Project Plan - parliament.qld.gov.au€¦ · \\Qldhealth\.gc-cl1_data15.gch.gc.sth.health\GCHHS...

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I

Project Plan Optimising Staff Engagement & Patient Safety

Mental Health & Specialist Services March , 2016 Draft V4

Prepared by:

Title:

Todd Beyers

NNursing Director

Tabled

Incorporated, by leave

Clerk at the Table:

Business area: Mental health & Specia list Services

Tabled, by lea\·e

Address: F Block, Gold Coast University Hospital, Southport, OLD 4215

Phone: 0437 187 710

Email: [email protected]

Gold Coast Health Building a healthier community

~Queensland ~ Government

Document details

If you have any questions regarding this document or if you have a suggestion for improvements, please contact:

Contact officer:

Title:

Phone:

Email:

File path

Todd Beyers

A/Nursing Director

0437 187 710

[email protected]

Click in the file path below and press F9 to update, once the document is finalised.

\\Qldhealth\.gc-cl1_data15.gch.gc.sth.health\GCHHS Strategy and Service Planning\1 . Project Management Office\Communication\Project Methodology\Templates and guidelines\Templates and guidelines\Project plan template v0.2.doc

Version history

The version history table is useful while the document is in draft. Once the document has been finalised and approved, delete all rows except the row with the latest version number (usually 1.0).

If an approved document is later updated, update the version history table.

Version Date Changed by Description - -·-- --

0.1 17/3/16 Todd Beyers Initial draft

0.2 22/3/16 Diana Grice I Development and enhancement of Initial Project Draft

0.3 29/3/16 Todd Beyers Changes prior to being sent for initial Diana Grice feedback and consultation

0.4 31/3/16 Karlyn Incorporating external validation, review and Chettleburgh evaluation into the Project Plan. Diana Grice Todd Beyers

Copyright© Gold Coast Hospital and Health Service 2015

Copyright protects this publication. Except for purposes permitted by the Copyright Act, reproduction by whatever means is prohibited without the prior written permission of Gold Coast Hospital and Health Service. Enquiries should be addressed to the Chief Executive, Gold Coast Hospital and Health Service.

Commercial-in-confidence

This document may contain commercial-in-confidence information. The document has been produced for the sole use of Gold Coast Hospital and Health Service, and should not be provided to external organisations without the written approval of the Chief Executive, Gold Coast Hospital and Health Service.

Moral rights

Gold Coast Hospital and Health Service acknowledges the work by staff in preparing this document:

• Todd Beyers

<Optimising Staff Engagement & Patient Safety> Project Plan 2

• Diana Grice

• Karyln Chettleburgh

• Documentation and input provided from the ICU project

Document sign off

The following officer has recommended this document

Name:

Position:

Todd Beyers

NNursing Director

The following officer has supported this document:

Date:

This should be the appropriate line manager or Project Management Office.

Name: Diana Grice

Position: Director of Nursing

Signature: Date:

The following officer has approved this document:

This should be the Project Sponsor.

Name: Karlyn Chettleburgh

Position: General Manager MH&SS

Signature: Date:

Distribution

This document is distributed to the following groups:

Title

MHSS QNU & Leadership Group

Nursing and Midwifery Consultative Forum

MHSS Divisional Governance Committee

<Optimising Staff Engagement & Patient Safety> Project Plan

Action

For Review & Feedback



3

Related documents

The following documents are related to this Project Plan: Insert document names


Contents

Click anywhere in the table of contents and press F9 to update the fields.

