Health Needs Assessment

MPHN Health Needs Assessment and Planning Guide

Murrumbidgee Primary Health Network acknowledges the Traditional Custodians of the land in the Murrumbidgee region. We pay respect to past and present Elders of this land: the Wiradjuri, Yorta Yorta, Baraba Baraba, Wemba Wemba and Nari Nari peoples.

Murrumbidgee Primary Health Network gratefully acknowledges the financial and other support from the Australian Government Department of Health. The Primary Health Networks Program is an Australian Government Initiative.

Version 2, November 2021

Table of Contents INTRODUCTION 2 GOVERNANCE 3

Figure 5. MPHN Population Health Analytics Tool More information 21 Figure 6. MPHN Population Health Analytics Tool -

Clinical Councils 3

MPHN view 22

Community Advisory Committee

3

Figure 7. MPHN Population Health Analytics Tool -

INFLUENCING PRINCIPLES

4

MPHN view - Single indicator

Commonwealth PHN Program Guidelines

4

The Quadruple Aim

4

MPHN view - Time series

Figure 1. Quadruple aim 5 Underpinning Principles 6 Principles for Commissioning

6

Social Disadvantage Principles

7

Planning Principles

8

Why we undertake health needs assessment

9

Figure 2. The Commonwealth PHN Commissioning Framework. 9 Definition 10

22

Figure 8. MPHN Population Health Analytics Tool 23

Figure 9. MPHN Population Health Analytics Tool - LGA view 23 Figure 10. MPHN Population Health Analytics Tool - LGA view - Single indicator

24

Figure 11. MPHN Population Health Analytics Tool - LGA view - Single LGA

24

Figure 12. MPHN Population Health Analytics Tool - LGA view - LGA Maps

25

Table 2. Outcomes of the health needs analysis

25

Commonwealth Key Priority Areas

10

STEP 3 - IDENTIFYING SERVICE NEEDS

26

NEEDS ASSESSMENT PROCESS

11

Review service use across the region

26

Four steps of Needs Assessment and Planning

11

Undertake service delivery mapping

27

Review internal data sources from

Figure 3. Four steps in health needs assessment

commissioned services 28

and Activity Work Plans

11

Table 3. Outcomes of the service needs analysis

STEP 1 – PLANNING NEEDS ASSESSMENT

12

STEP 4 - PRIORITISATION AND ACTIVITY

28

Define Population(s) 13

WORK PLANS 29

Define Objectives 13

Triangulate profiles and other data and information 29

Identify Partners and Collaborators

14

Figure 4. Relationships and interactions of key stakeholder groups 14 Identify resources needed

15

Identify risks 15

Create final list of priorities for MPHN

30

Identify options for commissioned services or programs to address identified priorities

30

Table 4. Opportunities, priorities and options

30

Endorsement of the Needs Assessment

30

STEP 2 - IDENTIFYING HEALTH NEEDS

16

PLANNING 31

Create population profile(s)

16

Create health status and health behaviour profiles

17

Importance of planning 31

Gather other data including feedback and consultation data 17 Table 1. Examples of Clinicians and community to be targeted for focus groups

19

Prioritisation and decision making

20

Decision making – health or social needs

20

MPHN Population Health Analytics Tool

21

Development of Activity Work Plans

31

Key information for each activity

31

Table 5. Activity Work Plan - Activity template

31

Figure 13. MPHN Activity Work Plan Process

34

Annual Planning Process 34 Timeframes 36 Health Needs Assessment Products

36

Data Sources 37

Introduction Murrumbidgee Primary Health

As part of the Health Needs Assessment process,

Network (MPHN) vision is

areas of:

MPHN seeks to understand the health needs in the

•

“Well People, Resilient Communities across the Murrumbidgee”.

Vulnerable populations who experience socio economic disadvantage;

•

Aboriginal and Torres Strait Islander people;

•

Maternal Child and Youth;

•

Older Persons; and

•

Population Health

The Needs Assessment and Annual Planning Guide

We continue to work with partner service providers

supports MPHN to identify priority health needs and

including the Murrumbidgee Local Health District,

conduct annual planning across the Murrumbidgee

Aboriginal Medical Services, Aged Care Services

region through commissioning of services, integration

and other local providers to implement integrated/

and collaboration activity.

coordinated models of care, including the

This document focuses on the processes of conducting

development of Health Pathways.

a needs assessment and development of Activity

To assist in the identification of opportunities to

Work Plans through the process of planning. Separate

improve primary healthcare across the Murrumbidgee

documents detail the process of procurement,

we have established four Clinical Councils and a

commissioning and monitoring and evaluation.

Community Advisory Committee. These committees are an important part of the MPHN governance infrastructure and play a significant role in supporting the delivery of best practice healthcare. They also provide advice about population health planning and the commissioning of services.

2

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

GOVERNANCE Clinical Councils Clinical leadership is important in shaping health service delivery and improving the effectiveness of healthcare outcomes. There are four clinical councils across the region to reflect the diversity of healthcare needs across the region. Membership of the clinical council includes a broad range of clinicians working in these local areas including: GPs; allied and mental health professionals and nurses and pharmacists. All four clinical councils are chaired by a GP from that local area.

The clinical councils are based in four geographical sectors and include the

BORDER

following Local Government Areas;

WESTERN

Border: Berrigan,

Lachlan (part)

Carrathool

Edward River,

RIVERINA

Federation, Greater

WAGGA WAGGA

Hume Shire, Lockhart

Bland

and Murray River Riverina: Bland,

Griffith

Hay

Coolamon,

Hilltops

Murrumbidgee

Gundagai regional,

Narrandera

Hilltops, Junee, Snowy

Coolamon Junee

Edward River

Valleys and Temora Wagga Wagga

Temora

Leeton

Cootamundra-

Cootamundra -Gundagai Regional

Murray River

Western: Carrathool,

Lockhart

Berrigan

Griffith, Hay, Lachlan,

Wagga Wagga

Federation

Snowy Valleys Greater Hume Shire

Leeton, Murrumbidgee, and Narrandera The four Clinical Council GP Chairs make recommendations to the Board. This may include recommendations regarding: •

clinical issues that are unique to the needs of the region

•

opportunities to improve the efficiency and effectiveness of medical and healthcare services

•

population health planning

•

commissioning of programs and services that support local and national priorities.

