Peninsula Model Executive Group (PMEG) · 11/27/2014 · That the PMEG accept the FMP PCP Financial Statement for the year ended 30 June 2014 and the Financial Position for the Financial

Peninsula Model Executive Group (PMEG)

Agenda

For the Meeting to be held

27 November 2014

Peninsula Model Executive Group (PMEG) – Meeting Agenda Date: 27 November 2014 Time: 1.30 – 3.30pm - Light lunch provided

Venue: Boardroom, Mt Eliza Centre, 33 Jacksons Road, Mt Eliza (enter through Gate 1 or 2)

Members Joe Cauchi – Chair (FL) Rob Macindoe (MPS) Lisa Rollinson – Deputy Chair (BSL) Rod Mackintosh (FMPML)

Ruth Azzopardi (PHCH) Sarah Ong (DoH)

Christine Burrows (FMPPCP) Terry Palioportas (PSS)

Jan Child (PH) Denise Ramus (DEECD)

Ro Dowling (Headspace) Jane Thompson (GP)

Marion Frere (DHS) Robin Whyte (FMPML)

Sue Glasgow (WHISE) Martin Wischer (RDNS)

Helen Keleher (FMPML) Minutes Anita Eichholtz (FMPPCP) Apologies Helen Keleher

Item# Topic Time mins

Person Responsible

1. Welcome Welcome and apologies Chair

2. Acceptance of Previous Minutes

The Unconfirmed Minutes of the Meeting held 25 September 2014 (Attachment 1)

2 Chair

3. Matters Arising

Instrument of delegation – issue to be considered in Governance review (Agenda item 11.1)

Mental Health Alliance – expression of concern re Reform process Peninsula Model Evaluation completed (Item 10.3) NHSD to attend PMEG – yet to be actioned Chair PD/role and criteria - completed

C Burrows T Palioportas R Mackintosh C Burrows

4. Standing Items

Correspondence (to be tabled) 1. Letter from Minister for Health 2. Letter from CEO, Frankston City Council, resignation from PMEG

J Cauchi

5. PCP Executive Officer November Report (Attachment 2) DoH Reporting – Prevention Report for approval (Attachment 3) PVAW Strategy for approval to publish (Attachment 4) New PCP members for endorsement – MOIRA, Australian

Hearing

5 C Burrows

J Cauchi

6. Finance Update (Attachment 5 – Expenditure Report to 31 Oct 2014)

5 C Burrows

7. Communications Strategy 7.1 Peninsula Model E-Bulletin 5 C Burrows 7.2 Stakeholder Communications

Prospectus/Video/Case Studies (see Agenda Item 10) 10

1

Item# Topic Time mins

Person Responsible

8. Alliance Report and Care Pathways for approval (Attachment 6)

10 R Mackintosh

9. Primary Care and Populatation Health Committee

December Forum – Draft program (Attachment 7)

5 J Child/C Burrows / R Whyte

10. Resourcing of Peninsula Model

10.1 Funding for Sustainability – Briefing Paper (Attachment 8) 10 R Whyte

10.2 Submissions - Collective Impact proposal to 10/20 Foundation – Feedback

5 J Cauchi

10.3 Peninsula Model Evaluation Executive Summary (Attachment 9) 5 R Whyte/J Child

11. New Items 11.1 Review of PMEG Governance model

Update

Motion for working group to progress Review work

11.2 Nominations and Election of Chair

11.3 PMEG 2015 Meeting Schedule (Attachment 10)

5 J Cauchi / R Whyte/J Child J Cauchi/L Rollinson

C Burrows

12. Other Business

5 Chair

13. Next Meeting

29 January 2015: 1.30 – 3.30pm - Venue to be decided

The members of PMEG acknowledge and pay respects to the Boon wurrung peoples, the traditional custodians of the land on which we work and meet, and bestow the same courtesy to all other Elders of the land, past and present, and their families.