1 Project definition ............. ... ................................................. ..... ................................ 6 1.1 Background .................................................................................................................................................. 6

1.2 Objectives .......... ........................... ............. .... .. ......... .... ....... ....................... .................................................. 7

1.3 Key performance indicators (KPls) ................................................................. ... ........................................... 9

1.4 Scope ....... .... ...... ...... .... ...... .. .... ........................................... .. .............. .................................................. ...... .. 9

1.5 Assumptions .......... ................ ................. ................. ................. ...... .... .......... ............ ........ ....... ............. .. .. .. 10

1.6 Constraints ........ ........ ................... ......................... ........ ......... ........ ........ ................. ............................. ...... 10

1.7 Dependencies .......... .................... .. ....................... .. ......... ......................... .............. .......... .. .. ... ........... ........ 10

2 Project milestones and requirements ........................ .. .. .......... .. ........... .. .............. 10

2.1 Key milestones ........................................................................................................................................... 10

2.2 High level key deliverables .... ...................................... ............................................................................... 12

2.3 St ra tegy and approach .............................................................................................................................. . 13

3 Business case ................... .. ........... .. ................. ..................................... ... .............. 15

3.1 Pre-approved business case ................... ...................................... .. .. ............... .. .... .. ................................... 15

3.2 Overview of Benefits and Risks ..................... ................... .......... ........ ................. ....................................... l S

3.3 Costs ... .... .. .............. .. ............. ...................... ....... ........ .................... .. ............... .. .. ........................ .... ........... 17

4 Project resourcing ........ .................. ...................................................... ........... ....... 17

4.1 Resourcing breakdown ........................ ... ............................................. ... .. ................ .............. ............ ........ 17

5 Project organisation ........... ..................................... ... ............... .. ...... ..................... 19

5.1 Project structure ........................................................................................................................................ 19

5.2 Project St eering Committee ............ ...................................................................................................... ..... 20

5.3 Project reporting and cont rols ................................................................................................ .......... ........ . 21

6 Project risk management .................. ................ .. ......................... ..... .. .... .. ............. 23

7 Project schedule .............. .... .. ...... ..... ............ .. ................... .... ..... ............ .... .. .......... 24

8 Communications and Engagement ................ .. ........................... ... .. .... .. ........ ....... 25

8.1 St akeholder identification and assessment ............ ........ .............. ...... ....................................................... 25

8.2 Change management approach ....................................... .. ............... ......................................................... 28

8.3 Communicat ion action plan ....................................................................................................................... 30

<Opt imising St aff Engagement & Patient Safety> Project Plan 5

1 Executive Summary

In line with the Queensland government's commitment to providing health services that are focused on patients and people (which has been articulated in The Blueprint for Better Healthcare in Queensland) Gold Coast Health is committed to providing a safe, accessible and responsive health service. Part of achieving this commitment is to ensure a sustainable clinical and non-clinical workforce by aligning workforce supply with demand. Of particular concern is the nursing workforce with workforce planning projections showing that demand will exceed supply in the medium to long term across Australia . Combine this with increasing Gold Coast population health trends, poor retention rates and an ageing nursing workforce and inability to fully recruit to Mental Health specialist clinical positions there is a significant and imminent nursing shortfall. This poses a major risk to the organisation.

2 Project definition

2.1 Background

There are 150 specialist mental health inpatient beds within Gold Coast Hospital & Health Service. These beds are located at Gold Coast University Hospital and Robina Hospital. Over the coming two years there is planned further expansion of acute inpatient beds with the commissioning of the Orchard Unit which includes specialist Mother and Infant beds and future planning for a Secure Mental health Rehabilitation Unit (SMHRU).

In addition to this there is a focus on ensuring that contemporary mental health care is provided within each inpatient unit and that the model of service is consistent with State wide Models of Service and the Clinical Services Capability Framework.

With the locking of Acute Adult Mental Health units 2 years ago we may now be seeing the emergence of cultural issues associated with restrictive practices.

Compounding this is the increase in demand on services which requires shorter length of stay in order to ensure bed availability and the overlay of patients with complex presentations including serious drug and alcohol intoxication and associated behaviours.

To support improved safety and to a focus on the therapeutic milieu we have recently commenced the introduction of Safewards.

To ensure that the Project meets its objectives a research and evaluation framework has been incorporated into the project. All stages I milestones of the Project will be reviewed in partnership with the Queensland Nurses Union and endorsed at the following internal committees:

• MHSS Senior Nursing Leadership and Queensland Nurses Union Committee • Gold Coast HHS Nursing and Midwifery Consultative Forum • MHSS Divisional Governance Committee

In addition to the above outlined internal validation and quality assurance strategy the Project Sponsor will engage external independent expertise to review each of the project documents and the Projects Stages I Key milestones. This external expertise will be focused on ensuring all opportunities have been considered and explored and to provide expert input to the project. They will also be engaged to complete an evaluation report at the conclusion of the Project.