Community Advisory Committee MPHNs Community Advisory Committee (CAC) is informed by 33 Local Health Advisory Committees (LHACs) from across the Murrumbidgee region. Membership of the CAC includes four LHAC Chairs, one drawn from each of the four geographical sectors.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

3

INFLUENCING PRINCIPLES Commonwealth PHN Program Guidelines MPHN’s Health Needs Assessment and Commissioning

The guidelines suggest PHNs will achieve these objectives by: •

analysis and planning. PHNs will know what services are available and

Framework are

help to identify and address service gaps where needed, including in

underpinned by the

rural and remote areas, while getting value for money;

Commonwealth Primary Health Network Program

understanding the health care needs of their PHN communities through

•

providing practice support services so that GPs are better placed to

Guidelines. The stated

provide care to patients subsidised through the Medicare Benefits

objectives of these

Schedule (MBS) and Pharmaceutical Benefits Scheme (PBS), and help

guidelines are:

patients to avoid having to go to emergency departments or being

•

admitted to hospital for conditions that can be effectively managed

increasing the

outside of hospitals;

efficiency and effectiveness of

supporting general practices in attaining the highest standards in

medical services for

safety and quality through showcasing and disseminating research and

patients, particularly

evidence of best practice. This includes collecting and reporting data to

those at risk of poor

support continuous improvement;

health outcomes; and •

•

•

assisting general practices in understanding and making meaningful use

improving

of eHealth systems, in order to streamline the flow of relevant patient

coordination of care

information across the local health provider community; and

to ensure patients

•

working with other funders of services and purchasing or commissioning

receive the right care

health and medical/clinical services for local groups most in need,

in the right place at

including, for example, patients with complex chronic conditions or

the right time.

mental illness.1

THE QUADRUPLE AIM Throughout all stages of our commissioning framework, we consider the four elements of the Quadruple Aim.2 These measures – across population health, consumer experience, value for money and provider experience – provide guidance in making decisions and prioritising solutions that deliver outcomes for all those involved in the health system.

1 http://www.health.gov.au/internet/main/publishing.nsf/Content/PHN-Program_Guidelines 2 Berwick DM, Nolan TW, Whittington J. (Insitute for Healthcare Improvement) 2008. The Triple Aim: care, health, and cost. Health Affairs 27:3, 759-769; Bodenheimer T, Sinsky C 2014. From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider. Annals of Family Medicine 12:6, 573-576.

4

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Figure 1. Quadruple aim

Population health

Consumer experience

•

Improving health outcomes

•

Reducing waiting times for services

•

Ensuring equitable access to services

•

Improving access to services

•

Delivering quality health and care

•

Meeting consumer and carer needs

•

Reducing the burden of disease

•

Focusing on the consumer experience of the service

Value for money

Provider experience

•

•

Increasing clinician and staff satisfaction

•

Promoting teamwork and integrated care

•

Promoting leadership in best practice

•

Promoting a culture of continuous quality

Improving the cost effectiveness of service delivery

•

Reducing potentially preventable hospitalisations

•

Rationalising the ratio of primary and acute care funding

•

improvement

Increasing efficiency in service delivery

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

5

Underpinning Principles Principles for Commissioning The following principles have been developed to guide our approach to commissioning. They are consistent with and support our overarching organisational vision, values and strategic goals, and should be considered together with our commitment to supporting vulnerable populations.

Through our commissioning approach, we will:

Listen to our communities, including those who haven’t traditionally been given a voice in shaping health services, and engage meaningfully to understand their needs and co-design solutions with communities See the whole person and put them at the centre of their care, recognising the impacts of a person’s circumstances on their health needs at all stages of life Improve access to health care across our region by removing barriers and increasing the equity of services, including in relation to their location, cost and appropriateness Develop new solutions and initiatives that are based on evidence, flexible to local settings, and deliver value for money Collaborate with existing and new partners to deliver a seamless experience for consumers and carers across the health journey, without duplicating effort Invest in our providers to build local capabilities and support local workforce development Partner with our providers to understand whether initiatives are making a difference, to share successes, and to learn from and continuously improve what we do together Ensure commissioning and procurement is fair, accountable, transparent and impartial.

6

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Social Disadvantage Principles MPHN’s needs assessment process is heavily influenced by the social disadvantage principles of the organisation.

The eight principles are listed below with a description of the role for the health needs assessment where it is most applicable.

Addressing inequality We will work to address inequality through raising awareness and increase access through developing the capacity and capability of our staff and our providers.

Evidence and consultation Through our Health Needs Assessment (HNA) process we consult with health professionals, Government Agencies, Local Councils, Community based organisations and community members to better understand the health and social needs of our population. We will identify, quantify and geographically locate areas of social disadvantage. The HNA process includes a systematic analysis of data and information on demographic, health and service usage across the region and more importantly consultation with community members and health care professionals. This approach will inform planning to address identified needs in particular for those with social disadvantage.

Identification of vulnerable populations We will ensure through our HNA and HNA Live process we identify vulnerable populations such as Aboriginal and Torres Strait Islanders, Culturally and Linguistically Diverse, Lesbian, Gay, Bisexual, Transgender and/or Intersex, homeless people, mentally unwell people, elderly isolated people, veterans and those exiting the justice system.

We will work to ensure that the above people are not marginalised and excluded from accessing services.

Local responses Through our work with local communities we will identify local and emerging issues associated with social disadvantage and address specific local needs through co-design.

Integrated care across the sectors We will commit to ‘wrap-around’ care and support ensuring that a person is at the centre of their care and through commissioning will encourage innovative programs across the health and social sectors.

The early years response We will foster cooperative relationships to ensure that all children across the region have access to the buildingblocks of a self-defining and self- fulfilling life.

Policy Level We will collaborate with other organisations to establish broad inter-sectoral support to advocate for public policies that address current socio-environmental issues that have impact upon the health of individuals and communities in our region.

Sustainability We will create viable and sustainable programs that address the needs and aspirations of our communities.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

7

Planning Principles The following principles have been developed to guide our approach to planning. They are consistent with and support our overarching organisational vision, values and strategic goals, and should be considered together with our commitment to supporting vulnerable populations.

Through our planning approach, we will ensure:

Equality Providing services across the Murrumbidgee region so that every person has the same equal ability to access them.

