
•
•
Framework
Inform
Consult
Engage
Each has a specific goal, an accompanying promise to the community and a set of
methodologies (battle plan). An overview follows.
Strategy 1: Framework
Goal:
MLHD aims to provide staff with a framework for relevant and timely two way
communication with consumers
Promise:
MLHD will adhere to policies and procedures which will guide that way we engage with the
community
Strategy:
Develop and implement a framework for staff to inform, consult and engage with
community
Tactics:
Develop and implement a framework for relevant and timely two way communication with
consumers including:
-
a policy for the involvement of consumers and/or carers in the clinical and
organisational governance of the organisation
a policy for identifying and involving diverse groups
a policy or process that describes how consumers are involved in providing feedback on
patient information publications and training
a reporting structure that enables feedback collation and presentation to stakeholders.
Develop internal Communication Strategy to maintain front of mind awareness for staff
around community engagement and build an organisational culture of engagement
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Strategy 2: Inform
Goal:
MLHD aims to keep the community informed of health services available and of decisions
emanating from Community Engagement
Promise:
MLHD will keep you informed
Strategy:
Identify and utilise appropriate communication channels to deliver information to the
community
Tactics:
-
Provide education and training opportunities for Board members, LHACs and other
Consumers and Carers partnering with MLHD
Establish baseline to assess communication / engagement starting point
Inform consumers about Services, Safety and Quality Performance
Review / assess progress of External Communication Strategy
Train staff on appropriate levels and methods of engagement with consumers
/carers.
Strategy 3: Consult
Goal:
MLHD aims to interact with the community in a meaningful and appropriate way about
decisions that affect them
Promise:
MLHD will listen to you, consider your ideas and concerns and keep you informed
Strategy:
Develop a consultation process that is vigorous, transparent and closes the loop.
Tactics:
Ensure representation of diverse / hard to reach consumers in consultation
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Consult consumers in:
-
design/redesign of services /facilities
patient information publications
development of orientation and ongoing training resources
Strategy 4: Engage
Goal:
MLHD aims to maximise engagement with consumers at every level of operations to ensure
patient and community needs are represented and actioned.
Promise:
MLHD will work with you on an ongoing basis to ensure that your ideas, concerns and
aspirations are considered. We will provide feedback on MLHD decisions.
Strategy:
Involve consumers in planning, designing and evaluating health services and training
Tactics:
Recruit consumers to be actively involved in
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Evaluation of patient feedback
Strategic and operational planning
Safety and quality analysis, planning, decision making processes and the implementation
of quality improvements
Designing / redesigning of services / facilities
Actively recruit consumers to be involved in the design and delivery of workforce training
Incorporate feedback received on patient information brochures to modify / improve /
refine publications and/or identify areas of need for new info publications
Educate MLHD workforce to ensure partnering with consumers is part of organisations
ethos.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Community Engagement Strategy – The Plan
Strategy 1: Framework
GOAL:
MLHD aims to provide staff with a framework for relevant and timely two way
communication with consumers and clear policies and procedures on when, where and how
engagement is appropriate. Community Engagement refers to the way MLHD informs,
consults and engages with community in the planning, development and evaluation of
services.
BATTLE PLAN (HOW, WHEN, WHO EVALUATION):
The Community Engagement Manager together with members from the Standard 2
Working Party and with assistance from LHAC Chairs and Site Managers / Rural Group
Managers will develop simple and easy to follow Standard Operating Policy & Procedures
(SOP&P) which define how MLHD will identify, inform, consult and involve consumers in the
planning, design and evaluation of health services in the MLHD.
These SOP&Ps will:
-
Define roles, actions and acceptable timeframes for engagement / partnering with consumers
Identify when, how and with whom consultation is appropriate
Define how to record and document feedback / evidence on how the ideas, issues and concerns
of the community
Policies will include:
-
-
Involving of consumers and/or carers in the clinical and organisational governance of the
organisation (Board Charter, LHAC Terms of reference)
identifying and involving diverse groups
Involving of consumers and/or carers in
o the strategic and/or operational planning of the organisation
o safety and quality improvements of the organisation
o identification, development and implementation of design and redesign approaches
o design and delivery of workforce training
sourcing feedback on patient information publications
feedback collation and presentation to stakeholders
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
An internal Communication Strategy will be developed by the Community Engagement
Manager in conjunction with the Public Affairs Manager and Workforce Manager and
launched to all staff via the Intranet. To maintain front of mind awareness for staff around
community engagement and build an organisational culture of engagement, the
communication strategy will focus on ongoing awareness building through use of intranet,
MLHD newsletters, staff forums and workshops. Staff will also be reached through induction
/ orientation packages and training.
TIMEFRAMES
The SOP&P and Communication Strategy will be reviewed by national Standard 2 Working
Party by end of October 2013, by LHAC Chairs and Rural Group Managers by November
2013 and be presented to the MLHD board for endorsement at the December 2013
meeting.
Implementation by February 2014, with evaluation in April 2014.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Strategy 2: Inform
GOAL:
MLHD aims to keep the community informed of health services available and of decisions
emanating from Community Engagement. In doing so we will adopt a variety of
communication methods to deliver information and maximise reach in our communities.
BATTLE PLAN (HOW, WHEN, WHO EVALUATION):
Understand the needs of the community
The Community Engagement Manager will undertake research to establish and evaluate
community perceptions about the Local Health District and services provided. This research
will identify gaps in provision of information and best communication channels for specific
communities. Initial research will be used to set the standard and ongoing bi annual or
locational surveys will be used to ensure currency of information and adjustments as
required. Initial research will take place in February - March 2014 with follow up research at
intervals of 12 months or as deemed appropriate.
Currency and Availability of Information
The Community Engagement Manager in conjunction with the Service Planning Manager,
Rural Group Managers, Site Managers and Medicare Locals will ensure that comprehensive
service mapping is conducted for each location to ensure consumer service information is
current and local print collateral is developed and made readily available through a number
of sources as appropriate to the community and promoted online.
Promotions and Publicity
An external Communication Strategy will be developed by the Community Engagement
Manager in conjunction with the Public Affairs Manager to ensure messages are conveyed
through most effective channels to target audiences. These may include but are not limited
to:
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Personal / Face to Face (forums, workshops, community / club meetings etc)
Public Relations (media releases, public notices, guest speaking arrangements, factsheets,
newsletters etc)
Promotions (Posters, Brochures, Website, letter box drop, etc)
Merchandising (Pens, Bags, Fridge Magnets etc)
Advertising (Press and online)
Events / Expos / Activities
Social Media
LHACs as conduit
All resources will be available to MLHD staff through a central repository and will be
validated with dates for version control. Follow up surveys will be used to evaluate the
effectiveness of the strategy.
TIMEFRAMES
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
The Communication Strategy will be reviewed by LHAC Chairs and Rural Group Managers by
October 2013 and presented to the MLHD board for endorsement at the November 2013
meeting.
Implementation ongoing, and to have commenced by February 2014. Evaluation in October
2014.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Strategy 3: Consult
GOAL:
MLHD aims to interact with the community in a meaningful and appropriate way about
decisions that affect them by developing a consultation process that is vigorous, transparent
and closes the loop.
