Cliché 1 - The Burning Platform
Do you have a true
platform for change? We were literally on fire
What was the NSW Burning Platform?
!  COAG reform council
2012 report
!  MyHospitals website
snapshot
!  Media articles /
...
•  We could no longer continue with the status quo.
•  Decision was made to take a different approach.
•  Transformational...
Cliché 2 - Get your ducks in a row.
These ducks? We prefer these ones
Too often we
commence change
without doing this
first
What we did to get the ducks in a row –
Hard Influencing Tactics
•  Silent authority - Request from authority with
legitim...
Cliché 4 - Connect the Dots
!  Local Health Districts
are constantly
bombarded with
requests from multiple
NSW Health agen...
What we did to connect the dots – Hard
Influencing Tactics
•  Information control - Control of key information to drive ch...
Cliché 4 - Competition is Healthy
As long as it drives
collaboration
What we did to encourage collaboration &
healthy competition - Soft Influencers
•  Persuasion - Present facts, logical arg...
Cliché 5 - The carrot and stick.
•  Impression management - Shaping a
new public image through our results
and publicly ac...
A clear Communications Strategy is key
!  Working together to provide the
right healthcare for people in
NSW every day
!  ...
Newsletter Case
studies
Find ways to get the success out there.
WOHP LHD trajectory
Hospital
Snapshot
•  ED
•  Ambulance
•  Inpatients
•  Quality &
Safety
•  Patient
Flow
We utilised a subject matter expert involved in
the transformation of Royal Perth Hospital
We had our own expertise within NSW that had
a history of leading performance improvement
So what have we achieved?
• Gosford
• Hornsby
• Liverpool
• Nepean
• Orange
• Prince of Wales
• Westmead
• Bankstown
• Broken Hill
• Campbelltown
• ...
NSW ED Presentations are currently
increasing at 3% per year
170000
180000
190000
200000
210000
220000
230000
Jan Feb Mar ...
Our total NEAT for 2013 was 70.8%
(target 71%)
50
55
60
65
70
75
80
January February March April May June July August Sept...
We reported admitted & non-admitted NEAT
separately at State level
20
30
40
50
60
2012
2013
2014
50
60
70
80
90
2012
2013
...
In 2013 we were the best performer against
target in the COAG Reform Council report
What was the impact of improved NEAT on
our patients?
From January to December 2013
158,000 more patients
(compared with t...
2014 Areas of focus
!  Connecting the sector
• State-wide communications
• One point for reference material
• Joint implem...
Transformational Leadership
Through the strength of their vision,
personality and behaviour,
transformational leaders are ...
Courtesy
Respect for and consideration of self and others = Politeness,
Humility
Integrity
A firm code of moral and ethica...
STRATEGIC DIRECTIONS STRATEGIES PROJECTED
OUTCOMES
THE CONTINUUM OF CARE
WE WILL:
" Provide clients with chronic illness a...
“The right attitude and
capability, eats methodology
and strategy for breakfast.”
Cliché 6 – Culture eats strategy for
bre...
Thank you for listening,
reflecting and sharing.
Luke Worth, NSW MInistry of Health - Improving NSW Access to Care One Cliché at a Time
Luke Worth, NSW MInistry of Health - Improving NSW Access to Care One Cliché at a Time
Upcoming SlideShare
Loading in …5
×

Luke Worth, NSW MInistry of Health - Improving NSW Access to Care One Cliché at a Time

585 views

Published on

Luke Worth delivered the presentation at the 2014 Emergency Department Management Conference.

The 2014 Emergency Department Management Conference explored areas such as how to improve access to care, clinical redesign, NEAT compliance, patient flow, point of care testing, geriatric care, and enhance the performance of Emergency Department.