Equity Providing services across the Murrumbidgee region so that people from vulnerable populations such as those with low socioeconomic disadvantage can access them. For commissioned services we will target services to people who normally face barriers to accessing them. This may be due to physical, financial or other barriers.

8

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Why we undertake health needs assessment MPHN has adopted the commissioning model developed by the Australian Government Department of Health. This model is a continual and iterative cycle.

The first phase of the cycle is strategic planning, including assessing the health needs of the community and prioritising them through annual Activity Work Plans. In the second phase, procuring services, initiatives are designed and contracted, working closely with providers. The final phase, monitoring and evaluation, encompasses performance management and evaluation to inform continuous improvement and learning.

At all points throughout the cycle, stakeholder input through consultation, engagement and co-design is crucial.

While this model provides a useful way to communicate our approach to commissioning, in reality it is more complex. Multiple initiatives are often happening at the same time, requiring careful planning, coordination and prioritisation across all of our activities.

MPHN undertakes a health needs assessment to meet its commitment to the Commonwealth Department of Health and to inform development of services and programs in primary care throughout the Murrumbidgee region.

Figure 2 depicts the role of needs assessment in strategic planning as part of the Commonwealth’s Commissioning Framework.

Figure 2. The Commonwealth PHN Commissioning Framework Source: Australian Department of Health 2015

EVALUATION

NEEDS ASSESSMENT

MANAGING PERFORMANCE

MONITORING & EVALUATION

ANNUAL PLANNING

STRATEGIC PLANNING

PROCURING SERVICES

SHAPING THE STRUCTURE OF SUPPLY

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

DESIGNING & CONTRACTING SERVICES

9

Definition According to the World Health Organisation, the definition of health needs is “objectively determined deficiencies in health that require health care, from

“This approach

promotion to palliation”. There are three types of needs, perceived health needs;

must balance

the need for health services as experienced by the individual. Professionally

clinical, ethical,

defined health needs; the need for health services as recognized by health professionals and scientifically confirmed health needs; the need confirmed by objective measures of biological, anthropometric or psychological factors, expert opinion or the passage of time.

Health planning is the orderly process of defining health problems, identifying unmet needs and surveying the resources to meet them, establishing priority goals that are realistic and feasible, and projecting administrative action,

and economic considerations of need—that is, what will be done,

concerned not only with the adequacy, efficacy and efficiency of health services

what can be done,

but also with those factors of ecology and of social and individual behaviour that

and what can be

affect the health of the individual and the community.3 Further in defining health problems is the term needs assessment. A needs

afforded.”

assessment is a systematic method of identifying unmet health and healthcare needs of a population and making changes to meet these unmet needs. It involves an epidemiological and qualitative approach to determining priorities which incorporates clinical and cost effectiveness and patients’ perspectives. This approach must balance clinical, ethical, and economic considerations of need— that is, what will be done, what can be done, and what can be afforded.4

COMMONWEALTH KEY PRIORITY AREAS The PHN health needs assessment and planning process will consider: •

the PHN objective of efficiency and effectiveness of medical services for patients, particularly those at risk of poor health outcomes;

•

the PHN objective of opportunities to improve coordination;

•

the seven key priorities for targeted work: mental health, Aboriginal and Torres Strait Islander health, population health, health workforce, eHealth, aged care and alcohol and other drugs;

•

the four headline indicators which include; mental health treatment rates, cancer screening rates, childhood immunisation rates and potentially preventable hospitalisations;

•

the PHN Performance Framework; and

•

Available Funding.

3 http://www.who.int/healthsystems/hss_glossary/en/index5.html 4 Wright J, Williams R, Wilkinson JR. Development and importance of health needs assessment. BMJ 1998: 316: 1310-1313.

Also see Katterl R et al. Regionally-based needs assessment in Australian primary health care. PHCRIS 2011.

10

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

NEEDS ASSESSMEnt PROCESS MPHN uses a supply and demand approach to determine gaps in service which results in identification, prioritisation and planning of strategies or programs to address the gaps identified. Planned commissioned services and programs in response to the identified health needs provide service utilisation data which informs effectiveness and efficiency of services and programs and which feeds back into the continuous review of health needs and gaps in service provision.

A formal approach to reviewing the Health Needs Assessments is undertaken annually, however it is reviewed and updated continuously. The Health Needs Assessment is the precursor to PHN Annual Activity Work Plans which include other factors such as cost, capacity and timing.

Four steps of Needs Assessment and Planning There are four steps in the process of health needs assessment and planning. This framework details this activity (see figure 3).

Figure 3. Four steps in Health Needs Assessment and Activity Work Plans

Step 1 Planning Needs Assessment

Step 2 Identifying health needs

•

Define Population(s)

•

Define Objectives

•

Identify Partners and Collaborators

•

Identify resources needed

•

Identify risks

•

Create population profile

•

Create health status and health behaviour profiles

•

Gather other data including feedback and consultation data

•

Use MPHN decision making Tool to consider impact at regional level

•

Use MPHN LGA data prioritisation Tool to consider impact at local government area level

Step 3 Identifying service needs

Step 4 Prioritisation and Activity Work Plans

•

Review service use across the region

•

Undertake service delivery mapping

•

Review internal data sources from commissioned service providers

•

Triangulate profiles and other data and information

•

Create final list of priorities for MPHN

•

Identify options for commissioned services or programs to address identified priorities

•

Endorsement of the Needs Assessment

•

Plan development of Activity Work Plans for identified priorities

•

Develop Activity Work Plans

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

11

Step 1

Planning Needs Assessment 12

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Define Population(s) For the purpose of this document the population of interest includes all towns of the Murrumbidgee region. There are no limitations on specific populations or age groups, however service mapping concentrates on detailed mapping of primary care and superficial mapping of acute health care services.

The Commonwealth recommendation for geographic analysis is to use the Australian Statistical Geography Standard (ASGS) basis of sub-regions using SA 3 level as a building block. Demographic data can also be analysed at SA 2 level where possible. ASGS includes the Indigenous Urban Centres and Localities and the Remoteness Area classifications.

Local Government Areas (LGAs) are an ABS approximation of officially gazetted LGAs as defined by each State and Territory (S/T) Local Government Department. Local Health Districts use LGAs as a basis for planning acute sector health services.