BATTLE PLAN (HOW, WHEN, WHO EVALUATION):
MLHD will actively seek feedback from consumers, including diverse and hard to reach
groups, in all aspects of the service including;
-
planning and design/redesign of services /facilities
patient information publications
development of orientation and ongoing training resources
Community consultation techniques will vary depending on who is being consulted and the
nature and complexity of the issue that MLHD is consulting about. Available resources will
also determine the type of consultation techniques used ie: the timeframe available for
consultation, the funds available, the staffing resource capacity etc.
Consultation techniques may include but are not limited to:
-
surveys / questionnaires
focus groups / interviews
consultative workshops
public meetings, forums/exhibitions/expos
online comment/feedback
via the LHACs
The purpose of each consultation process will be outlined in the working party Terms of
Reference or correspondence and will include:
-
what the consultation is to achieve
background information as appropriate
the role of MLHD and the community
Feedback, ideas and concerns raised during consultation will be documented through
minutes and action items and used to inform future development. Effectiveness of
consultations will be evaluated by Community Engagement Manager in consultation with
Director Executive Services and reported to the board as part of the monthly reporting
process. Outcomes will be reported to Senior Managers through the Executive.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Surveys
An initial survey of consumers across the region will be conducted by the Community
Engagement Manager prior to December 2013. Research results will be used to establish a
baseline for engagement with the public and identify target groups for a series of regional
focus groups to be conducted early in 2014. The focus groups will provide a greater insight
into the needs, perceptions and responses of community members to MLHD services. They
will assist in evaluating the level of understanding of services offered in the region,
effectiveness of communication channels, perceived availability and quality of consumer
information and general perception of the health service.
Results of the survey and focus group will be presented to the LHAC Forum and the MLHD
Board in April 2014.
Annual research will be conducted using the same methodologies to measure and evaluate
progress of MLHD in the public observation.
Local Health Advisory Committees (LHAC)
MLHD will continue to use LHACs as a valuable and insightful source of wisdom and to
advocate for the local community.
LHACs will be approached via the Community Engagement Manager to participate in various
activities such as advice, evaluation and feedback as required on:
•
•
•
patient information publications
planning of services and facilities
training materials and resources
Working Parties
MLHD will continue to seek advice from community representatives relating to National
Standards Accreditation. MLHD will promote opportunities for Working Party membership
via an expression of interest though the MLHD website and other publicity and direct
electronic mails.
Online Feedback
MLHD will continue to operate a 24/7 online feedback form which allows consumers to
provide commentary or complaint directly to the Executive Services team.
The webpage address is: http://www.mlhd.health.nsw.gov.au/about/feedback
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Customer complaints
MLHD recognise customer complaints as a valid source of feedback.
There are a number of mechanisms available for customers to raise concerns relating to
healthcare:
1. Directly with the Hospital / Facility – either in writing/telephone or in person
2. To the MLHD
a. in writing by writing to the Chief Executive
b. via the MLHD website – feedback
c. via the 1800 complaints line – 1800011824. This line is manned 7 days a week
3. To the Health Care Complaints Commission (HCCC) – 1800043159 Locked Mail Bag
18, Strawberry Hills, NSW 2012
4. Member of Parliament / Minister for Health
The current customer complaint policy directive from NSW Health drives MLHD’s policy with
regard to managing complaints using an eight step process as follows:
receive
register and
acknowledge
initial
assessment
investigate
respond
resultion
record
complaint
details
Followup
preventative
action
The current complaints brochure is under review by MLHD Complaints Manager and will be
available by December 2013.
Other
MLHD will also adopt other mechanisms for receiving feedback such as suggestion boxes,
written correspondence and public forum as appropriate to the location.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Strategy 4: Engage
GOAL:
MLHD aims to maximise engagement with consumers at every level of operations to ensure
patient and community needs are represented and actioned and ensure involvement of
consumers in planning, designing and evaluating health services and training
BATTLE PLAN (HOW, WHEN, WHO EVALUATION):
MLHD will actively involve consumers, including diverse and hard to reach groups, in all
aspects of the service including:
-
evaluation of patient feedback
strategic and operational planning
safety and quality analysis, planning and decision making processes
implementation of quality improvements
designing / redesigning of services / facilities
design and delivery of workforce training
The Community Engagement Manager will develop a template for recording feedback,
action items and implementation of actions to assist project teams in monitoring progress
through the consultation process.
MLHD Staff members will identify prospective projects requiring higher level community
involvement and work together with the Community Engagement Manager to actively
recruit consumers through an online Expression of Interest process, or via publicity,
advertising or direct appointment as deemed appropriate.
Available resources will also determine the type of engagement techniques used ie: the
timeframe available for consultation, the funds available, the staffing resource capacity etc.
Engagement techniques may include but are not limited to:
-
focus groups / interviews
consultative workshops/working parties
via the LHACs
online through Social Media (Blogs, Forums)
Any improvements, amendments or changes made to services, training, resources or
collateral as a result of community engagement will be documented and recorded in the
central repository and validated with dates for version control. Effectiveness of
consultations will be evaluated by Community Engagement Manager in consultation with
Director Executive Services and reported to the board as part of the monthly reporting
process. Outcomes will be reported to Senior Managers through the Executive.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
IMPLEMENTATION
Task
Research
Establish objectives
Audit / Consultation
DRAFT Plan
Consultation on DRAFT
plan
Revision / incorp
feedback
Finalise Plan
Implementation phase
Review Phase
August
12
19
26
September
2
9
16
23
October
30
7
14
21
November
28
4
11
18
25
December
2
9
16
23
January
30
6
13
20
February
27
3
10
17
March
24
3
10
17
April
24
7
14
21
Also refer Timeframes in plan above.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
28
REVIEW
Evaluate and Review
The 2013 – 2014 Community Engagement Plan will be monitored throughout
implementation stage (January 2014 – April 2014) and adjustments made as required
according to consumer and staff feedback and as directed by the Chief Executive or the
Chair of the MLHD Board.
The Community Engagement Manager will seek feedback from the LHAC at the 2014 April
Forum as to the effectiveness of strategies, with a review to take place in May – June 2014.
Engagement Cycle
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
APPENDICES
Appendix 1
CURRENT ENGAGEMENT METHODS - FEEDBACK
The following information was provided by Hospital General Managers and Health
Service Managers on current engagement methods in their communities.
BARHAM
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•
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Media release – New Outdoor Furniture for the Barham Koondrook Hospital
An example of recent community engagement, the idea of this seat originated through
Resident and Relatives meeting at the site.
All involved happy to have included in the MLHD Newsletter good news stories.
BATLOW
•
•
•
•
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•
We hold two monthly LHAC meetings
Monthly UHA meeting which is reported (by the UHA)in the Tumut and Adelong times
We have patient information brochures in the ED waiting area
We have an information board in the front foyer
We have a bi weekly Day Care on site which members of the community attend
We have a monthly church service which members of the community along with residents are
invited to attend
BOOROWA
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•
•
•
•
•
•
•
•
Meet with LHSAC monthly
Continuum of care meeting held monthly with health and non-health agencies
Attend UHA meetings, fundraising mornings and regular discussions around purchase of
equipment.
Meet with Local Council /Mayor and General Manager when necessary.
