Transcript Slide 1
DHB Outcomes Leaders Day: Working with DHBs to develop an information savvy workforce Mental Health and Addiction Sector – is this the state of the nation? ‘recovery’ supporting clear entry, treatment and discharge Promotion of independence not reliance on services Less people staying in services for any length of time Less people staying in acute beds DHBs using information to make decisions to support ‘recovery’ Are outcomes as good as they can be though? Te Pou’s role in working with the sector Working with DHBs, NGOs & PHOS to: Improve performance – measure client and service outcomes Increase efficiency – identify gaps and analyse data Assist services to meet needs – workforce development effective services To be ‘systems’ focused we also…. Work with professional bodies, education providers and tertiary training institutions, ITOs Work with Government agencies Influence the education curriculum and system Influence successful completion of education to impact positively on employment Meet agreed national targets and priorities Undertake advocacy Better outcomes for Tangata Whaiora and Whanau Our intent with the work we do Products informed by, and tailored to, sector needs Innovative and creative delivery of products Integration of research, information and workforce development to respond to need Pioneering and navigating new ways of working Leading systems change to improve service performance Desired Outcomes in working with you a) Identify research, information and workforce needs and; b) Decide how best to intervene in the ‘system’ in ways that might enhance organisational performance The potential for confusion What doesn’t get measured doesn’t get managed Problems: •Harm •Poor outcomes NB: The hospital value based purchasing model that is proposed for the USA in 2013, includes a ‘patient experience of care’ rating that contributes 30% towards the total performance score for the organisation. Source: Modified version of ‘The Triple Aim’ by the Institute for Healthcare Improvement at http://www.ihi.org/IHI/Programs/StrategicInitiatives/IHITripleAim.htm Problems: • Access issues • Mismatch between those who need services and those who receive services • Disparities • Failure to prevent illness Problems: •There is wide, unwanted variation in service delivery •Failure to maximise value •Few mechanisms exist to incentivise efficient and effective service delivery models •It is difficult to disinvest in services. How do we make sense of all this? By linking KPP and HoNOS data you can get a fuller picture of input and outcome Generally, Health planning systems provide estimates of the quantity of services required to meet the estimated needs of a population Knowing the People Planning (KPP) is a practical way to find out if the actual needs of the actual people being treated are being met, by linking to symptom severity data you get a fuller picture of ‘are people in the right service’ The order of things? Start with client demographics/needs Consider who is needed to work with local populations Analyse how this is going Have we got the workforce to deliver best to people’s needs? Are there barriers preventing ‘recovery’ Workforce development is critical to address issues Lets get real – what all services and workers should be doing Lets get real ‘enablers’ help services identify strengths, gaps and enable workforce planning Skills Matter provides access to training for allied health and nursing Scholarships for pacific and disability workforce growth Programmes for improvement Leadership development Conclusion… By demonstrating that local needs base planning is practical and possible, we can rely less on guidelines and estimates You can compile a quantified assessment of actual unmet need Sometimes its about reconfiguring what you already have not asking for more which can add to further confusion Address the workforce and organisation required to deliver the most effective services Service user need is the guiding light for action