Allied Health plan 2014/15

Transcription

1 Patient safety and quality To ensure that health pathways/services are effective and contribute to quality of care The Quality investigates a standardised, AH-wide qualitative outcome measure (i.e. patient satisfaction survey, audit, quality of life measure) Each individual service completes the qualitative outcome measure An AH-wide qualitative outcome measure is developed The qualitative outcome measure is completed in each service Quality Each individual service identifies, develops and completes one quantitative outcome measure A quantitative outcome is identified, developed and completed within each service Information gathered needs to be discussed with CASU for consideration of development of baseline audit data. Evidence of discussion with CASU Where appropriate, services engage in Map of Medicine pathways Where appropriate, services engage in development of clinical pathways Evidence of involvement with Map of Medicine AGM & Quality Establish an agreed audit schedule for allied health with CASU Evidence of development of clinical pathways

2 To ensure AH is a flexible, adaptable workforce with capability and capacity to meet current and future needs. Reestablishment of the AH Workforce Workforce group establishes a template for each service to define current state, specifically looking at: o Critical mass o National benchmarking o What service is provided o Population/demographic that is served o What are the gaps and where are they o What service aspects could be further developed e.g. links to primary care, MSD AH Workforce is reestablished Current state of each service is defined, briefing paper to go to AGM/GM. Workforce Workforce group to develop an escalation plan, specifying minimum staffing levels and training requirements to maintain quality service provision Workforce to develop and implement a survey in conjunction with HR recruitment across all Allied Health teams regarding recruitment and retention Training and Development to identify alternative funding sources for training, and identify internal training opportunities Evidence of escalation plan for every service linked with risk plan All Allied Health staff are surveyed Training and Development group ensure information is Training & Development

3 Training and Development All Allied Health staff have access to training & development relevant to their role, service, profession and their career development. 1. Develop an orientation template generic to Allied Health and for modification for each profession/service area Develop template Populate template Circulate and finalise Implement orientation plan Evaluate compliance 2. Develop a documented mandatory and competency based framework. Include profession specific and board requirements 3. Develop a documented generic Allied Health career development framework template, which includes best evidence based practice. 4. Develop a standard Allied Health application procedure for internal and external training and development. 5. Develop the Allied Health intranet page as a source of AH training and development information. 1. All new staff complete an orientation programme to: Allied Health services Profession/service area 2. All staff have completed mandatory training and required competencies for their role, in accordance with their professional board requirements. 3. All professions/services will use the career development framework to identify what their profession/service needs are. All staff will use the career development framework to identify what their individual needs are. 4. All training and development applications will be completed using the standard and agreed Training & Development 3 years

4 Training and Development All Allied Health have access to the expertise within Waikato DHB division. 1. Identify AH professional/service expertise. 2. AH training and development planned internally will be offered interprofessionally as appropriate via the AH Intranet Training and Development page. 3. Develop relationships with key training and development stakeholders eg: tertiary sector, Nurses, Midwifery division, Midland Regional Training Network, and Health Workforce NZ. AH division staff will deliver interprofessional education. AH division staff will be able to attend interprofessional education. AH Intranet Training and Development page will be updated and maintained. AH will have identified and documented experts in generic and specialist AH competencies. AH has affiliation to relevant internal DHB and external training and development groups/sectors. Training & Development

5 Productivity, Effectiveness and Efficiency All Allied Health services record relevant, standardised objective patient activity data 1. Develop standardised data inputs and outputs rules for contacts and clinics in IPM, which is compatible with Health Round Table reporting. 2. Develop a standardised training package for ipm data which is aligned to the input and outputs rules. 1. AH staff enter data in a consistent and standardised manner. 2. AH service delivery and planning reflects AH patient activity data analysis. Data Intelligence 3. To ensure Allied Health specific patient data activity training is accessible for staff. 3. AH data reports enable benchmarking with Health Round Table facilities 4. All Allied Health staff have access to the Allied Health specific patient data activity training package.

6 Productivity, Effectiveness and Efficiency Allied Health will use patient activity data to produce reports that enable our professions and service areas to benchmark, plan and inform service provision. 1. To jointly develop with Information Services and Business Analysts a standard, accurate and comprehensive monthly report of all patient activity for professions/service areas. 1. The monthly reporting process for all patient activity for a profession/service area is implemented and used for benchmarking and service provision in a consistent manner. Data Intelligence

7 Productivity, Effectiveness and Efficiency Allied Health staff contribute to effective and efficient services through improved patient outcomes. 1. To develop an agreed set of quality governance standards for: a) service/professional areas and b) patient outcomes. 1. Evidence that staff have contributed to effective and efficient services through improved patient outcomes. 2. All quality governance standards set are adhered to. Allied Health Clinical Governance Forum

8 Allied Health Profile To raise the profile of AH services in the Waikato to current and potential service users 1. Promote Allied Health professions and services offered at Waikato DHB. 2. Establish AH intranet and internet page 3. Create AH profiling videos for display on intranet/internet and display TVs within Waikato DHB sites and PHO sites. 4. Ensure all services have standardised profession specific profile posters 5. All services to explore advertisement to service users User friendly intranet and internet site Profiling videos visible in Waikato DHB and PHO sites All services have service and profession specific profiling material available All services represented at Waikato DHB Workchoice days Workforce (Emma Jane lead) 6. To establish an AH awards event highlighting key achievements of staff AH awards event is established as a regular event and achievements published. 7. All inpatient AH services provide regular orientation to rotating medical staff. 8. Identify opportunities Ward AH orientation program is established for rotating medical staff. Agreed date for presentation to RMO s & 9. Each service has current entry/exit criteria that is visible on the intranet/internet, including hours of services offered. Visible entry/exit criteria for all AH services Increase percentage of appropriate referrals

9 10. That AH utilises a regular Grand Round slot to profile new service initiatives with set presenting criteria That there is a regular platform for services to promote new initiatives.