Management representative on Boorowa Emergency Management Committee.
Attend public meetings arranged by Medicare Local.
Early Childhood Nurse involved in interagency meetings and attends Play group on a regular
basis.
Schools with Community Health staff through Immunisation programmes.
Discussions with local Hostel around aged care issues.
CULCAIRN
•
•
•
•
•
Talking with patients and families
Patient surveys
LHAC
Have attended a Lions club dinner once
Open door policy
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
HARDEN
•
•
•
•
•
•
•
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•
•
•
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Meet with LHSAC monthly
Attend UHA meetings, fundraising mornings and regular discussions around purchase of
equipment.
Meet with Community Visitors Scheme Co-Ordinator and volunteers(group that provide
assistance to Aged Care Unit)
Meet with Local Council /Mayor and General Manager when necessary.
Management representative on Harden Emergency Management Committee.
Attend public meetings arranged by Medicare Local.
Involved with Harden Childcare through visits to Nursing Home and Early Childhood Nurse
involved through interagency meetings, forums for transition to school.
Schools with Community Health staff through Immunisation programmes.
Discussions with local Hostel around aged care issues.
Involved with Nursing Home Fundraising Committee re refurbishment/decorating of Aged
Care
Involved in discussions with Kruger Trust Board(local Community Trust) re support to
Hospital through range of activities(eg. Sponsorship of staff to attend courses)
Participate in Health Expo in community.
Murrumburrah Harden Health Service brochures distributed through mail (with Council
notices).
Community Nurse is “Medical Advisor” on Can Assist Committee, meets monthly.
JUNEE
•
•
•
•
•
•
•
•
At Junee MPS we have the local LHAC that meets monthly; the LHAC are involved in
surveying patient satisfaction each month following the meeting.
I have a monthly meeting with the general manager of the council to discuss any issues
relevant to the hospital and also any issues we need help with particularly around promoting
events and event resources.
There is a second monthly meeting with the GP’s (including our VMOS) from the local
medical practice to progress any relevant clinical issues.
There is a local Coolamon-Junee Local Emergency committee that I sit on that meets every
quarter.
We are about to commence a weekly meeting with the other aged care provider in Junee to
assist with bed management and planning of aged care services.
There is a twice weekly case conference meeting that involves interagency staff.
The carers and families meeting with the Diversional Therapist every second month to ensure
all current activities are communicated, successes celebrated and any problems resolved.
The auxiliary work very closely with the site management at Junee to ensure we received
practical support with resources, event planning etc.
GUNDAGAI
•
•
•
Gundagai is involved with a number of community based groups. We attend an Interagency
meeting hosted by HACC services, Local Emergency Management Meeting hosted by
Gundagai Council and supported by a variety of emergency services; the health service hosts
a Discharge Planning meeting involving hospital staff, community health staff HACC staff and
NGO service providers. We of course also have the LHSAC.
We enjoy the generosity of a number of community organisations; Hospital Ladies Auxiliary,
RSL ladies Auxiliary, Can Assist, The Red Cross, and The Loins Club.
We also try to make a point of involving the local print media when we have had donations of
goods or kind to acknowledge the generosity of the group/s donating.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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We encourage the local schools to participate esp in the Aged Care Unit with appropriate
activities.
TEMORA
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Temora does the below
When able try to attend LHAC forums, but do attend local meetings
Attend Hospital Auxiliary monthly meetings
Morning round D/NM & HSM to speak to staff, patients and doctors.
Admissions clerk distributes patient information brochures.
Each bed has its own patient information book
Patients are asked to fill in a patient satisfaction survey
Attend out of hours health related education
Tai Chi classes
Falls program
Rebound exercise group
New mothers club (C&FN)
TUMUT
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Home visits
Telephone conversations
Telephone review consults
Case conferences with client and GP/specialist.
Centre individual consults
Staying well sessions: Cardiac and pulmonary rehab, diabetes education plus supervised
exercise, continuous cycle.
Weekly National Heart Foundation Walking group in Tumut and Brungle
Monthly education sessions at Brungle health centre on chronic disease
Cardiac Rehab modified sessions ad hoc in surrounding towns.
Outreach clinics to surrounding town
Education sessions at existing groups: life long learners, View clubs, mens shed, mens group,
Murray Glen Estate
Educations/activities senior week
Health Promotion: life style Expo (older persons), Brungle expo
Health Promotion: street stalls in COPD and Heart week
Health screening: Involvement with PIT STOP in partnership with Medicare locals
Telephone calls with clients
Appointments
Education sessions – i.e dietician and OT involved with cardiac and respiratory rehab
Specialist clinics – Parkinson’s clinic held on site last week
Community expos
School based immunisation
Interagency meetings
Women’s Health Meeting
Only groups requesting education, as a guest speaker
All staff have discipline appropriate material that they distribute while seeing clients and at
expos. Women’s Health are currently waiting for approval for brochures advertising the
service which will add to the available publication material.
Patient information brochures from National Heart Foundation, Asthma Foundation,
Australian Lung Foundation, Better Health, some fact sheets generated by MLHD on staffnet.
Invitation letters sent to clients to inform them about cardiac and pulmonary rehab
Engagement may take the form of patient surveys, interviews, focus groups – or may be less
formal – chatting to patients etc.
Evaluation surveys conducted after education sessions or rehab sessions, chatting to
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
patients, liaising with coordinators of existing groups, liaising with other MLHD staff.
YOUNG
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At Young we have monthly LHSAC (Local Health Service Advisory Committee) who are
community representatives. For our Maternity Services we have a bi-monthly Models of
Maternity Care meeting which includes community reps and a member from LHSAC that
reports back to that meeting. We also have BFHI (Baby Friendly Hospital Initiative) monthly
meeting which include reps from LHSAC and Models of Maternity Care committees'.
Maternity and Surgical patient' get information brochures on a variety of different topics
appropriate to them.
LHSAC put out press releases when appropriate topics come up.
We have patient questionnaires' for inpatient's and Pregnancy Care Program patients'.
We also just chat to our patients.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 2
LHAC SURVEY SUMMARY
A total of 69 responses were received from LHAC members representing 26 of the LHACs.
Not represented were: Barham, Gundagai, Harden-Murrumburruh, Leeton, Tumut, Urana and Wagga
Wagga. Deniliquin had the highest response rate.
About respondents:
The average respondent is a retired female aged between 61 – 80 whose children have left
home.
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Respondents were predominantly 61 – 80 years of age (54%). 32% of respondents within the
41 – 60 year age group.
35% of respondents were ‘empty nesters’, while 32% were a couple with no children. 17% of
respondents had a young family while 15% were single.
Representatives on LHACs are mostly retired (42%). 35% of respondents work fulltime.
33% of members have been involved in the Local Health Service between 6-8 years with 27%
serving more than 8 years. Several LHACs have served upward of 40 years.
Q3 What do you think is the most effective way to INFORM consumers about health care
services in your local community?
LHAC respondents indicated that the most effective way of informing consumers about health care
services was through publicity with an effectiveness rating of 3.04.