For more information about the event, please visit: http://bit.ly/edmanagement14

Published in: Health & Medicine
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
585
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
19
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Luke Worth, NSW MInistry of Health - Improving NSW Access to Care One Cliché at a Time

  1. 1. Cliché 1 - The Burning Platform Do you have a true platform for change? We were literally on fire
  2. 2. What was the NSW Burning Platform? !  COAG reform council 2012 report !  MyHospitals website snapshot !  Media articles / headlines !  Department of Premier & Cabinet remediation plan 3 NSW Hospitals in the bottom 2 NSW Hospitals in the bottom 2 NSW Hospitals in the bottom 1 NSW Hospital in the bottom
  3. 3. •  We could no longer continue with the status quo. •  Decision was made to take a different approach. •  Transformational Leadership was required to drive sustainable change. February 2013 •  Focus on communication, engagement and influencing tactics to bring about behavioural change. •  Strategy was to use a combination of influencing tactics supported with robust communication initiatives to maximise penetration across NSW Health.. The Whole of Hospital Program was created – “Improving access to care”.
  4. 4. Cliché 2 - Get your ducks in a row. These ducks? We prefer these ones Too often we commence change without doing this first
  5. 5. What we did to get the ducks in a row – Hard Influencing Tactics •  Silent authority - Request from authority with legitimate power. Minister and Secretary of Health •  Assertiveness - A strong vocal authority with coercive powers to influence and control of the consequences of non-compliance. Ken Whelan Deputy Secretary - Executive Sponsor
  6. 6. Cliché 4 - Connect the Dots !  Local Health Districts are constantly bombarded with requests from multiple NSW Health agencies. !  All agencies have potentially conflicting priorities – finance, performance, clinical safety
  7. 7. What we did to connect the dots – Hard Influencing Tactics •  Information control - Control of key information to drive change through “social proof” by sharing what others do when provided the same challenge. Weekly performance snapshot showing a combination of information from various services •  Coalition formation - Form a broad based coalition to advocate for the new set desired behaviours. Groups for program Clinical Leads, Master Classes, website information •  Upward appeal - Keep it relevant to our organisational values and goals. Collaboration, Openness, Respect and Empowerment. Our organisational goals can be seen in everything we do
  8. 8. Cliché 4 - Competition is Healthy As long as it drives collaboration
  9. 9. What we did to encourage collaboration & healthy competition - Soft Influencers •  Persuasion - Present facts, logical arguments and emotional appeal to change attitudes. WOHP weekly snapshot data, information on hospital/LHD solutions shared in WOHP newsletter and local trajectories •  Ingratiation - People with similar experiences who have been in the business building shared knowledge based relationships. Linking Hospitals with experts to help them achieve their goals
  10. 10. Cliché 5 - The carrot and stick. •  Impression management - Shaping a new public image through our results and publicly acknowledging those who were responsible. Ensuring the Minister is able to report on results and getting this in the media. •  Exchange - The promise of benefits for collective and individual achievements. 25 point-of-care ultrasound machines purchased for those who had demonstrated significant performance improvement.
  11. 11. A clear Communications Strategy is key !  Working together to provide the right healthcare for people in NSW every day !  Health service ownership and leadership to improve and sustain access to care !  Development of local skills and capacity for organisational change !  Improving partnerships and connectivity at system and local levels WOHP Communications Goals We value our patients’ time We value staff involvement We all have our part to play Action today for tomorrow’s solutions
  12. 12. Newsletter Case studies
  13. 13. Find ways to get the success out there.
  14. 14. WOHP LHD trajectory
  15. 15. Hospital Snapshot •  ED •  Ambulance •  Inpatients •  Quality & Safety •  Patient Flow
  16. 16. We utilised a subject matter expert involved in the transformation of Royal Perth Hospital
  17. 17. We had our own expertise within NSW that had a history of leading performance improvement