:

2.2 Objectives

The objective of the Optimising Staff Engagement and Patient Safety Project is to work collaboratively with the Queensland Nurses Union to actively identify solutions to enhance staff engagement, staff culture and patient safety. This will be done in line with the GCHHS vision, purpose and values.

Project objective Critical success factors Relevant strategic objective

Clear model of service • All staff are aware of • Provide access to safe and and understand the high quality healthcare Queensland MOS Delivering Quality frontline • (where applicable)

services

• The Service Profiles reflect the state-wide MOS (where applicable)

• There is a well-defined therapeutic program available to mental health inpatients that supports recovery

Workforce • Identify current staff • Delivering Quality frontline vacancies and services develop recruitment • Provide access to safe and strategy high quality healthcare

• Improved retention of staff

• Sick Leave reduction <3%

• Achieve and maintain Mandatory Training Standards

• Reduce the use of Overtime

• Develop a 12 month plan to eliminate the need to use Agency nursing workforce

• Review and develop workforce development program

• All staff are aware and have provided feedback in relation to the SPF Service


Profile and associated Resource allocation.

• Clarify the development and education needs of the inpatient workforce

Improve Staff Engagement • Develop strategy to • Value and empower staff improve staff • Increased transparency engagement with a bottom up approach

• Implement strategy and measure impact on staff engagement

• Establ ish action groups to look at how each unit runs operationally to support clear expectations and consistency

• Themes from Workload Management Forms identified and managed

Improve Patient Outcomes & • Reduction in Injuries • Value and empower staff Safety sustained by the • Increased transparency

workforce

• Reduction in PRIMES across the inpatient units

• Understanding of trends in relation to incidents that occur across the inpatient units

• Review and understand recommendations from recent HEAPS and RCA's

• Reduction in AWOP's across the inpatient units


--

Environment • Understand • Delivering Quality frontline limitations of the services physical environment • Provide access to safe and

• Manage and/or high quality healthcare mitigate identified risks

• Ensure there is a clear process for identifying and escalating new risks

• Ensure there is a process for safe environment management (Eg. Environmental checks, Hazard ID Checklist)

Review current Processes • Streamline processes • Value and empower staff and systems to • Use resources wisely reduce duplication

• Identify improvements in relation to IT systems

• Standardise administrative and clinica l processes

2.3 Key performance indicators (KPls)

Project KPI How will it be measured?

All inpatient units will be at 100% staff Resource Allocation comparison with each occupancy by June 30, 2016. inpatient units Position Occupancy Report

Target >80% permanent staff <20% temporary staff

Improvement in Staff Satisfaction Pre and post Survey Analysis

Staff will have a sustainable process for Issues raised will have visibility through the raising concerns/Issues monthly QNU /Senior Nursing Leadership

meeting and relevant unit level meeting.

2.4 Scope

The optimising staff engagement and patient safety project is focussed on the mental health inpatient units of Gold Coast University & Robina Hospitals.


2.4.1 Inclusions

• Review of workforce data and development of a recruitment plan within the Action Plan

• Development of a staff engagement strategy and facilitate implementation of developed Action Plan

• Communication to staff and patients around the changes.

2.4.2 Exclusions • Other teams within MHSS are not in scope for this Project at th is time

• Day to day operational management

• Individual Staff management

2.5 Assumptions

• Project team will be available for the length of the whole project.

• The available data will be available to provide information on current state to support desired future state

• Participation and engagement with inpatient staff

• Participation and engagement with the Queensland Nurses Union and Representatives

2.6 Constraints

• Project must be delivered by 30 June 2015 or funding received through the business case will no longer be available.