This was followed (in order of effectiveness) by:
3.01 Flyer/brochure (distributed to households or as an insert in the newspaper)
2.88 Speaking at community meetings / forums / service clubs
2.76 Advertising in local paper
2.69 Regular time slot on local Radio
2.67 Flyer/brochure (available from key sites such as hospital, supermarket, pharmacy)
2.57 Posters on local notice boards (at key sites such as hospital, supermarket, pharmacy)
2.52 an Open Day at the Health Service
2.42Holding community forums
2.36 Holding a street stall
2.29 Social Media (Facebook, Youtube, LinkedIn, Twitter, Bloggs etc)
1.58 MLHD Website
Other suggestions included, via schools, enabling health workers to “peddle their wares”, Information
stalls as opposed to cake stalls, word of mouth, Local champions/ health café and flyers in medical
centres.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Q4 What do you think is the most effective way to CONSULT with consumers about Health
Services in your local area? (please rate according to effectiveness)
LHAC respondents indicated that the most effective way of consulting with consumers about health
care services was by directly communicating / asking patients / families and carers face to face
(effectiveness rating of 3.19).
This was followed (in order of effectiveness) by:
2.86 Face to Face Survey / Questionnaire
2.80 Focus groups with small groups of community representatives
2.66 Public forum / workshop about specific issues
2.25 Approaching consumers in the street / public places
2.22 A drop box for consumers to register ideas / feedback
2.15 Social Media (Facebook, Youtubem LinkedIn, Twitter, Bloggs etc)
2.10 Mail out Survey / Questionnaire
2.05 Telephone Survey / Questionnaire
1.95 Online Survey / Questionnaire
Other suggestions included a drop in health centre / health café, field days/open day at the hospital.
Q5 How do you ensure that you are representing the various interests / needs / perspectives of
your community?
When asked how they ensure they are advocating and remain in touch with the community, the
majority of respondents indicate that they speak with local people (97%).
Other responses included:
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Speaking with patients in the health service 55%
Being a member of another committee and seeking input form other committee members
about their needs 51%
Personal experience as a consumer / carer 58%
LHAC conducts surveys 31%
Other comments included:
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Suggestion to host an annual public meeting to allow health providers and residents to
interact.
As a shire councillor has contact with community
Works in the management of the service
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Q6 GOALS: What do you think is the most important goal / outcome for your LHAC to achieve
over the coming 12-18 months?
Responses varied greatly and reflected local issues and agenda’s at sites. Predominantly responses
relate to informing and advocating for the community, and improving/introducing services locally.
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Connect appropriate health providers to the needs of community utilise the connectivity pathways,
to services available. (Adelong-Batlow)
Retain health services retain doctor and on call services at Emergency departments Informing the
community of available services (Berrigan)
information about professional help available (Boorowa)
Making the community aware of how & where to get information when they need it (Boorowa)
To participate in developing the service plan for the community (Corowa)
Looking after the welfare of the people (Corowa)
Understand what being on the LHAC committee means (Corowa)
Community engagement and providing services that are positive and responsive to community
needs. Supporting an awareness of service in the community (Corowa)
to retain staff and services currently provided (Culcairn)
More aged care beds (Culcairn)
Health Service parking arrangements (Cootamundra)
Helping with better access for palliative care & keeping and adding to our local operations
performed at the hospital (Cootamundra)
To continue to provide a link between the service providers and consumers. (Cootamundra)
Improve the provision of mental heath and palliative care. continue to provide surgery & obstetric
services (Cootamundra)
A heightened community awareness of all of our health facilities and services (Deniliquin)
Development of a plan- which will give us direction. (Deniliquin)
Coordination and clarity of delivery of all areas of health to the community & efficient utilisation of
all community resources (Deniliquin)
to learn about the service myself so I can pass on new knowledge to others (Deniliquin)
We haven't formulated goals as such at present (Deniliquin)
Attracting the best possible share of funding and resources for our local area. (Deniliquin)
Opening of new maternity unit (Deniliquin)
I have only been in LHAC 6 months but I think meeting Susan Weisser and communicating there
(Finley-Tocumwal)
To assist in any applicable manner when requested by the hospital staff. Be available to the
public in aiding the requested queries to be answered when possible. (Finley-Tocumwal)
Improving Community Health Services (Finley-Tocumwal)
Assessment of our Hospital capital assets, negotiating services with the new private hospital.
Ensuring our community understands service changes & increased Specialist availability (Griffith)
Assisting with finalising the Master plan for the Griffith Base Hospital and furthering the progress
of the Private Hospital. (Griffith)
Improve the local understanding of services offered & make service providers aware of
community needs. (Hay)
Communicating with local community members to get feedback on any services used and making
all community members aware of services available. To keep in constant touch with our Doctor
and make sure he is comfortable with his lot. (Henty)
To have a goal/outcome (Henty)
Building of a new hospital (Hillston)
Most definitely to be part of succession planning of our local medical service delivery (Holbrook)
To make sure public knows what services are available and how to use them. (Holbrook)
Achieving at least two new GPs to the town, one of whom need to have VMO status. (Holbrook)
Being involved in the GP succession planning process (Holbrook)
Lobby our local members to ensure that Medicare Local remains a viable service no matter which
party gains power via the election. Work to assist our local medical services to remain viable
organizations for the community. (Jerilderie)
to obtain necessary and much needed allied health services eg physiotherapist (Jerilderie)
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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To keep the bed turnover full at all times to manage the finances. (Junee)
Increased dental services and mental health (Junee)
Maintaining the beds at Junee MPS for Junee people. Ensuring Compacs are available for those
who need them. Changing the classification of the transition beds Ensuring the faulty plumbing is
fixed Ensuring the carpet in replaced with vinyl. (Junee)
Advocate for quality improvement and staffing levels (Lake Cargelligo)
housing for staff. Recruiting staff (Lake Cargelligo)
To promote greater community awareness of the functions and needs of the Local Health Service
Lake Cargelligo)
to get renovations completed and staff and patients in new rooms (Lockhart)
Our goal is the improvement of health care in our rural community, to identify local service needs,
to assist with planning and development, leading to better health outcomes for local consumers.
(Lockhart)
To involve a greater number of community members in local health area issues and continue to
promote the positive and varied roles of Community Health Services in our town. (Moulamein)
To get more information about what is happening regarding funding etc. (Moulamein)
keeping services at Narrandera especially aged care (Narrandera)
Visits to patients in the Ward prior to or after meetings, Community Brochure, Satisfaction Survey,
guest speakers at meetings, update on current events and issues (Narrandera)
e-health (Narrandera)
Ensuring we have the services we need that match the needs of the population (Narrandera)
Informing the community of what services are available and how to access them (Narrandera)
Seek needs of the community (Temora)
Beds, quality, support for employees (Temora)
to get a wide range of people to recognise that the Health system is THEIR system, not simply a
large bureaucracy (Temora)
Effective services for our town (Temora)
Advocate the community’s health issues. Maintain relations with the executive and staff of the
MLHD and MML. Keep the general population abreast of health issues and topics via regular
media releases in the local Temora Independent and other media. Each LHAC member to visit
patients at the Temora District Hospital on a rostered monthly basis prior to our monthly meetings.