Depending on data, MPHN will use SA levels to report and compare data where available. Individual profiles within the MPHN will utilise LGAs given the strong relationship with the Local Health District and its use of LGAs for health service system planning. MPHN will consider when completing its health needs assessment areas that include potential issues with cross-border flows with adjacent PHN regions, in particular the Murray PHN in the border area of the MPHN.

Define OBJECTIVES The objective of the health needs assessment for the MPHN is to deliver an evidence based, prioritised list of health needs reflecting community consultation for the primary care sector. Further the identified health needs will result in options prioritised to deliver quality commissioned services and programs that address identified health needs.

Lastly an objective of the health needs assessment framework is to ensure that services and programs are able to be monitored and evaluated to further inform new iterations of the next health needs assessment.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

13

IDENTIFY PARTNERS AND COLLABORATORS Consultation with the community and its representative groups, health professionals, providers, funders and other stakeholders is undertaken to inform the health needs assessment on gaps in service provision and to validate the proposed approaches to service delivery in response to the identified gaps.

Consultation will take a systematic approach and will include but not be limited to the following groups; •

Community Advisory Council, Clinical Councils, Local Health Advisory Committees

•

Local Health District encompassing hospitals and community health

•

Consortia, including; Aboriginal Health Consortium, Aged Care Consortium, Mental Health and Drug and Alcohol Consortium

•

General practice, allied health professionals and non-Government agencies

•

Representatives of housing, education and justice sectors, and local councils

•

Population Health Needs Assessment Special Interest groups

Figure 4 below demonstrates the relationships and potential interactions of these key stakeholders.

Figure 4. Relationships and interactions of key stakeholder groups Commissioners, including partners such as Local Health Districts, local councils, and other government

Communities and

agencies with a role in service

consumers, including

delivery

those with lived experience, consumers, carers and the broader local community

COMMISSIONERS

COMMUNITIES AND CONSUMERS

PROVIDERS Providers, including existing and potential providers, general practices and clinicians, other medical experts and providers in related sectors

14

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

IDENTIFY RESOURCES NEEDED MPHN has access to appropriate qualified and experienced staff in data analytics and population health planning.

Additional resources include; •

Access to data and information such as national, state and local data and information gathered within the MPHN such as commissioned service evaluation data, including general practice data

•

Support to map services

•

Access to target populations for consultations such as health professionals and community members

•

Access to the Data Analytics Platform (DAP) designed to capture visual representation of internal MPHN data for monitoring and the Population Health Analytics (PHA) Tool which assists with determining impact of relevant publicly available data

IDENTIFY RISKS The process of health needs assessment is not without risk. Risk identification prior to commencement will allow for risk mitigation strategies to ensure minimisation or complete removal. Risk identification is undertaken in accordance with the Risk Management Framework, through the organisations risk management software Folio.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

15

Step 2

IDENTIFYING HEALTH NEEDS CREATE POPULATION PROFILE(S) Using data from external sources, we develop population profiles that include geographic and demographic information. The Commonwealth recommendation is to derive data from ABS Census or Estimates of Resident Population. Characteristics such as ethnicity, location, gender, age, socioeconomic status etc. will be collected and may identify issues or inequities specific to these.

Using demographic and health data a profile for the Murrumbidgee region will be developed taking into account the prioritisation of health issues through use of the Population Health Analytics Tool. For the entire MPHN region data will be compared to National and State averages to determine magnitude of the issue locally.

Within the MPHN there are 21 local government areas. Data that represents the total MPHN region and the 21 LGAs will be collated to develop a representative profile. Data for LGAs and subregions will be assessed using the Population Health Analytics Tool to determine areas with higher impacts denoting higher need for intervention.

16

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

CREATE HEALTH STATUS AND HEALTH BEHAVIOUR PROFILES Using data from external sources, MPHN will develop population profiles that include health status and health behaviour profiles. Additionally, data from internal sources such as general practice data will be analysed allowing for triangulation of the data issue locally.

According to the Commonwealth recommendations, health status and health behaviours can include;

Health status

Health behaviours

•

•

•

deaths (mortality rates and life expectancy

as patterns of eating, physical activity, smoking and

measures)

alcohol consumption, and participation in cancer screening programs.

health conditions (prevalence of disease,

•

•

According to the Commonwealth recommendations

disorder, injury or

health needs assessments will consider chronic disease,

trauma or other health-

the burden of communicable disease and injury. The

related states)

Australian Institute of Health and Welfare (AIHW) provide examples of chronic diseases that include;

human functions (alterations to body

•

structure or function [impairment],

cardiovascular conditions (such as coronary heart disease and stroke)

•

cancers (such as lung, breast and colorectal cancer)

and restrictions on

•

many mental disorders (such as depression)

participation)

•

diabetes

wellbeing (measures

•

many respiratory diseases (including asthma and

activity limitations

•

attitudes, beliefs, knowledge and behaviours such

of physical, mental and social wellbeing of individuals).

COPD) •

musculoskeletal diseases (arthritis and osteoporosis)

•

chronic kidney disease

•

oral diseases.

GATHER OTHER DATA INCLUDING FEEDBACK AND CONSULTATION DATA MPHN has several other mechanisms to gather information that informs the health needs assessment. These include both feedback and consultations.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

17

Community and Provider Feedback MPHN has two feedback mechanisms for recording health needs assessment data through a continuum branded HNA Live, including a community feedback survey and HNA mini community feedback. HNA Community Feedback allows consumers and healthcare professionals of the region to let MPHN know in real time their concerns about emerging health issues through completing two questions. MPHN also have a community feedback survey that gathers more targeted information about community perceptions of and use of health services in their communities.

Data for specific populations or LGA’s is sought by promotion of a month-long activity of feedback. Twitter, Facebook and MPHN newsletters are used to promote the feature or LGA(s) of the month to encourage the community to provide feedback. In addition, promotion of the feedback mechanisms occurs through the Local Health Advisory Committees (LHACs).

General feedback is also sought through feedback on the MPHN website. In addition to the above, MPHN register community members, both general community and health care professionals to be contacted in the future in relation to specific topics that require further input from the community. Posters and postcards have also been delivered throughout the region to prominent health places that the community visit to encourage feedback, such as general practice waiting rooms.