  18. 18. So what have we achieved?
  19. 19. • Gosford • Hornsby • Liverpool • Nepean • Orange • Prince of Wales • Westmead • Bankstown • Broken Hill • Campbelltown • Canterbury • Coffs Harbour • Dubbo • Goulburn • John Hunter • Lismore • Port Macquarie • Royal North Shore • Royal Prince Alfred • The Tweed • Wagga Wagga • Wollongong • Wyong • Bathurst • Bega • Blacktown • Calvary Mater • Children’s Westmead • Concord • Fairfield • Griffith • Maitland • Moruya • Mount Druitt • Queanbeyan • Shellharbour • Shoalhaven • St George • St Vincent’s • Sutherland • Sydney Children’s • Tamworth
  20. 20. NSW ED Presentations are currently increasing at 3% per year 170000 180000 190000 200000 210000 220000 230000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2012 2013 2014 *Note: based on 110 facilities with complete data in 2012/13/14
  21. 21. Our total NEAT for 2013 was 70.8% (target 71%) 50 55 60 65 70 75 80 January February March April May June July August September October November December 2012 2013 2014
  22. 22. We reported admitted & non-admitted NEAT separately at State level 20 30 40 50 60 2012 2013 2014 50 60 70 80 90 2012 2013 2014 NSW Admitted NEAT NSW Non-admitted NEAT
  23. 23. In 2013 we were the best performer against target in the COAG Reform Council report
  24. 24. What was the impact of improved NEAT on our patients? From January to December 2013 158,000 more patients (compared with the same period in 2012) received the care they needed to either get home or into a hospital bed within 4 hours
  25. 25. 2014 Areas of focus !  Connecting the sector • State-wide communications • One point for reference material • Joint implementation across Pillars, Ministry and other agencies • Master classes • Inter district collaboration • Working with Subject Matter Experts • E-learning tools • Coaching !  Local capability development • LHD not facility focus • Assistance with data reporting • Implementation of Program Leads • Timeline studies • Models of care !  LHD/facility support and performance monitoring WOHP moves to ‘Whole of System’ Approach
  26. 26. Transformational Leadership Through the strength of their vision, personality and behaviour, transformational leaders are able to inspire followers to change expectations, perceptions, and motivations to work towards common goals.
  27. 27. Courtesy Respect for and consideration of self and others = Politeness, Humility Integrity A firm code of moral and ethical values = Honesty, Loyalty Perseverance Continued effort to do something even if it is difficult = Dedication Self control Having control over your own impulses, emotions, and acts = Patience, Discipline Indomitable Spirit Having the right attitude and keeping inner strength regardless of winning or losing – not allowing your principles to be broken, defeated, or conquered = Bravery, Courage Tenants of Tae Kwon Do
  28. 28. STRATEGIC DIRECTIONS STRATEGIES PROJECTED OUTCOMES THE CONTINUUM OF CARE WE WILL: " Provide clients with chronic illness alternatives to hospital care by creating partnerships with community services to ensure our clients are cared for in the most appropriate environment. Together we will build a model of care to support continuity of services and progress to a wellness model for people with chronic illness. " Provide professional support and advice to all facilities to create professional networks. " Develop models of care across all facilities to reflect our ‘Continuum of Care’ philosophy. " Develop culturally appropriate health services for the Indigenous community we serve. EVIDENCE BASED PRACTICE WE WILL: " Consistently provide safe, high quality patient/ client care and develop our workforce to have the appropriate skills to perform in the changing health environment. " Our, clinical and non-clinical business decisions will be based on accurate information and consistent management practice. THE MOMENT OF TRUTH WE WILL: " Deliver, develop and support the workforce our District needs today and into the future. " Every time our consumers interact with our organisation it will be a respectfully and professional encounter. " Our respect and professionalism with consumers will be reflective of the positive, professional and respectful manner in which staff interact with each another. EXAMPLE
  29. 29. “The right attitude and capability, eats methodology and strategy for breakfast.” Cliché 6 – Culture eats strategy for breakfast. This is our new Cliché
  30. 30. Thank you for listening, reflecting and sharing.

×