Continue to recognize the efforts of our local staff within the health service (Temora)
Relocation or structural changes to community centre (Tooleybuc)
Provide relevant & easily accessed services to the community (Tooleybuc)
Press for more nursing home beds and an increase in frail age accommodation. A detailed of the
existing facility and to see how it can be better utilized (Tumbarumba)
Ensuring any misconceptions in the community about the Tumbarumba health service are
corrected. (Tumbarumba)
To attract more health professionals to the town especially another surgeon and enhance our
maternity and paediatric services. (Young)
Q7 What challenges / obstacles prevent you from achieving your goals?
Overwhelmingly the challenge, obstacles LHACs find in preventing them from achieving goals is
funding and/or financial resources. Other barriers are time commitments, ability to attract suitably
qualified health professionals to rural and isolated areas.
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Finance
Funds, Government Support
Staffing and the ability to maintain qualified professionals
it is up to us to try and get this information to the members of the public
finance - more and more services being centralised
government changing rules
all electronic - don't have the skills
lack of staff willing to work in a small town. i have encouraged RN's who have moved to the area
with their husbands employment to join the staff at the health Centre
Unsuitable premises in which to hold community events, provide services etc
The bureaucracy of the health service. Previously any attempt was met with the response 'It's
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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operational' and we were stonewalled at every turn. Also the slowness of the response to
anything really. It took months before my application was processed. This is unacceptable in this
day and age. (Deniliquin)
Local press reluctant to address local issues
Stubborn doctor
Time frame available
Access to services the community need that are unavailable .
funding & location
Lack of qualified specialists, physicians, nurses, health care professionals in our rural area.
Finance
Location
Our management staff are time strapped and don't have secretarial support.
Personal and other community involvements .
Complication and duplication of service provision along State border areas.
health care budgets
Ability to recruit new and younger members with enthusiasm and good ideas Getting the message
to people that health provision is not sustainable at the current costs
full time farming
no feedback, who to deal with
Time
suitably qualified staff willing to work in the country
The bed category can make a difference at times when different health concerns arise.
Time and the small numbers of people available of whom all have a lot of commitments.
the weather has been a problem
Goals posts often 'change' and has done so since being on the committee.
Finding out what is available and how/who can access them
Current GP and his very effective network of current, mostly older patients.
Breaking down the silo attitudes within the health & social welfare delivery sectors
Getting speakers to the meeting that can direct us to the correct pathway
Aging Population
Time restrictions and competing commitments.
Lack of cooperation by the present GP together with the difficulties associated with recruiting GP's
in country areas
Lack of capacity amongst the committee to understand the goals of the LHAC
Red tape Decisions made by others not in the best interest of Junee Community
How to increase greater community participation and awareness, eg Ambulance Volunteer
Services, when many avenues have already been exhausted. Promotion of the Local Health Area
Services, including correct signage in our town.
I think the only obstacle is our own motivation to carry out our role. From a phone survey of eight
LHAC Chairs the majority felt they had little worthwhile input or direction from site managers.
impact or
Identifying our goals
Getting people to think and then respond to health issues Finding enough active supporters to
help gather and collate this information
Committee member limitations and time constraints. Media articles not getting printed in local
paper.
Lack of available staff outside main centres. Lack of information about doctors being able to refer
to another local hospital for some procedures.
Finances and cooperation from the government and authorities.
The Committee is not authorised to speak on behalf of MLHD without authorisation
Finances for the services
Government inaction
Effective communication strategies, balancing private and public hospital support without
alienating anyone in the community
Location being Rural, we receive if available professional services offered elsewhere, health life
style programmes/workshops, Allied health programmes
Attracting Health Professionals to our region
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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Lack of finance. Resistance from state and federal governments.
rural location, distance, finances
I do not feel at this time the question is applicable as the co-operation from all for the LHACs is
always available,
Q8 What support do you need from MLHD to achieve your goals?
Responses identify communication and funding as tools to support LHACs in achieving their goals.
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Direction & support on how to fulfil these goals
We appreciate MLHD is aware and supportive, we just must keep our need on the radar.
Continue to have a common goal/vision
We require greater transparency of all issues regarding our Health Service.
Assurance that the personnel and or facility are available when needed.
would appreciate ongoing support from Setchen. Meeting her was most promising.
Help in getting what we really need
education
it's difficult to find those of the younger generation to put their hand up to replace us older
generation. In the last 12 months we have 2 new members - however they both work and
sometimes are unable to attend meetings. The community is very supportive of the Health Centre
- it’s always been there for them however, they think someone else will do the job. How do we go
about changing their thinking perhaps when we are beyond it!
We require the construction of a purpose built venue to house the Tooleybuc Community Health
Service, which will create an inviting & suitable environment where services to community
members can be provided.
To LISTEN and to ACT on concerns. Big problems with recruitment due to bureaucratic decisions
and inability for decisions to be made locally
Recruiting doctor(s)
continued communication from MLHD
We need MLHD to continue to listen & to where possible plan on shaping service to suit
community needs.
In principle support for the concept. Preparedness to develop a pilot with MML & Community
services
To inform the LHAC on recommendations on service delivery, to communicate, to continue to be
part of the planning process and consult with the community.
We need some information from them.
information on our role and parameters.
Information and the continual contact with MLHD.
Constant pressure toward rationalisation of State border service provision inefficiencies.
Currently doing a service brochure for the 4 sites Need funds to cover cost Support to place
information in local paper
maybe an education day and meet the staff. Would not mind a workshop
More involvement need have more of a say, know what is actually going on.
Adequate funds and outreach services.
The continual review of bed categories where it may be required.
Unsure what is available
we are OK at this stage
Direct access to the executive on a regular basis (say quarterly?). Minutes from the board
meeting. Clarity of LHAC role is required
Ongoing support being developed with Murrumbidgee Health, Hume Medicare Local and Greater
Hume Shire.
Relevant staff
Better access to aged care services
Involvement with LHAC through up to date information and feedback
Continued support that we are currently receiving from the MLHD though this aids the hospital - I
believe we need the Hume Local to be involved in recruiting a GP
Work shop to build committee understanding of LHAC principles
Financial Team work
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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Appropriate signage for Community Health ie Murrumbidgee Local Area Health Service rather
than Greater Southern Area Health Services
To facilitate quarterly meetings between all LHAC committees to share ideas on how each play
their roll within the community.
The communication that has recently been implemented is good, more information from other
LHAC's, maybe a Facebook page for LHAC members.
A regional series of topic-specific, high-interest talks that will attract a reasonable audience.
Continued open relationship from CEM, Hospital Management & MLHD & MML management.
Staff training/retention is an ongoing issue which is probably handled as best as possible within
our constraints. For the "refer to local, rather than regional" hospital for procedures issue information sent to the GP's and their receptionist/booking staff about what procedures can be
performed at what local hospitals so they have a better informed choice.
MLHD needs to communicate better with the community through newspaper articles and closer
relations with the Shire council. The reality is that LHACs are of limited value in achieving this.
Increased numbers of nurses
Support in developing Media releases that are meaningful to our LHAC. Information up-dates,
consultation in planning
Programmes to suit communities, updates what's available, share the network of other LHAC's,
timely fashion.
Assistance in achieving our goals
The MLHD needs to lobby/pressure our local members of parliament to maintain funding for rural
medical services.
a system of shared specialists??