Feedback is acknowledged to the community via the HNA Community Feedback website to ensure the community are confident we are listening, individual acknowledgement is provided if requested.

Informal consultation Informal consultations occur with LHACs and their chairs at regular meetings. Primary Care Engagement Officers (PCEOs) and other relevant MPHN staff of the MPHN attend LHAC meetings and LHAC Chair teleconferences regularly. LHAC Chairs also are members of the MPHN Board Community Advisory Committee, who receive feedback from MPHN staff relating to the Health Needs Assessment and have influence over activities to gather further feedback.

Consultation with key stakeholders and partners is undertaken informally as part of scheduled meetings, specific to health needs assessment or opportunities arising throughout meetings. MPHN actively work with the Murrumbidgee Local Health District and key general practice partners such as the Rural Doctors Network.

Formal consultation – Population Health MPHN will undertake formal consultation with both health care professionals (clinicians) and the community.

Consultations will be held in each of the four sectors of the MPHN, Border, Riverina, Wagga Wagga and Western.

The consultation methodology may use a focus group approach. Separate focus groups would be conducted for community and clinicians (see table 1 for examples of target groups for consultation). Focus groups seek information for non-specific population identification of needs.

Facilitation of the focus groups will be undertaken by the MPHN. Focus group participants will be recruited by a number of methods, listed below; •

Invitation letter sent directly to clinicians (may be emailed or posted)

•

Invitation delivered through MPHN newsletters (utilising internal mailing lists)

•

Invitation through social media, for example Facebook and Twitter

•

Invitation through LHACs, Consortiums and other stakeholder groups

•

Invitation delivered by PCEOs when undertaking a general practice visit

18

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Table 1. Examples of Clinicians and community to be targeted for focus groups CLINICIANS

COMMUNITY REPRESENTATIVES

Clinical Council members

LHAC members

Local Health District representatives

Consortium and group members

General Practice

Aged care facility residents

Allied Health groups (ie Pharmacy, Podiatrists,

University representatives

Physiotherapists, Occupational Therapists, Speech Pathologists, Diabetes Educators, Respiratory

Government and non-government organisations

Educators)

CALD communities

MPHN service providers

Aboriginal and Torres Strait Islander people

Specialists (ie. Dental, Respiratory, Endocrinology,

Community groups

Cancer, Dermatology, Urology, Cardiology, Paediatrics, Geriatrics, Psychiatry, Obstetrics, Pain and Diagnostics)

FORMAL CONSULTATION – SPECIFIC LIFESPAN POPULATION GROUPS MPHN presents its data using a lifespan population grouping approach. Lifespan population groups are supported in some instances by Consortiums which MPHN are members of. Consortiums include the Murrumbidgee Aboriginal Health Consortium, the Youth Reference Group, the Shared Care Antenatal Group, the Mental Health Drug and Alcohol Alliance, the Local Response Group and the Aged Care Consortium.

Where MPHN has access to specific lifespan groups and consortiums, the HNA process will include an invitation to members to participate in a short survey of needs for the group they represent and an opportunity to disseminate invitations to focus groups described above. For specific populations where other naturally occurring groups of people occur, such as playgroups for the maternal and child lifespan group, short surveys will be offered to them.

People who register for the MPHN feedback website will also be sent the same short survey to gain insight into their opinions on health needs.

CONVERSATIONS ON THE COUCH Conversations on the Couch is the MPHN mechanism for annual consulting with communities within the Murrumbidgee region. Consultations inform the health needs assessment and service planning. Consultations occur in each town with a population greater than 1,000 people to ask them about their views on health services, their perceived need for health services locally and what services they need for now and the future. Consultations are conducted in high visibility venues for general public, ie coffee shops. Conversations on the Couch will target specific groups from time to time, for example engaging with Aboriginal and Torres Strait Islander people through a similar approach of “yarning”.

COMMUNITY LED PLANNING MPHN have commenced hosting in collaboration with the Murrumbidgee Local Health District, community based forums in targeted communities to increase understanding at a town level of health needs and are working with the community to prioritise and undertake health service planning that meets their unique needs. No more than two communities will be involved in this intensive approach at any given time.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

19

PRIORITISATION AND DECISION MAKING In order to ensure that the MPHN address identified needs in a structured and transparent manner a decision making tree approach will employ algorithms related to set criteria to rank in order of importance the health or social needs and their impacts on the region.

There are two major components of prioritisation in MPHN. To order the impact of health or social needs identified and to order the location where services would best be placed for relevant population groups based on the sociodemographic profiles of the 21 LGAs across the region. This ranking process ensures that commissioned services developed to address the health needs identified are located in the areas of most need across the MPHN.

DECISION MAKING – HEALTH OR SOCIAL NEEDS Criteria for the prioritisation of health or social needs includes the following variables; •

Burden of disease, measured by the prevalence and/or incidence of health status and health behaviours – number and proportion of people affected,

•

Severity of the above, measured by either mortality or morbidity or both

•

Increased burden of disease associated with specific vulnerable populations

•

Comparison of above with both State and National averages for the same status and behaviours

•

Community and Clinician concern about the health need

•

Availability of an effective intervention, measured by access to services including aspects of both equity and equality. Equity being the ability to access an affordable service and equality being the ability to physically access a service

A further consideration where information is available would the cost effectiveness of an intervention where a costs/benefits analysis has been undertaken. It is anticipated that this last criteria is likely to be unavailable the majority of the time so will be considered outside the scope of the algorithm.

The Population Health Analytics Tool is constantly being developed and additional aspects, such as the time series trend data, may be added to the Tool as it matures.

20

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

MPHN POPULATION HEALTH ANALYTICS Tool MPHN has developed its Population Health Analytics Tool to identify and visualise the areas of most need based on higher impact of health status, health behaviours or demographic profiles that identify vulnerable populations.

Data is ingested into the Tool for the 31 PHN’s across Australia to determine how we fare in relation to them and a rank score is determined. Data is ordered by PHN dependent on whether a lower or higher score is relevant. For example having less infant deaths is desirable so the ascending order would be by lower values, the higher the MPHN value is the worse the issue is. Having more people exercising is desirable so this variable would be sorted by higher values. Ranking remains static in that a rank of one is always considered better than a ranking of 31 considered to be worse. In the MPHN view in the Tool in addition to the rank score the variance to the National average and the State average is displayed if available. The Tool preferentially sorts indicators by most significant variance to Nation.