• External evaluation will commence on July 151, 2017 and will require separate funding from

that already allocated for this Project

2. 7 Dependencies

• The Action Plan that will be developed and implemented as a part of this Project will require ongoing review and implementation after the Project has completed therefore engagement and participation of the MHSS Leadership is integral.

• Budget allocation for MHSS is consistent with previous years.

3 Project milestones and requirements

3.1 Key milestones

The table below lists the milestones for this project, along with their estimated completion timeframe.

<Optimising St aff Engagement & Patient Safety> Project Plan 10

Phase Milestone Estimated Completion Date

Initiate Project Initiated March 15th, 2016

Project Plan is developed April 5th 2016

and tabled at QNU Nursing Leadership meeting, NMWCF, MHSS Divisional

April th 2016 Governance committee.

Brief Independent April t h 2016

Expertise.

Project Plan submitted for review by Independent Expertise engaged by Project Sponsor and feedback provided.

Plan Project Working Groups April 181h 2016

established

Completion of a June 5th 2016

Diagnostics Summary Report and Action Plan

Brief Independent June 5th 2016

Expertise.

Diagnostics Report & action Plan submitted for review by Independent Expertise engaged by Project Sponsor and feedback provided.

Execute Implement Action Plan June 2016

Close Handover ongoing June 30th 2016

implementation and sustainability to Service Director and DON

Implementation Report June 30th 2016

Brief Independent Expertise.

Implementation submitted for review by Independent Expertise engaged by Project Sponsor.

Evaluation External evaluation and Commencing July 1st 2016

validation with an estimated completion date of August 31 st, 2016.


3.2 High level key deliverables

Deliverable Target date Key dependencies

Completion of a Summary of May 2016 to be endorsed • Engagement of key Key Issues identified through June 5th, 2016 stakeholders planning phase (Diagnostics

• Access to required data Report)

and reports

Development of an Action May 2016 to be endorsed • Engagement of key Plan addressing key issues June 5th, 2016 stakeholders identified (Solution Design

Support from the • Report) QNU/Nursing Leadership Meeting, NMWCF and MH&SS Divisional Governance Committee

Implementation Report June 30th 2016 • Status of actions provided to hand over to operational management

3.2.1 Key project documentation

Project Stage - Key milestone Target date

Communications plan April i h 2016

Diagnostics Summary Report June 5th 2016

Action Plan June 5th 2016

Implementation Report June 30th 2016

3.2.2 Project Validation, Methodology Review and Evaluation

Project Stage Target Date for Submission

Project Plan & Communications Plan March 31 st 2016

submitted for validation and review

Diagnostics Summary Report June 5th 2016

Action Plan June 5th 2016


I Implementation Report I June 30th 2016

3.3 Strategy and approach

The Optimising Staff Engagement & Patient Safety Project is utilising a multi-faceted approach to identify issues and solutions. MHSS are committed to working collaboratively with the MHSS inpatient unit staff to proactively identify and manage any unresolved issues.

The Project will utilise Project Management methodology utilising 5 phases:

1) Diagnostics

2) Solution design

3) Implementation,

4) Project closure and handover

5) Evaluation

The following data sources will be utilised to provide data to guide the Project:

• Eroster

• Position Occupancy Reports for each inpatient unit

• Agency I Overtime usage summaries

• Sick Leave Usage Summaries

• Injury I Workcover data

• Business Planning Framework Documents for each inpatient unit

• Workload management reporting forms completed for the period 1st January, 2015 -December 31 st, 2015

• PRIME Data January for the period 1st January, 2015 - December 31 st, 2015

• AWOP Data forthe period 1st January, 2015 - December 31st, 2015

• A-Tracker Mandatory Train ing Reports

• Monthly Audits

• YES Survey Results

• BPA Survey Results

In addition to accessing data and systems as listed above the Project will also utilise the following strategies to identify systems issues and opportunities for improvement:

<Opt imising Staff Engageme nt & Patie nt Safe ty> Project Pla n 13

Analysis Option one - do nothing Option two - undertake project

Approximately $40 000

Return on investment Status quo • Engaged staff providing the service

• Reduced vacancies

• Effective roster management


4.3 Costs

See Business Case for a detailed breakdown of costs. Delete this section if there has been no funding allocated to this project.