The permission to advise members of the community,(when applicable) the services available,
therefore allaying concerns of services sometimes seeming to be taken from them when it is not
always the fact.
In your role as LHAC member have you participated / been involved in:
Responses indicated that around one third of LHAC members have been involved in Service
Planning, Designing and/or Evaluation.
Yes
No
strategic/operational planning
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distribution of questionnaire to prepare a Data Base of
residents of local area
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Maternity services strategic plan renal unit services plan baby
friendly accreditation procedures
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was a community rep on Workforce Aust Project for Berrigan
Jerilderie and Urana Shire a couple of yrs ago. I was heavily
involved with establishing our MPS most yes section relate to
the MPS development over about 9 years
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Involved with survey of residents/patients,
planning/suggestions of new building to enhance residents
lifestyles, feedback on quality, standards, provide feedback
with community expectations.
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Strategic plan for health service Prevention of falls
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Narrandera Midwifery Model of Care, site related projects and
MLHD Committee involvement.
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Consultation with CE on MLHD future direction
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meetings at local level on aged cared support and surgery
provision
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Participated in planning meetings for renal service, maternity
service, surgery services. In 2012 participated in the strategic
directions consultation for the area.
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Establishment of the Finley Medical Centre. Tocumwal MPS
Project
design or redesign of health services or facilities
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Alteration of rooms to enable continued Ancillary services
Total
42.86%
27
57.14%
36
63
33.33%
21
66.67%
42
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Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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MLHD Consultations Design - working on quiet room for the
hospital / Nurses home / Community Health toilet quality /
safety - keeping staff safe / shields and HSM informs us
workshops – forums
Members of LHAC involved in committee for redesign
Consulted with planning Voted to spend funds on an
extension of the Harry Jarvis Wing and involved with the
planning of the extension
Being part of the Lockhart MPS three stages of planning.
First stage is the redevelopment of the emergency
department and community health. The eastern section of the
facility will be aged care with community health service at the
western section. A very successful community walk through
was held on 22 May 2013. The MPS welcomed the
community.
various stages in the planning process to change the hospital
into a multi-purpose service including visiting other sites to
get ideas.
Had input into the design of new facility when built.
Establishment of the Finley Medical Centre. Tocumwal MPS
Project
decision making about quality or safety issues
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through LHAC Committee/ attendance at LHAC forums
32.81%
21
67.19%
43
64
33.87%
21
66.13%
41
62
21.31%
13
78.69%
48
61
40.63%
26
59.38%
38
64
3.33%
2
96.67%
58
34.92%
22
65.08%
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planning and implementation of quality improvements
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Quality improvements Providing on patient information
surveys
Inpatient surveys over last nine months.
new maternity model of care
strongly supported the sunroom in the nursing home wing,
approached rotary and lions club and arrange builder and
contractor to construct the veranda outside private nursing
home unit.
Fundraising & purchase of electric beds for our local hospital
& visiting patients in hospital to gauge their satisfaction with
the services.
analysis of MLHD safety/quality performance
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seminar organised last year at TAFE Wagga
workshops/training provided by MLHD to you
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Tai Chi training in 2011 and in 2013.
Falls Prevention workshop in Sydney in May 2013.
LHAC Forum
regional workshops offered to LHAC people, esp in Wagga
Attended a number of LHAC forums & assisted with a
presentation at one forum.
Attend workshops provided by the MLHD when ever possible
presenting training/workshops to the MLHD workforce
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providing feedback on patient information publications
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T.O.R. and Various pamphlets
information publication - patients’ rights & responsibilities
Community brochure Rights & Responsibilities
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Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
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Patient Care survey review
Recently provided feedback on clients rights &
responsibilities form.
analysis of feedback
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Several years ago (2008) I did a review on external signage
within our local hospital & district.
20%
12
80%
48
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LHAC SURVEY RESULTS:
Personal Information
Age group
Household
Under 25
0%
Single
(Living
alone)
14.49%
(10)
25 - 40
41 - 60
61 - 80
10.14% (7) 31.88% (22) 53.62% (37)
Total
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Couple
(no kids)
Young family
(children at
home)
Empty nester
(kids left
home)
Single
parent
Group
living
(shared)
Total
31.88%
(22)
17.39% (12)
34.78% (24)
1.45%
(1)
0%
69
Employment Not Working Working Part-time/Casually
2.90% (2)
20.29% (14)
Gender
Over 81
4.35% (3)
Male
26.09% (18)
Working Full Time
Retired Total
34.78% (24)
42.03% (29) 69
Female
73.91% (51)
Total
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Q2 How long have you been involved with your local health service?
Less than 2 years
2-4 years
6-8 years
more than 8 years
Total
19.70% (13)
19.70% (13)
33.33% (22)
27.27% (18)
66
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Q 3 What do you think is the most effective way to INFORM consumers about health care
services in your local community?
Publicity (media release:
press / radio / tv interviews)
Posters on local notice
boards (at key sites such as
hospital, supermarket,
pharmacy)
Flyer/brochure (available
from key sites such as
hospital, supermarket,
pharmacy)
Flyer/brochure (distributed
to households or as an
insert in the newspaper)
Holding community forums
Advertising in local paper
MLHD Website
Social Media (Facebook,
Youtube, LinkedIn, Twitter,
Bloggs etc)
Holding a street stall
an Open Day at the Health
Service
Speaking at community
meetings / forums / service
clubs
Regular time slot on local
Radio
Not very
effective
4.35%
3
Somewhat
Very
Effective
effective
Effective
17.39% 47.83%
30.43%
12
33
21
N/A Total
Average
Rating
0%
0
69
3.04
5.97%
4
43.28%
29
38.81%
26
11.94%
8
0%
0
67
2.57
8.96%
6
29.85%
20
46.27%
31
14.93%
10
0%
0
67
2.67
1.47%
1
26.47%
18
39.71%
27
30.88% 1.47%
21
1
68
3.01
8.82%
6
7.58%
5
52.24%
35
45.59%
31
31.82%
21
32.84%
22
38.24%
26
37.88%
25
8.96%
6
5.88% 1.47%
4
1
22.73%
0%
15
0
1.49% 4.48%
1
3
68
2.42
66
2.76
67
1.58
25%
17
30.88%
21
22.06%
15
14.71% 7.35%
10
5
68
2.29
10.29%
7
10.45%
7
48.53%
33
40.30%
27
26.47%
18
34.33%
23
8.82% 5.88%
6
4
13.43% 1.49%
9
1
68
2.36
67
2.52
0%
0
28.36%
19
53.73%
36
16.42% 1.49%
11
1
67
2.88
7.58%
5
28.79%
19
40.91%
27
15.15% 7.58%
10
5
66
2.69
Q4 What do you think is the most effective way to CONSULT with consumers about Health
Services in your local area?