Quality of the ingested data and information relating to the Tool are contained within the Tool.

Figure 5. MPHN Population Health Analytics Tool – More information

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

21

Figure 6. MPHN Population Health Analytics Tool – MPHN view

In the MPHN view visually each indicator is graphed in relation to all other PHNs with a National average line to demonstrate where MPHN sits in relation to the Nation. Most recently MPHN has added time series graphing to the Tool and refinement of including trend data is planned for a future iteration of the Tool.

Figure 7. MPHN Population Health Analytics Tool – MPHN view – Single indicator

22

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Figure 8. MPHN Population Health Analytics Tool – MPHN view – Time series

Whilst the above allows MPHN to determine which health conditions or demographic variables are of concern against a National profile with local and state considerations it does not detail at a local area within the PHN where services should be improved. MPHN has a varied profile including regional and more remote communities with specific health and social needs. MPHN use the table below to provide evidence of location need. The MPHN LGA view demonstrates each LGA and the variance from the MPHN average or the State average. Single indicators can be viewed visually to determine where they sit in MPHN in relation to each other. Single LGAs can be viewed for all relevant indicators and there is a map feature for additional comparisons.

Figure 9. MPHN Population Health Analytics Tool – LGA view

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

23

Figure 10. MPHN Population Health Analytics Tool – LGA view – Single indicator

Figure 11. MPHN Population Health Analytics Tool – LGA view – Single LGA

24

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Figure 12. MPHN Population Health Analytics Tool – LGA view – LGA Maps

Once collection of evidence of health needs has been completed, information can be populated to the Commonwealth template exampled below in table 2. Table 2 provides an example from the Commonwealth that identifies the key issues and a description of the evidence. The description of the evidence will include reference to the source of the information to allow validation if required.

Table 2. Outcomes of the health needs analysis This table illustrates how findings of the health needs analysis can be summarised.

Identified Need

Key Issue

Description of Evidence

e.g. Health status

Poor self-assessed

NHPA analysis of ABS Patient Experience Survey 2013–14.

health status in

Variation within PHN obtained through consultations.

(specific locations)

Utilisation of hospitals and general practices.

Lifestyle and risk

Variations between population groups and locations.

factors impact on

Evidence from community consultations on diet, smoking,

the development of

drug and alcohol use, physical activity and health

(identified) chronic

determinants.

e.g. Chronic disease

diseases

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Hospitalisations for chronic diseases.

25

Step 3

IDENTIFYING SERVICE NEEDS REVIEW SERVICE USE ACROSS THE REGION MPHN will utilise gold standard data sets that provide data on services delivered such as MBS and PBS items.

Hospital and emergency department data will be sourced and confirmed by local health district data experts.

General practice data will be used to confirm findings of nationally available public data such as MBS and PBS data.

26

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

UNDERTAKE SERVICE DELIVERY MAPPING MPHN will review and update its CRM service database which informs the availability of services throughout the region across all health disciplines. This process is a continual process undertaken by the Primary Care Engagement Officers who regularly interact with the community and health care professionals.

Annually MPHN will conduct a census audit of general practice which updates all general practice workforce data and service availability. Simultaneously this census will collect data that informs the continuous professional development required in general practice that is provided by MPHN as part of its workforce strategy.

Desktop reviews along with special projects to supplement information as required will also be considered as part of this element of the health needs assessment. Recommendations from the Commonwealth in relation to health workforce could include: •

number and distribution by type, such as GPs, allied health, pharmacy, specialist services such as psychiatry, community health services etc.;

•

characteristics such as full or part time, public versus private, qualified but not working in health care etc., advanced skills; and relationships between professional groups.

Further the Commonwealth recommendations for service mapping include identifying and documenting a range of services available and will consider aspects such as: •

location – physical location include outreach, hours of opening,

•

utilisation – including MBS and PBS data, a range of hospital data, such as use of Emergency Departments and Potentially Preventable Hospitalisations, other measures of occasion of service,

•

accessibility – including financial and cultural barriers and access to specialists and secondary referred services, access to services after hours;

•

responsiveness – such as wait times;

•

capability – such as skills and competence;

•

acceptability – such as cultural sensitivity, patient experience of and satisfaction with the quality of care; and

•

quality – such as practice accreditation and PIP enrolment.

The AIHW defines effectiveness as how well the outputs of a service achieve the stated objectives of that service.

Indicators to measure this cover characteristics such as access, quality and appropriateness, including issues such as cultural competency of services for Indigenous and CALD communities. Horizontal equity is exhibited when services are equally accessible to everyone in the community with a similar level of need, and vertical equity is exhibited when it accounts for the special needs of certain groups in the community and adjusts aspects of service delivery to suit these needs.

MPHN will take the above recommendations and definitions into account when mapping services and programs across the sector. It is noted that the sophistication of service mapping techniques will increase over time.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

27

REVIEW INTERNAL DATA SOURCES FROM COMMISSIONED SERVICES DATA MPHN will utilise its Data Analytics Platform to analyse data from services that have been commissioned. Data for Mental Health, Alcohol and Other Drugs, Allied Health, Integrated Chronic Care, Integrated Team Care, After Hours and any other relevant data sets collected by the MPHN and analysed in its DAP will be used to confirm service use across the region.

Once collection of service availability has been completed, information can be populated to the Commonwealth template exampled below in table 3.

Table 3. Outcomes of the service needs analysis This table illustrates how findings of the service needs analysis can be summarised.

Identified Need

Key Issue

Description of Evidence

e.g. Service

Lack of easily

Proportion of GPs, community based medical specialists

coordination

understood and

and allied health providers with secure messaging

accessible referral

systems. Discharge information, analysis of directory and

pathways across

eligibility criteria for services, awareness of

settings and providers

services from consultations with consumers and health professionals.

e.g. Mental health

Lack of child and

Identified through consultation with mental health

adolescent psychiatry

workers and school counsellors.

services in specific locations.

28

Data on available psychiatric sessions per capita, waiting list for assessment and caseload information.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Step 4

PRIORITISATION AND ACTIVITY WORK PLANS TRIANGULATE PROFILES AND OTHER DATA AND INFORMATION Once all data has been collected, both quantitative and qualitative, on health need (= demand), and service availability (= supply), priorities can be developed. It is important to note that service gaps will be identified when the number and amount of services used has been compiled in relation to the number of services that are required.