As per approved Business Case, the following summarises where the funding has been allocated and approximate cost.

Cost centre number: 732400

Approved non-recurrent amount: $40,000

Approved recurrent amount: Nil

4.3.1 Internal order number

An internal order has been created in FAMMIS for this project and the approved cost has been loaded as a budget.

Internal order number:

Budget amount:

Ensure the Internal Order Budget Report is attached to the project plan before submitting. Please see attached the Internal Order Budget Report for details.

5 Project resourcing

5.1 Resourcing breakdown

Role Person Hours allocated Funding Resourcing per week source model

Project Sponsor Karlyn 1 hour per week MHSS Internal Chettleburgh from March 2016

- June 2016

Project Lead Diana Grice 8 hours per week MHSS Nursing Internal from March 2016 - within own - June 2016 budget

Project Todd Beyers 40 hours per week MHSS Nursing Secondment Manager from March 2016 - within own

- June 2016 budget

Service Director Vicki Green 8 hours per week MHSS Nursing Internal from March 2016 -within own - June 2016 budget

N Service Tony Swain 8 hours per week MHSS Nursing Internal

<Optimising St aff Engagement & Patient Safety> Project Plan 17

Director from March 2016 - within own - June 2016 budget

Nursing Staff TBA 2 hours per week MHSS Nursing Internal Representatives from April 2016 - -within own from IPU's June2016 budget


6 Project organisation

6.1 Project structure

The below diagram should detail how the project will be managed and the team structured.

The below titles and structure are purely for example purposes and may need to be modified to suit the project .

• - - - - - - - 1

I I Chief Executive I

I

L - - - - - - _1

,- - - - - - - 1

Gold Coast HHS I 1 Nursing & Midwifery 1 I Consultative Forum

L-------I- - - - - - - 1

I 1 Quality Assurance 1 I I L-------

.- - - - - - - 1

I MHSS Divisional I Governance

I Committee

L-------

Project Sponsor -Karlyn Chettleburg~

Project Manager -Todd Beyers -

Project Ad min

6.1.1 Project Sponsor

-

Team Leads -Representatives frorn

IPU's

The Project Sponsor is Karlyn Chettleburgh, General Manager, MHSS. The Project Sponsor is the project's approving executive and is accountable to the Chief Executive for the delivery of project outcomes.

6.1.2 Project roles and responsibilities

Name Position Responsibility

Karlyn Chettleburgh Project Sponsor Provide operational

General Manager, MHSS leadership, decision-making and engage and communication with senior colleagues about the project.

Diana Grice Project Lead Provide operational guidance

Director of Nursing, MHSS and advice. Supporting Project by engaging and communication with senior


colleagues about the project.

Todd Beyers Project Manager Manage the project on a day-to-day basis, report on progress and manage risks and issues.

TBA Administration Officer Provide general administrative support, provide secretariat duties for meetings, document plans and draft progress reports .

Carol Lewis Queensland Nurses Union Provide feedback in relation to the Project and communicate views of the members as required.

6.2 Project Steering Committee

The Project is being completed under the oversight of the Gold Coast HHS Nursing & Midwifery Consultative Forum and the MHSS Divisional Governance Committee. These committees will meet on a monthly basis.

MHSS are committed to working collaboratively with mental health employees to proactively identify, develop an action plan and manage any unresolved issues that are identified. In order to facilitate this, we are establishing a Mental Health Inpatient Working Party. The working party will consist of representatives from MHSS Leadership and staff representatives from the mental health inpatient workforce at GCHHS.

The MHSS Leadership will be represented by:

• Director of Nursing - Mental Health and Specialist Services (MHSS) • NNursing Director - MHSS • Service Director - Adult & Older Persons Mental Health - Inpatients (MHSS) • Service Director - Child and Youth Mental Health (MHSS) • Nurse Unit Manager Representative - MHSS

The Project Manager will seek representatives from the mental health inpatients workforce to join this working party. An Expression of Interest (EOI) will be distributed to ascertain interest in joining the committee.