Not very
effective
Online Survey /
29.69%
Questionnaire
19
Mail out Survey /
16.92%
Questionnaire
11
Telephone Survey /
23.44%
Questionnaire
15
Face to Face Survey /
3.03%
Questionnaire
2
A drop box for consumers 13.43%
to register ideas / feedback 9
Somewhat
Effective
48.44%
31
55.38%
36
48.44%
31
24.24%
16
52.24%
35
Effective
15.63%
10
23.08%
15
21.88%
14
53.03%
35
32.84%
22
Very
Effective
4.69%
3
1.54%
1
3.13%
2
16.67%
11
1.49%
1
N/A
1.56%
1
3.08%
2
3.13%
2
3.03%
2
0%
0
Total
Average
Rating
64
1.95
65
2.10
64
2.05
66
2.86
67
2.22
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Not very
effective
Asking patients / families / 1.47%
carers (face to face)
1
Focus groups with small
4.55%
groups of community
3
representatives
Public forum / workshop
6.15%
about specific issues
4
Approaching consumers 20%
in the street / public places 13
Social Media (Facebook,
26.15%
Youtube LinkedIn, Twitter,
17
Bloggs etc)
Somewhat
Effective
11.76%
8
52.94%
36
Very
N/A
Effective
33.82%
0%
23
0
25.76%
17
53.03%
35
15.15%
10
1.52%
1
66
29.23%
19
36.92%
24
55.38%
36
35.38%
23
7.69%
5
4.62%
3
1.54%
1
65
3.08%
2
65
35.38%
23
24.62%
16
7.69%
5
6.15%
4
65
Effective
Total
Average
Rating
68
3.19
2.80
2.66
2.25
2.15
Q5 How do you ensure that you are representing the various interests / needs / perspectives of
your community?
55.38% (36)
I speak with patients in the health service
I speak with local people
I am a member of another committee and seek advice / input from members
about their Health Service needs
Personal experience as a health service consumer / carer
Our LHAC committee undertakes surveys/questionnaires
96.92% (63)
50.77% (33)
58.46% (38)
30.77% (20)
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 3
SITE MANAGER SURVEY SUMMARY
23 Respondents provided feedback to MLHD site managers’ survey which was conducted in
August 2013.
Sites which did not respond include Barham, Berrigan, Coolamon, Hillston, Jerilderie, Lake
Cargelligo, Leeton, Narrandera, Urana and Wagga Wagga.
Analysis of the responses reveals that Health Service Manages tend to focus on either
informing or consulting local community, however are time poor and struggle with
balancing regular engagement activities with managing their local health service operations.
‘Involving’ community members doesn’t tend to be a focus.
Rural Group Managers struggle with the tyranny of distance and raising their profile in the
community.
Results:
Q2 What do you think is the single most important reason for you to engage with your local
community?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
To ensure the community has some sense of ownership and say on services delivered.
Consultation re services we need to provide. Find out how well we are supplying service.
Service gaps.
To provide better health care for all-by hearing what community say and understand their
service to be
Engaging with our local community give us the opportunity to see if the services we provide
are the services needed by the community. This also provides us with valuable information on
the community’s expectations.
Ensure needs of community are met when it comes to planning delivery of health services.
Feedback - what are the community REALLY thinking about services offered
So they have a good understanding of what health services are available and appropriate to
provide at a small site.
To keep the community informed
Ensure that decision making is actually at a local level and the HSM has community support.
Good communication between Health service and community to work together in
understanding the local issues.
To provide timely information that is correct
Understanding Support from the community
To ensure a positive relationship is maintained
to assist with fund raising and to promote and foster a positive opinion of the public health
service
So that the community are aware of what is happening locally & within MLHD on health
related matters, it it really important that the health service is seen as open & transparent. If
the community is aware they now who & how to contact if they have concerns.
Identify community needs
Support transparent communication regarding local health issues
Health plays a major role in Community well-being and the local towns are very reliant on
these services being available. The Health service indirectly plays a part in whether a person
chooses a town in which to live, work & raise a family. It is therefore very important to be
involved in local community activities, professionally and/or socially.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
•
•
•
•
•
Find out how the community is feeling about their health service
To keep them abreast of developments in service delivery, new services etc. Work with them
to build services and explore new opportunities. Be transparent in communication so that are
informed of issues and what we have done about them which may lead to a lsvel of
community understanding.
to get information out to community, promote the service and also support the community if
any issues
To ensure we are able to consult and give the community a voice to inform our service
delivery decisions. To work in partnership and make the patients holistic well-being at the
centre of all that we do.
To gauge community expectations and to inform them of the services we provide
Q3 What is the most difficult thing about engaging with your local community?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
people will not make direct complaints to the service so we can identify any issues and make
improvements.
Planning appropriate meeting to get all stakeholders together.
Community interest
Not having enough time to leave the office (due to work commitments) to spend more time to
engage with the community
Efficiently communicating with all the relevant diverse groups of clinicians.
Complacency from the community - not wanting to get involved thus you struggle to get a
cross section of community providing feedback
Engaging the people that are unlikely to turn up at an event or promotion as they are often the
ones needing the services or programs. You often see the same old faces at these events.
Getting people together
Ensuring that they understand and accept the strategic direction the MLHD and the Ministry is
taking.
Access to community especially when you don't live in the community.
Different personalities
Only tend to see them when they are ill
Time
engaging a cross section of the community to be involved
Possibly time/having enough man hours to effectively engage ie attending evening functions Overall Cootamundra community is easy to engage
Requires additional time and effort
Developing and maintaining formal communication structures
Ensuring that time is allocated to actively engage in Community events, meetings etc.
Getting the word out to the community about the good things that are being done
The distances between sites and communities in MIA. A lack of understanding of Rural Group
role - no community profile.
lack of understanding
Gaps in understanding and knowledge. Desires of the community don't always fir with the
strategic directions of the LHD and MOH. Engaging with community to understand that
changes in health care delivery models does not always mean a reduction in actual service.
Time poor. Engagement happens on a very ad hoc basis
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Q4 Who are the key people you engage with?
Local Health Advisory Committee
Patients
91.30% (21)
95.65% (22)
Patient's families / carers
People I meet in the street / about town
91.30% (21)
43.48% (10)
Members of the community who attend forums/meetings
People who have made complaints
73.91% (17)
86.96% (20)
Total Respondents: 23
Note: Respondents also indicated a high level of engagement with local Councils, hospital auxiliary and local
community groups.
Q5 How do you personally engage with the community?
talk with patients, their families / carers in the hospital
95.45% (21)
attend community meetings
conduct patient / consumer surveys
63.64% (14)
50% (11)
make brochures / flyers available
media releases and interviews
send out a newsletter
59.09% (13)
50% (11)
4.55% (1)
have suggestion boxes
attend conferences and seminars
45.45% (10)
36.36% (8)
participate in online discussions / bloggs
participate in round table discussions
0% (0)
27.27% (6)
Total Respondents: 22
Q5 How often do you engage?
daily
42.86% (9)
2-3 times a week
once a week
23.81% (5)
14.29% (3)
several times each month
less often
14.29% (3)
4.76% (1)
Total Respondents 21
Q6 Are there any community engagement strategies that you would like to explore but need
assistance/support with?
•
•
•
•
•
•
•
•
LHAC - developing a satisfaction survey. Regular media articles about the MPS
Use of the local radio station to engage understanding the services provided.
I think there could be support in how to best engage with Aboriginal community and various
ethnic communities.
no, but an observation i have made at the LHAC quarterly forum is that a number of HSM's
don't sit with their LHAC members and don't ensure their LHAC members are supported
through the day.