Health needs, service needs and service gaps will form the basis of priorities for action.

It should be noted that not all data is publicly available. Where data informs the HNA and is able to be used for planning but is not able to be published the data will be suppressed.

OUTCOMES OF THE HEALTH NEEDS ANALYSIS Identified Need response

Demography

Health determinant

Risk factor

Health condition

Community consultation

Service and workforce

Number times issue is priority

Aboriginal and Torres Strait Islander Increase respect and reduce racism and discrimination

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

✓

1

29

CREATE FINAL LIST OF PRIORITIES FOR MPHN Annually the Commonwealth, as an indicator expects submission of a Health Needs Assessment culminating in a list of identified health needs and potential options to address those needs.

Prior to submission to the Commonwealth the last important actions for the compiled priority list is to validate the results with key stakeholders. Key stakeholders would include identified staff from the Murrumbidgee Local Health District as a major partner in the process. Refinement of the list will occur based on validation feedback.

IDENTIFY OPTIONS FOR COMMISSIONED SERVICES OR PROGRAMS TO ADDRESS IDENTIFIED PRIORITIES An example of the Commonwealth recommendations for the final step of the Health Needs Assessment is the creation of the opportunities, priorities and options table. This table provides the basis for future work in the Activity Work Plans that guide activity for the following 12 months. An example of this table is provided below (see table 4).

Table 4. Opportunities, priorities and options This table illustrates how PHNs can summarise the priorities arising from the Needs Assessment and options for how they will be addressed.

OPPORTUNITIES AND PRIORITIES Priority

Priority area

Priority subcategory

Expected ouctome

Potential lead agency and/or opportunities for collaboration and partnership

Appropriate care (including cultural safety)

HSI230.1 Collaboration with the Aboriginal population

Aboriginal and Torres Strait Islander Increase respect and reduce racism and discrimination

Aboriginal and Torres Strait Islander Health

The purpose of the Murrumbidgee Aboriginal Health Consortium is to work together and with the community to coordinate action that improves the wellbeing of Aboriginal and Torres Strait Islander people living in the Murrumbidgee region.

AOD407 Aboriginal and Torres Strait Islander employment initiative Support Aboriginal and Torres Strait Islander people whose substance use is impacting their ability to gain or maintain employment or participate in education.

ENDORSEMENT OF THE NEEDS ASSESSMENT Once validation has been completed the Health Needs Assessment will be detailed to the Clinical Councils and the Community Advisory Committee of the MPHN. Once endorsed the MPHN Board will consider its recommendations and approve submission to the Commonwealth or request amendments. Once submitted and during the process of waiting for Commonwealth approval, planning for services for the next 12 months will commence. This planning is detailed below.

30

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

PLANNING IMPORTANCE OF PLANNING The delivery of health services occurs in an ever changing environment with increasing community expectations, government priorities and technological advances. Limited health budgets combined with increasing pressures and demands result in the essential need to ensure that services are well planned and have the capability to respond to evolving changes in order to meet community needs. The ageing population and the increasing prevalence of chronic diseases through the region are factors that influence the pressure on the health system.

Understanding the current situation and demand for services and taking into account the future demand for service is an important element of planning. Resources available for commissioning of health services are limited.

Identification and prioritisation of health needs and service issues identified through the needs assessment process support resources being directed towards the areas of greatest need.

Other aspects of planning that are important include •

ensuring needs of particular populations such as Aboriginal and Torres Strait Islander peoples and Culturally and Linguistically diverse are met

•

ensuring that services are coordinated, reducing duplication

•

ensuring equity in service delivery by commissioning accessible services

•

improving population health outcomes

•

provision of quality services

•

provision of culturally appropriate services

•

considering service efficiency cost effectiveness and viability, and

•

providing safe and sustainable services.

DEVELOPMENt OF ACTIVITY WORK PLANS Once we have identified needs, we work to identify priorities and options for commissioned services. We collaborate with consumers, communities, clinicians and other stakeholders through co-design to prioritise needs, and find solutions.

Annual planning is driven by our needs assessment, but is also informed by other factors that need to be considered like cost, capacity and timing. The key output of the Strategic Planning phase is Activity Work Plans, which set out our agreed priorities and initiatives to address them.

We’re committed to collaborating with existing and new partners to deliver a seamless experience for consumers and carers across the health journey, without duplicating efforts. This means working closely with partners throughout the planning phase to identify how we can better work together and coordinate our responses.

Activity Work Plan development could include options and priorities that: •

may be considered and supported by PHN flexible funding;

•

may be undertaken using program specific funding; and

•

may be led or undertaken by another agency.

Activity Work Plans have a prescribed template from the Commonwealth and have guidelines for each of the major schedules that are consulted during the development phase.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

31

KEY INFORMATION FOR EACH ACTIVITY The Commonwealth Activity Work Plan template includes the following variables.

Table 5. Activity Work Plan – Activity template Variable Activity title

Existing, Modified or New activity Program Key Priority Area

Notes Title for activity Including unique reference numbering Drop down list If activity is existing or modified, provide the relevant reference/s from previous Activity Work Plan/and page number Drop down list 7 Commonwealth priorities

Needs Assessment Priority

As identified in the Priorities, Options and Opportunities Section of the Needs Assessment, provide the number, title and page reference for the priority that this activity is addressing

Aim of Activity

Describe what this activity will aim to achieve, and how it will address the identified need

Description of activity

The description of the activity should include both the strategy and outcome to be achieved How the activity and/or services will be delivered

Target population cohort Indigenous specific

Specific population ie youth, older people, general population Drop down list (Yes/No) If yes, briefly describe how this activity will engage with the Indigenous sector Describe where the activity will be provided

Coverage

Where area covered is not the whole PHN region, provide the statistical area as defined in the Australian Bureau of Statistics (ABS), or LGA

Consultation

Provide details of stakeholder engagement and consultation activities to support this activity

Collaboration

List and describe the role of each stakeholder that will be involved in designing and/ or implementing the activity, including stakeholders such as Local Health Networks, state/territory governments, or other relevant support services

Activity milestone details (duration (dates for activity (planning procurement) and service delivery