This Project provides MHSS Leadership with the opportunity to work with MHSS employees to identify, develop an action plan and implement the action plan to optimise staff engagement and enhance patient safety.

6.2.1 Membership

Name Position

Diana Grice Director of Nursing (MHSS) - Project Lead

Todd Beyers NNursing Director (MHSS) - Project Manager


Vicki Green Service Director - Adult & Older Persons Mental Health - Inpatients (MHSS)

Tony Swain Service Director - Child and Youth Mental Health (MHSS)

TBA Nurse Unit Manager Representative - MHSS

TBA Pandanus - MHSS Mental Health Inpatients Representative

TBA Melaleuca - MHSS Mental Health Inpatients Representative

TBA Robina Acute Young Adults - MHSS Mental Health Inpatients Representative

TBA Robina Acute Adult Mental Health - MHSS Mental Health Inpatients Representative

TBA Robina Child & Youth - MHSS Mental Health Inpatients Representative

TBA Robina Older Persons - MHSS Mental Health Inpatients Representative

TBA Robina Extended Treatment - MHSS Mental Health Inpatients Representative

TBA Robina Extended Rehabilitation - MHSS Mental Health Inpatients Representative

6.3 Project reporting and controls

Approach

Checkpoint reports The Project Manager will present monthly checkpoint reports to the Nursing & Midwifery Consultative Forum and MHSS Divisional Governance Committee

Issue management A separate project issues register will be developed and

An issue has already maintained. (Template available below.)

happened and requires ~ immediate resources to address the outcome. Issues register

t en-plate.xis

Issues will be managed by the team leads and reported to the Project Manager when required.

The Project Manager will escalate issues to the Project Sponsor in a timely manner.

Issues rated high and very high will be reported on in the abovementioned checkpoint reports .

Risk management A separate project risk register will be developed and maintained.

Risks will be managed by the team leads and reported to the Project Manager when required.


The Project Manager will escalate risks to the Project Sponsor in a timely manner.

Risks rated high and very high will be reported on in the abovementioned checkpoint reports.

Risk reviews will be conducted as a minimum on a weekly basis by the Project Manager.

Changes to scope Changes to scope must be approved by the Project Sponsor

Changes to budget/schedule Changes to budget/schedule should be negotiated with (out of agreed tolerances) the Project Sponsor and escalated to the Project Steering

Committee where deemed necessary.

Quality assurance All new structures, systems and processes will be based on research and evidence based practice. All documentation will undergo appropriate consultation with key stakeholders.

The Project Sponsor will engage external expertise to provide quality assurance as required.

Process Methodology and The Project Sponsor will engage external expertise to

Evaluation review each of the Projects Stages I Key Documents and will complete an evaluation report at the conclusion of the Project.

Project team management Weekly stand up meeting with all work team leads.

Weekly meetings with whole project team.

Benefits I KPls management Incorporated in the monthly checkpoint report

Stakeholder management Key players will be engaged in the steering committee. Regular updates will be sent to others identified in the stakeholder analysis.

6.3.1 Tolerances

The following tolerances will apply:

Tolerance Project sponsor

Budget_~~~--~l +_l_-_5~%_o~~~~~~~~~ Schedule +I - 5 %


7 Project risk management

A risk register template is embedded below to record the risks related to the project. Do not record the current and ongoing operational risks here - these should be recorded using the organisation's usual risk processes. Ensure that realistic risk mitigation strategies are identified.

More information on how to rate a risk is available: http://gchweb.sth.health.qld.gov.au/component/gchdocman/task,document.download/id,GOVO 00396.html

~ Risk Register terrplate.xls


8 Project schedule

Other tools (e.g. Microsoft Project) can be utilised to develop a project schedule where available. The below table is for example purposes only.