2

Peninsula Model Executive Group (PMEG) – Unconfirmed Minutes Date: 25 September 2014 Time: 1.30 – 3.30pm

Venue: Boardroom, Mt Eliza Centre, 33 Jacksons Road, Mt Eliza (enter through Gate 1 or 2)

Members 1. Joe Cauchi – Chair (FL) Present 10. Helen Keleher (FMPML) Apology 2. Lisa Rollinson – Deputy Chair (BSL) Present 11. Rob Macindoe (MPS) Present 3. Ruth Azzopardi (FMPML) Present 12. Margaret Martin (PH) Present 4. Christine Burrows (FMPPCP) Present 13. Sarah Ong (DoH) Present 5. Jan Child (PH) Apology 14. Terry Palioportas (PSS) Present 6. Ro Dowling (Headspace) Apology 15. Denise Ramus (DEECD) Proxy – Fiona Oliver 7. Marion Frere (DHS) Proxy - Argiri Alisandratos 16. Jane Thompson (GP) Apology 8. Sue Glasgow (WHISE) Present 17. Robin Whyte (FMPML) Present 9. Gillian Kay (FCC) Apology 18. Martin Wischer (RDNS) Present

Minutes Anita Eichholtz (FMPPCP) Guest Fiona Smith (DoH)

Item# Topic

1. Welcome The Chair opened the meeting by welcoming attendees and acknowledging country. Argiri Alisandratos, proxy for Marion Frere was welcomed to the meeting.

2. Acceptance of Previous Minutes

Motion

That the Unconfirmed Minutes of the Meeting held 24 July 2014 be accepted as a true and accurate account of that meeting

Moved: R Whyte Seconded: T Palioportas Carried.

3. Matters Arising

The out of session recommendations were noted as accepted. Members noted that the Instrument of Delegation is deferred to the November Meeting.PMEG to adopt Peninsula Health’s Instrument of

Delegation and modify where necessary. ACTION: Instrument of Delegation to be presented to November PMEG Meeting (C Burrows)

Members noted that YSAS is representing youth on the Alcohol and Other Drugs Alliance. Completed Action - remove from Agenda.

4. Standing Items

Correspondence - no correspondence to report.

Attachment 1

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Item# Topic

5. PCP Executive Officer Report

C Burrows advised that the next Statewide PCP EO and Chairs Meeting scheduled for next week includes ‘Progress to date and implications for broader service system of Community Mental Health Services and AOD Services Recommissioning’, to be presented by DoH. Christine invited members to table/email any items they would like her to raise during the ensuing discussion. T Palioportas reported that there were concerns raised at the Mental Health Alliance in relation to the reform process and several members had requested PMEG to send a letter to the Department of Health. S Ong advised that there was more information to flow through and that she would follow this up. Motion

That PMEG agree for C Burrows to liaise with T Paliportas to provide information for the November Mental Health Alliance Meeting following feedback from S Ong and the Statewide PCP Meeting Moved: R Azzopardi Seconded: S Glasgow Carried.

6. Budget Update C Burrows referred to the Financial Statement in the Agenda which had been agreed with Peninsula Health and would be reported to the Department. Motion

That the PMEG accept the FMP PCP Financial Statement for the year ended 30 June 2014 and the Financial Position for the Financial Year ended 30 June 2014 Moved: L Rollinson Seconded: T Palioportas Carried. C Burrows tabled and circulated two other Financial Documents: The PCP Budget for 2014 -15 and the PCP Balance Sheet to 31/8/2014 (Refer Attachments 1a and 1b). Budget and Balance Sheet accepted. R Macindoe arrived at 1.45pm.

7. Communications Strategy

7.1 Peninsula Model E-Bulletin

C Burrows advised that a Peninsula Model E-bulletin will replace the current PCP e-bulletin providing a mechanism to showcase PM achievements, progress and opportunities for collaboration. A joint PCP and ML Editorial Group has been established.

7.2 Stakeholder Communications Prospectus/Video/Case Studies

R Whyte updated members on progress of the Prospectus/Video/Case Studies. The script for the Prospectus and Case Studies is currently being developed. F Oliver was welcomed to the meeting by Chair on her arrival at 1.55pm. Advocacy Letters

C Burrows circulated the draft Advocacy Letter that had initially been agreed by PMEG as well as a list of State and Federal Politicians to send it to (Refer Attachments 2a and 2b). The letter aims to inform and gain support for the Peninsula Model work in a new landscape. There would be a follow up face to face meeting with those in the catchment. The Group agreed with the letter (subject to minor changes including clarifying the ‘ask’), and the list of recipients.