10 To further develop the effectiveness of a two way partnership between GPs and AH 1. Identify discrepancies between external referrer s expectations and allied health service provision. Defined discrepancies Assistant Manager Commence 1 July Develop and implement strategies to address discrepancies Plan to address discrepancies Increase percentage of appropriate referrals 3. Submit summer studentship proposal to undertake above research. November Invite external referrers and practice nurses to attend community Interdisciplinary team meetings All external referrers referrals to AH are to the right service, first time 30 June All allied health services circulate patient exit/entry criteria to PHOs 30 June Investigate viability of allied health telephone advice lines as a point of contact 30 June AH to provide input into all relevant Map of Medicine pathways

11 Benchmark current AH provision in early supported discharge (ESD) for stroke in Waikato DHB, against international and national best practice. 1. Literature review of international and national best practice 2. Collate qualified AH staff contact data for Waikato START services. 3. Identify discrepancies between current Waikato AH START contacts and best practice recommendations 4. Submit summer studentship proposal to undertake above research. Investigation completed and recommendations defined Assistant Manager 30 June 2015

12 Objectives carried forward from Allied Health plan 2013/2014 Priority Objective Action(s) s Clinical governance Contribute toward Health Waikato falls prevention strategy Staff provide falls prevention advice as appropriate to clients at risk Falls programmes are demonstrated to be in place and evaluations show benefits to client health outcomes Targeted group work and on-to-one falls prevention education and interventions are established as routine practice Assistant Manager 30 June 2015 Clinical governance Explore options for implementation of malnutrition screening at Waikato Hospital Benefits identified Management support provided to the project Staff are trained and provided with the necessary resources for screening Appropriate wards identified Appropriate patients screened as per protocol Assistant Manager 30 June 2015 Clinical governance Develop and implement a competency package for multi disciplinary team prescription of community service equipment and supply (CSES) loan equipment Understanding of current practices in rural and community services and patient risk Established competency training package in place and available for completion by existing and new staff members. Assistant Manager 30 June 2015 Workforce New ways of working Streamlined care Develop a model of care for unregulated support staff with the Older Persons Rehabilitation (OPR) environment to align with OPR service needs Defined roles, function and accountability for unregulated staff in OPR Defined roles and accountabilities for supervision of unregulated staff by regulated staff. Patient functional rehabilitation requirements met Assistant Manager 30 June 2015

13 Objectives carried forward from Allied Health plan 2013/2014 Priority Objective Action(s) s Workforce Financial Develop and implement an allied health training and education plan Allied health staff supported to participate in Waikato 2014 national allied health scientific and technical conference Training and education needs of all staff captured Plan details financial and service needs to meet training and education requirements of allied health and support staff in their clinical and / or professional area of work Training & Development 30 June 2015 Workforce Explore options for, and where relevant develop business cases for extended positions to grow clinical expertise and excellence scope and advanced practitioner Benefits to Health Waikato identified Business case for extended scope and / or advanced practitioner roles developed CASP Merit Step exemplars levels 8-13 are defined and aligned with national agreed expectations of practice Manager 30 June 2015 New ways of working Streamlined care Implement new ways of working to streamline service delivery Reduce did-not-attend (DNA) rates in rural areas Increased access to skilled allied health staff across Health Waikato to deliver patient care. Complete CDC admin project. Assistant Manager December 2014 New ways of working Streamlined care Clinical governance Chronic conditions Establish the integrated care pathway for vascular amputee clients in acute, rural and community practice Clinical pathway documentation available Audit progress and health outcomes against clinical pathway Consistent care and improved patient flow is evidenced through audit Improvement in quality of treatment provided Assistant Manager 30 June 2015

14 Objectives carried forward from Allied Health plan 2013/2014 Priority Objective Action(s) s Rural Streamlined New ways of working To develop shared-care and clinical teaching model in Burns and Scar Management at Tauranga Hospital, Bay of Plenty DHB Shared care and clinical teaching contract agreed, funded and implemented Sustainable model of care is established post 6 month review Clinical Leader, Hands Burns and Scar Management September 2014 Rural Streamlined care New ways of working Financial Implementation of an Allied Health integrated model of care with in primary health care (social work and dietetics) Services levels achieved Reduction in secondary admission rates for specified chronic conditions. Evaluate success of implemented model of care for long term conditions. Assistant Manager 30 June 2015 Chronic conditions Clinical governance Develop clinical practice guidelines and training resources for paediatric allied health clinicians to guide therapeutic management of: a) Down Syndrome in pre-school children b) Children and young people with Cerebral Palsy Consistency in clinical practice Current evidenced based therapeutic management reference for all allied health professionals Resource for junior clinicians. Documents to be reviewed by occupational therapist practicum student. Assistant Manager 30 June 2015 Clinical governance Evaluate the impacts of allied health service delivery to patients accessing the Waikato Hospital Emergency Best practice guidelines published for allied health practitioners Evidence of benefit to client and Waikato Hospital patient flow and 6-hour health target Assistant Manager December 2014

15 Objectives carried forward from Allied Health plan 2013/2014 Priority Objective Action(s) s Department and Short Stay Unit