Strategy/Activity Responsible Approving Officer Officer

Project Sponsorship Project Manager Project Sponsor established

Working Party Project Manager Project Sponsor established

Communications Plan Project Manager Project Sponsor developed

Project Plan endorsed Project Manager Project Sponsor & implemented

Diagnostics Review Project Manager Project Sponsor tabled and endorsed

Action Plan tabled and Project Manager Project Sponsor endorsed

Action Plan Project Manager Project Sponsor Implemented

Evaluation & Closure Project Manager Project Sponsor Report

Monthly Checkpoint Project Manager Project Sponsor Reports tabled

<Optimising Staff Engagement and Patient Safety> Proj ect Plan

24

MA JUN JUL AUG

SEP OCT NOV DEC JAN FEB MAR APR MAY

R E y T

x

x

x

x

x

x

x

x

x x x x

APR

9 Communications and Engagement

9.1 Stakeholder identification and assessment This section identifies the stakeholders relevant to the project, analyses the impact and influence of identified stakeholders and outlines the engagement approach for the GCHHS Project Methodology.

Stakeholder Name Relevance Division I Department

Jane Hancock Chief Gold Coast Operations HHS Officer

Carol Lewis Represent Queensland ative Nurses partnering Union on the Project

- Karlyn Chettleburgh MHSS MHSS

- Dr Kathryn Turner Executive

- Diana Grice

- Simon Langston

Service Directors Operationa MHSS

- Vicki Green I and

- Tony Swain Nursing Leadership for the Service Lines with Inpatient Units

- Angela McGrotty Nurse Unit MHSS

- Taralyn Managers

Sieberhagen

- Thazin Pyone

- Michael Fishwick

- Scott Calvird

- Chris Graham

- Nicola Hughes

- Philippa Critchley


25

Relevant Impact I expectation facility (GCUH, Robina, Carrara)

All Provision of monthly updates to inform Executive

All Actively engage in the process to identify issues and development of Action Plan

All Provision of monthly updates. Actively engage in the process to identify issues and development of Action Plan

GCUH & Actively engage in the Robina process to identify issues

and development of Action Plan

GCUH& Actively engage in the Robina process to identify issues

and development of Action Plan

Stakeholder Name Relevance Division I Department

Mental Health Inpatient MHSS Units Nursing Staff

MHSS Concumer and MHSS Carer Workforce


26

Relevant Impact I expectation facility (GCUH, Robina, Carrara)

GCUH& Keep informed and Robina engaged

GCUH& Keep informed Robina

9.1.1 Stakeholder influence and impact table

Influential observers: Key players: engage closely keep informed

These stakeholders can have a high level of These stakeholders have a high level of influence influence the project, however should only be kept and are integral to the project's success. These updated where necessary as their interests do not stakeholders should be consulted and engaged align directly with the outcomes of the project. closely and regularly.

- Clinical Director MHSS General Manager -- Director of Allied Health Queensland Nurses Union -- MHSS Finance Manager MHSS Service Directors -- MHSS Business Manager Gold Coast HHS Nursing & Midwifery -- Chief Operations Officer Consultative Forum

- Director of Nursing

- MHSS Leadership & QNU Consultative Forum

- Project Working Party membership

Spectators: monitor Active players: keep engaged and supported

These stakeholders have little influence and low These stakeholders will be impacted heavily by the interest in the project. These stakeholders are not outcomes of the project, however have low overly impacted by the project outcomes and thus influence. These stakeholders should be kept should be kept updated in a general capacity. updated and informed regarding any new processes,

Consumer & Carer Workforce systems or services.

-- Inpatient Nursing Staff

- All MHSS Staff - MHSS Medical Staff

- MHSS Allied Health Staff

- MHSS Inpatient Administration Staff


27

9.2 Change management approach

9.2.1 High level approach

The project will employ numerous strategies and skills to ensure the project is received positively and the resulting new processes are adopted on a long term basis. These include:

1) Early and ongoing consultation with key stakeholders (in particular the key and active players) will be undertaken. This will ensure that all requirements are documented, and that all stakeholders continue to be engaged throughout the various phases of the project. This will also ensure that staff feel as though their input is valued, thus making them less resistant to change.

2) Peer engagement will be a key tool and most effective when undertaken with regular faceto-face contact; open and transparent communication and ease to contact and availability of Project Manager.