Information area in the local newspaper
It would be good to have the community engagement MLHD come at various times of the
year to talk with LAHAC & also the hospital auxiliary
Just like assistance with what is effective and efficient for community health to be doing
I think there are some opportunities to work more closely with other agencies in local
communities. The Local councils often have Health, Social & Well being personnel on staff
and I think we could work more collaboratively on opportunities to enhance a communities
lifestyle. I also think there could be more engagement across a number of community groups.
disciplines in relation to Workforce planning and identification of strategies to assist people to
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
•
•
•
•
stay & work locally. This strategy should also be tied up in identification of Training strategies
to address local workforce needs.
Facebook page. Clarity on whether we can participate in online discussions and
conferences/meetings as a health service representative
Develop a community profile for Rural Group Managers and Site Managers. Support for site
Managers to strengthen and develop their LHAC and or MPs Committees.
understanding that there are processes that have to be followed by the health services
Would like LHAC to be more engaged with the community, especially the hospital patients by
acting as liaison between the public and the organisation
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 4
SWOT ANALYSIS
Strengths
• Volunteers from the local community provide an ongoing conduit for information
• Clear process for escalation of concerns regarding health services
• Shared Terms of Reference with Medicare Local supports understanding of the full spectrum
of health care across all levels of government
• Provide an opportunity for establishing ongoing relationships with community representatives,
making ongoing engagement easier
• MLHD management is receptive to LHAC involvement in decision making
Weaknesses
• The demographic of LHAC members does not align with preferred groups to engage from
both the MLHD Strategic Plan, and the National Safety and Quality Health Services, which
specify people who experience social disadvantage through lack of transport, social isolation,
underemployed, low education level, non English speaking and Aboriginal background.
• The LHAC model requires ongoing administrative support
• There tends to be a poor understanding of what is expected of volunteers
• Limited tangible examples of changes made as a result of the LHAC model which will impact
on MLHD being able to meet National Safety and Quality Health Services Section 2 items for
accreditation.
• Geographical barriers / distances to overcome
• Geographic spread of the regions makes it difficult for Rural Group Managers to build a profile
in local communities
• HSM’s feel they are time poor
• Engagement is Ad-hoc
• Need to align expectations of community with MLHD Strategic Priorities / Ministry of Health
Direction
• Difficulty in engaging a diverse cross section of the community which is representative
Opportunities
• The LHAC are well placed to support Facility Managers in collecting feedback and ideas from
the wider community on service planning, delivery and evaluation
• Training of middle management to link community engagement with the LHAC model
• Use of technology to overcome distance barrier
• Use of variety of communications channels to get better reach and penetration of message
• Make engagement easier / attractive for more diverse range of consumers
Threats
• The LHAC model tends to attract people who are generally older and already actively
participating as volunteers
• Limited turnover of membership will inhibit the effectiveness of the LHAC model to source
new ideas. A 2 year term is generally viewed as best practice for this type of engagement.
• MLHD sites operate under their own steam, distributing their own publications, patient
surveys and resources.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 5
PESTEL ANALYSIS
Political / Legal
Murrumbidgee Local Health District operates under a Service Agreement with NSW Health. MLHD
has been set-up in accordance with the National Health and Hospital Agreement.
Economic
The LHACs provide their support and feedback to the MLHD on a voluntary basis. LHACs have the
ability to organise fundraising events and activities.
Social
Income, employment education, family structure and crime rates all impact on the health of individuals
in our communities
Health related behaviours such as activity nutrition, sun protection, smoking, drug and alcohol
consumption play a role.
Technology
Some members of LHACs are limited by access or capability in use of online communication.
Environmental / Geography
The region is geographically isolated, making face to face meetings challenging. General email,
telephone and videoconferencing facilities are well utilised to share information.
Environmental factors such as ‘rurality’, air and water quality and pollution also play a part in the
overall health of the community.
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 6
CONSUMER AND COMMUNITY PROFILE
The Community Engagement plan speaks to all staff and representatives of MLHD. It
identifies consumers as patients, families and carers in the communities of the Border,
Riverina and MIA regions of the Murrumbidgee.
Populations vary but are mostly rural, Australian born families with farming backgrounds.
Murrumbidgee LHD is 125,561 sq/km in area and encompasses 29 Local Government Areas
in the central south of NSW: Berrigan, Bland, Boorowa, Carrathool, Conargo, Boorowa,
Cootamundra, Corowa, deniqliuun, greater Hume, Griffith, Gundagai, Harden, Hay,
Jerilderie, Junee, Lachlan (part), Leeton, Urana, Wagga Wagga, Wakool and Young and also
includes providing services to the Albury City population.
Most of the District is considered inner regional or outer regional with the north western
LGS of Hay classified as remote.
As at June 2010, MLHD has an estimated resident population of 297,476. This population
has grown by 4.5 per cent since 2005 and is projected to grow by 3.2% from 2011 – 2021 to
reach approximately 301,000 people and 307,000 by 2031.
The population is aging with people aged 75 years and over making up an estimated 7.7 per
cent of the total population in 2011 and projected to increase to 13 per cent in 2031. The
major health issues include an aging population, Aboriginal Health, overweight/Obesity,
Alcohol Consumption, Smoking, Cardiovascular Disease, Injury and mental health. Social,
environmental and health related behavioural factors coupled with age and sex of
individuals and a number of behavioural and external factors all impact on the health of
individuals and communities
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013
Appendix 7
COMMUNITY ENGAGEMENT MATRIX
Priority /
Strategy
Goal/Promise
engagement mechanism
Inform
Goal
To provide the community with
appropriate information on MLHD, on
governance and decision making
mechanisms, on services, events and
projects and any associated issues.
•
Consult
Involve
Collaborate
•
•
understanding of how the community prefers to
receive information
provision of up-to-date information
use of media, in-house publications, and on-line
information provision - website, email lists, social
networks
•
•
•
•
•
community conversations
surveys/questionnaires
focus groups
interviews
consultative workshops
•
•
•
•
•
consultative groups
working groups
user groups
volunteer groups
liaison groups
•
•
•
partner organisations MML, HML, LMMML
Allied Health Partners
Government departments (ie: HealthShare)
Goal
To place final decision making in the hands
of the community.
•
Promise to the Community
We will implement what you decide.
•
members of LHACs empowered to elect own
Chairs
LHACs to determine presentation content of BiAnnual Forum
Donors decide how they wish to donate
(frequency, location and how donation is used)
Promise to the Community
We will keep you informed.
Goal
To seek and capture community input on
service planning, service delivery, service
measurement and evaluation.
Promise to the Community
We will listen to you, consider your ideas
and concerns and keep you informed.
Goal
To work on an ongoing basis with the
community to ensure that community
ideas, concerns and aspirations are
listened to and understood.
Promise to the Community
We will work in partnership with you on an
ongoing basis to ensure that your ideas,
concerns and aspirations are considered.
We will provide feedback on MLHD
decisions.
Goal
To work together with consumers to
develop an understanding of all issues and
interests to work out alternatives and
identify preferred solutions for joint
decision making.
Promise to the Community
We will collaborate with you so your
advice, innovation and recommendations
are included in the final decision that we
make together.
Empower
•
Prepared by Setchen Brimson
A/Community Engagement Manager
August 2013