Attachment 1

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Item# Topic

Letters be sent prior to the Government going into caretaker mode (6pm on 3 November 2014). ACTION: Agreed changes to be made to the Advocacy Letter and emailed to Group for final approval (C Burrows).

7.3 Presentations to Local Government ACTION: Strategies for engaging local government (R Macindoe/G Kay). In progress.

7.4 Stakeholder Forums

Collective Impact Workshop - Verbal Report C Burrows reported on a successful CI Workshop which met the objective to increase understanding of the Peninsula Model amongst PCP members. There were 66 attendees on the day with 67% completing the Feedback Form and responses were strongly positive. A follow up evaluation is currently taking place. The Group went on to discuss the need to engage key players in the catchment including Private Hospitals, Business and Private Practitioners. Meeting with Northern Health R Whyte reported on a Peninsula Model Meeting with Northern Health last Tuesday which was attended by their Chair, Executive and PCP. R Whyte presented on governance, C Burrows presented on Alliance outcomes and R Azzopardi presented on the Map of Medicine. Northern Health was impressed by the scope and intersectorial engagement achieved. R Whyte circulated the Northern Health Model provided by the CEO.

8. Alliance Report and Care Pathways for approval

R Azzopardi spoke to the Alliance Report and requested approval for six Care Pathway topics. Motion

That the PMEG approve the nominated six Care Pathway topics Moved M Wischer Seconded: M Martin Carried.

R Whyte advised that there was an alternative product to Map of Medicine called Health Pathways being utilised in some areas of the Health Sector. Robin noted that The Map of Medicine is a superior product which contains condition specific template pathways but also allows templates to be created from scratch. R Azzopardi advised that The Map of Medicine Contract has just been amended to give access to bordering practitioners in Bayside. The E-referral (secure messaging) tendering process was well underway with shortlisted vendors presenting this week.

9. Primary Care and Populatation Health Committee

Proposal for December Forum

C Burrows spoke to the proposal circulated in the Agenda. R Whyte advised that the First Forum last year was to agree Health needs and priorities and that this Forum is to gain collective agreement on next priorities. Motion

That the PMEG endorse the following and make recommendation to the Primary Care Populaiton Health Committee that: A Peninsula Model Forum to be held on 4 December 2014 (in lieu of the scheduled PCPHC meeitng) Establishment of a small working group of PMEG to organise the event Shared funding of the event between Peninsula Health, FMPML and FMPPCP

Moved: R Macindoe Seconded: M Wischer Carried.

Attachment 1

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Item# Topic 10. Resourcing of Peninsula Model

10.1 ACTION: R Whyte to seek advice from Sandy Austin re: inviting Paul Smith to Dec Forum. R Whyte advised that she had followed up. Action completed - remove from Agenda.

10.2 Submissions - Collective Impact proposal to Ten20 Foundation C Burrows advised that the FMP PCP Collective Impact Proposal titled ‘Place-based approach in Frankston North around youth (‘cradle to career’) has been submitted to the Ten20 Foundation. This is in response to an invitation from the Foundation to 17 organisations to put in a submission for the three places available to partner with them. ACTION: Final submission to be circulated via email to PMEG (C Burrows) 10.3 Peninsula Model Evaluation Update – item deferred due to November Meeting due to aplogy from Helen Keleher. ACTION: Peninsula Model Evaluation Update to be presented to the November PMEG Meeting (H Keleher)

10. New Items Community Partnership Strategy – Briefing Paper C Burrows spoke to the Briefing Paper and the four options presented. The Group discussed the Options and agreed on Option Four.

11. National Health Service Directory – Briefing Paper R Azzopardi spoke to her paper and provided a definition for widgets. Motion

That the PMEG endorse the following: Service directory work through the Peninsula Model will aim to add value to the NHSD rather than create separate directories, except

where there are gaps. This will include improving the quality of information currently in the directory and uploading new service information.

Where there are gaps, for example the youth service types in the NHSD are very limited, separate service directories should be seen as short term activity with corresponding strategic advocacy to improve the NHSD functionality.