3) Ensure repetition of key messages through various medians including face-to-face inservices, pamphlets, posters, emails, and workshops

4) Regular rounding of inpatient units will be undertaken to inform staff of the progress of the Project and Action Plan. Feedback will be sought from inpatient staff at all steps of the Project.

5) Regular education and training, in particular for the 'active players', regarding new processes, policies, forms, skills and strategies. This will reduce the resistance to change as staff members are likely to respond better to concepts they understand and can implement.

6) Again, in an attempt to reduce the resistance towards change, any changes made will be introduced and implemented in small stages to allow for familiarisation with new processes and systems. Furthermore regular review and evaluation of changes through engaging key stakeholders will not only strengthen the belief that their input is valued but is also an opportunity for improvement to the project

7) 'Super users' will be engaged and responsible for disseminating key messages and promoting the new system throughout the relevant areas

9.3 Key messages

Key messages are statements that capture certain high-level concepts about the project. These messages should remain consistent throughout the project, and should be communicated to all project members to ensure that 'one voice' is being used when any communication is made.

• The objective of the Optimising Staff Engagement and Patient Safety Project is to work collaboratively with the Queensland Nurses Union to actively identify solutions to enhance staff engagement, staff culture and patient safety. This will be done in line with the GCHHS vision, purpose and values.

• The Project is focussing optimising staff engagement within the mental health inpatient units


28

• The Project is focussing on improving Patient Safety within the mental health inpatient units

• The Project aims to work collaboratively with the Queensland Nurses Union and identified key stakeholders to actively identify opportunities to improve issues identified during the diagnostics phase of the Project.


29

#

1

2

3

9.4 Communication action plan

The following communication action plan identifies the methods requ ired to communicate messages to stakeholders throughout the project. The plan is a working document subject to change in line with project requirements and wi ll be updated regularly to ensure the plan remains relevant for the GCHHS Project

Methodology

The activity listed below is for example purposes only.

For more complex projects, a dedicated communications plan can be maintained. Please contact the PMO if you require a template.

Responsibility

Project phase I Date or Communication Purpose Audience Develop Approve Send Status milestone freque method &

ncy channel

Commencement March Email To inform and engage all staff All Staff Project Project Lead Project In draft

2015 Memorandum of the commencement of the Manager Project Sponsor Manager Project

Planning April Poster displayed To inform and engage staff of MHSS Project Project Lead Project In draft 2015 on walls of each the Project and its key Inpatient Manager Project Sponsor Manager

Inpatient Area Objectives Staff

Diagnostics April- Focus Groups To inform and engage staff of MHSS Project Project Project Pending May the Project and seek feedback Inpatient Manager Manager Manager

2015 to develop action plan Staff


·•

Responsibility

# Project phase I Date or Communication Purpose Audience Develop Approve Send Status

milestone freque method & ncy channel

4 Implementation June Email- To inform and engage key Gold Coast Project Project Lead Project In draft

2015 Diagnostics staff of the Project to HHS Nursing Manager Project Sponsor Manager

Report and implement action plan and

Action Plan Midwifery Consultative Forum

MHSS Leadership and QNU Meeting

Service Directors

MHSS NUM Group

5 All Monthly Attendance at To inform and engage staff of MHSS Project Project Project Ongoing

NUMS Meeting the Project and seek feedback Inpatient Manager Manager Manager

to develop action plan and NUMS complete required actions

6 All Monthly Checkpoint To inform and engage key Gold Coast Project Project Sponsor Project Ongoing

Reports staff HHS Nursing Manager Manager

and Midwifery Consultative Forum

MHSS Leadership


Responsibility

# Project phase I Date or Communication Purpose Audience Develop Approve Send Status milestone freque method &

ncy channel

and QNU Meeting

7 All Monthly Monthly Email To inform and engage all staff Al l Staff Project Project Sponsor Project Ongoing Newsletter at each stage of the Project Manager Manager

8 All April Rounding of To inform and engage all staff MHSS Project Project Project Ongoing 2015- Inpatient Units at each stage of the Project Inpatient Manager Manager Manager May and seek feedback Staff 2015


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