Realisation of a joint consumer engagement strategy in the Nepean Blue Mountains region
Realisation of a joint consumer engagement strategy in the Nepean Blue Mountains region
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DOI：
10.1071/py16103
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发表时间：
2017-01-01
影响因子：
1.3
通讯作者：
Hyman, Kay
中科院分区：
文献类型：
--
作者：
Blignault, Ilse;Aspinall, Diana;Hyman, Kay
确保消费者参与卫生系统的不同层面——直接护理、组织设计以及治理和政策——已成为战略重点。本案例研究通过对六名有意选择的“内部人士”的访谈和文件审查，探讨了地方医疗保险（现为初级卫生网络，PHN）和地方卫生区如何与消费者合作，建立共同的消费者参与结构和机制，以支持本地响应、综合和以消费者为中心的服务。这两个医疗机构作为整个卫生系统的合作伙伴，共同承担所有权和责任。关键的成功因素包括消费者冠军与其他积极主动的消费者合作，关注改善卫生系统、预算以及当地医疗保险或 PHN 以及当地卫生区在执行和董事会层面的持续承诺。共享边界是一个巨大的优势。活动是共同策划和执行的，消费者的参与至关重要。培训和指导增强了消费者的能力和信心。让每个人都参与进来并在现有结构的基础上进行建设需要时间、精力和资源。该举措产生了直接和持久的效益，消费者参与现已融入组织治理和实践中。
Ensuring consumer engagement at different levels of the health system - direct care, organisational design and governance and policy - has become a strategic priority. This case study explored, through interviews with six purposively selected 'insiders' and document review, how one Medicare Local (now a Primary Health Network, PHN) and Local Health District worked together with consumers, to establish a common consumer engagement structure and mechanisms to support locally responsive, integrated and consumer-centred services. The two healthcare organisations worked as partners across the health system, sharing ownership and responsibility. Critical success factors included a consumer champion working with other highly motivated consumers concerned with improving the health system, a budget, and ongoing commitment from the Medicare Local or PHN and the Local Health District at executive and board level. Shared boundaries were an enormous advantage. Activities were jointly planned and executed, with consumer participation paramount. Training and mentoring enhanced consumer capacity and confidence. Bringing everyone on board and building on existing structures required time, effort and resources. The initiative produced immediate and lasting benefits, with consumer engagement now embedded in organisational governance and practice.