Provide the anticipated activity start and completion dates (including the planning and procurement cycle)

Commissioning method and approach to market

Set of three questions dealing with approach

If applicable, provide anticipated service delivery start and completion dates (excluding the planning and procurement cycle)

Including approach, co-design, joint commissioning, previous history Drop down list (Yes/No)

Decommissioning

If yes, provide a description of the proposed decommissioning process and any potential implications

Planned expenditure &

Table indicates funding sources across years and relevant to the particular schedule

Funding sources

32

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

Activity Work Plans are created in PPERS in accordance with the Commonwealth guiding documents. Plans and budgets will be developed for priority areas considering the appropriate schedule for each of the below funding streams •

Core and flexible funding (including health system improvement, flexible and corporate governance)

•

Primary Mental Health (Including Empowering our communities and Aged Care)

•

Alcohol and Other Drugs (National Ice Action Strategy (NIAS)

•

Integrated Team Care

•

After Hours

•

National Psychosocial Measure

•

Other specific projects, such as Greater Choice at Home Palliative Care and Bushfire response

The Activity Work Plan process is detailed in figure 13 to follow.

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

33

Figure 13. MPHN Activity Work Plan Process

Annual Planning Process development stage

Executive, Portfolio Managers and Program Managers

November 20XX Needs assessment with priority list of needs to be addressed circulated to all participants; Responsible: Planning; Purpose: Ensure that all priority needs are covered by planned activity

December 20XX Review of existing AWP contracts (5-6 month interim review of contract, including compliance with funding and KPI activity); Responsible: Portfolio Managers and Managers; Purpose: Relevance of contracts ongoing

December 20XX Interim allocation of priority areas in AWP budgets; Responsible: Planning; Purpose: Consider Commonwealth instructions, provide indicative amounts for each priority area

Meeting 1: December 20XX Review meeting Responsible: All participants; Purpose: Form first draft of AWP taking into account needs, existing activity, opportunities for new activity; Outcome: Planning will develop draft plan and budget (PPERS), and additional working budget

Meeting 2: December 20XX Responsible: All participants; Purpose: Provide final draft of plan for ratification prior to submission to Executive and Board for approval

34

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

CONSULTATION stage Community Advisory Committee and Clinical Councils

January 20XX Consultation: Responsible: Clinical Council Community Advisory Committee; Purpose: Review consultation results and development of activities to meet needs; Outcome: Comments included and endorsement of penultimate plan

SUBMISSION stage January 20XX Executive Review: Responsible: Executive Purpose: Review penultimate final draft of plan and budget Outcome: Planning will finalise penultimate plan and budget

January 20XX Board Review: Responsible: CEO and Board Purpose: Review final draft of plan and budget Outcome: Planning will finalise plan and budget

February 20XX Upload to Commonwealth (PPERS): Responsible: Planning Purpose: Ensure that plan and budget are entered for submission to the Commonwealth

approval stage Commonwealth approval

Conditional – Respond to Commonwealth requests and submit response

In full – Remove $ values and PDF form for lodging on PHN website. Distribute link to staff

Finance Manager update finance system budget

Finance Manager updates working budget and records contracts as approved (May-June 20XX and as required throughout 12 months cycle)

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

35

TIMEFRAMES The diagram below provides a high level overview of the timing of our commissioning activities. It has been designed to align with submission of required deliverables to the Department of Health, and shows the changing focus of our commissioning activities each quarter. In reality, however, all of our commissioning activities are ongoing throughout the year.

Q2

Q1 July – September

Strategic

October – December

Q3

Q4

January – March

April –June

Needs assessment

planning

Annual planning Designing services

Procuring services

Procurement Evaluation

Monitoring and evaluation

Ongoing monitoring and performance management

Stakeholder engagement

Ongoing consultation

HEALTH NEEDS ASSESSMENT PRODUCTS Overall Regional summary including at a glance profile and outlining high impact population and health conditions and behaviours. This summary will take a social determinant, person centered approach to specific population’s which is aimed at the consumer. The summary includes the Commonwealth template populated with health and service needs and priorities and potential options.

LGA level reports that describe the population and the needs of that population in order to address the deficits using a social determinants approach (ie inclusion of housing, education, health etc) at the local level.

Including in both the Regional summary and the LGA level reports are databooks with all the facts and justifications that support the identification of the existing high impact profiles above.

36

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

DATA SOURCES Data will be sourced from both internal and external sources including but not limited to;

Geographic, demographic & health status and health behaviours – LGA level •

Australian Bureau of Statistics (ABS) Census and Census-derived data on demographics, including the Socio Economic Indices for Areas (SEIFA) and profiles of health including the National Health Survey, the National Nutrition and Physical Activity Survey and the National Health Measures Survey, the National Aboriginal and Torres Strait Islander Health Survey, the National Aboriginal and Torres Strait Islander Nutrition and Physical Activity Survey, and the National Aboriginal and Torres Strait Islander Health Measures Survey

•

Australian Institute of Health and Welfare (AIHW) and National Health Performance Authority (NHPA) datasets and publications, including the METeOR metadata registry

•

information on the PHIDU website, such as the Social Health Atlas of Australia

•

information on Indigenous data from a range of sources

•

NSW Cancer Institute

•

the Australian Childhood Immunisation Register

•

State and Territory Health Department data

•

Local Government data

•

Child Education and development data

Service data – LGA level •

Medicare Benefits Schedule (MBS), Pharmaceutical Benefits Scheme (PBS) and Practice Incentives Program (PIP) data

•

data from Local Hospital Networks or equivalents (including acute and community care services)

•

aged care data (both residential and community based) such as Commonwealth Home Support Program, or Department of Veterans Affairs (DVA) data

•

mental health data such as the National Mental Health Service Planning Framework database

•

the National Notifiable Diseases Surveillance System

•

resources from the Royal Australian College of General Practitioners (RACGP)

•

data from practices through clinical audit Tools

•

health workforce data

•

National Health Services Directory (NHSD) and Healthdirect

•

Local GP data through PenCS

•

Other local data sources

H E A LT H N E E D S A S S E S S M E N T A N D P L A N N I N G G U I D E MURRUMBIDGEE PHN

37

mphn.org.au Tel 02 6923 3100 Fax 02 6931 7822 1/185 Morgan Street, Wagga Wagga NSW 2650