Organisations that are part of PMEG will consider building widgets onto their websites. Moved M Wischer Seconded: R Macindoe Carried.

ACTION: The Group agreed for the NHSD to be invited to talk to PMEG (R Azzopardi)

12. Nomination process for Chair and Deputy Chair – for decision (Attachment 8) C Burrows spoke to the subject requesting feedback on the proposed process. Group discussion followed with nominations via email agreed as well as an initial term of 12 months with an option of another 12 months. ACTION: The Group requested the Chair to draft a one page Position Description for the role (J Cauchi).

13. Other Business 14. Next Meeting The Meeting concluded at 3.05pm.

The next meeting is scheduled for 27 November 2014: 1.30 – 3.30pm in the Mt Eliza Board Room, Mt Eliza Centre, 33 Jacksons Road, Mt Eliza 3930 (enter via Gate 1 or 2).

The members of PMEG acknowledge and pay respects to the Boon wurrung peoples, the traditional custodians of the land on which we work and meet, and bestow the same courtesy to all other Elders of the land, past and present, and their families.

Attachment 1

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PCP EO Report to Peninsula Model Executive Group – November 2014 PCP Statewide

PCP Strategic Manager appointed. Statewide Advocacy strategy being implemented Department of Health reporting

Reports submitted to Regional and Central DoH on 7/11/14. Prevention Report pending PMEG signoff, for submission 30/11/14

Koolin Balit reporting to be completed by FMP ML PMEG/PCP Members

All PMEG Agency members have signed Partnering Agreements 2014-2017

Frankston City Council has resigned from PMEG, effective 11/11/14

PCP Membership renewals and Membership Agreements 2014-17 being submitted

Two new members – MOIRA and Australian Hearing (to be approved). Others being proactively followed up (NEAMI, Stepping Up, St John of God, Hanover, Willum Warain)

Peninsula Model monthly E-Newsletter replaced PCP Member e-Bulletin. First edition disseminated Nov 10. Editorial Group reviewing response and planning next editions

Service Coordination

Evaluation of Course in Service Coordination recommends online learning modules

Future improvement activity will focus on increasing agreements to support shared care/case planning between services, particularly for consumers with multiple or complex needs

Embedding SCTT into ReferrlaNet as part of the e-Referral Project will increase its utilisation amongst FMP providers.

Prevention/Health Promotion

Report integrated into PBH Alliance report

Finalising Prevention of Violence Women Strategy for publication once authorised by PMEG.

Leading Community Partnership strategy (consumer empowerment). Focus group with consumer participants to inform strategy development. Currently analysing data.

Analysing results of Health Promotion Capacity building needs assessment survey Integrated Chronic Disease Management

Report integrated in Alliance Report for Chronic Disease Management Alliance.

Main focus is on development of Care Pathways. Key outcomes

Budget tracking to target

Department Reporting completed

Vendor selected for Peninsula e-Referral project

Education sector engaged in e-Referral project with probable investment

Expressed interest in the DHS Sector Partnership Strategy Group for Bayside Peninsula Current risks and issues

PCP funding and budget for 2015-16 – reduced to core funding. Requires re-structure.

Attachment 2

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Prevention report to Department of Health, SMR

From Frankston Mornington Peninsula Primary Care Partnership (FMPPCP)

November 2014

For period July 20130June 2014

Attachment 3

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Section One – Reporting template for 2013-2014 PCP Prevention Activity

Instructions

Section One will provide an overview of what the PCP prevention focus has been on a catchment level during 2013-2014. The Department should be able to get a clear sense of the shared priorities, including population priorities and settings, goal and objectives, what strategies have been implemented, any evaluation activities conducted and any reflections for future implementation. The PCPs role in supporting collaborative practice and integration across the catchment should also be clearly demonstrated.

If your PCP has a 2013-2014 IHP catchment plan or operational plan and/or progress report, please attach this as part of your report. If your plan/progress report answers any of the below questions, you do not need to duplicate this information but simply reference the relevant page and paragraph within the plan (e.g., p.3, para 2). If you need to add more text to the answer the question you can add this text after the page and paragraph reference.

1. Overview

a. Describe the current prevention focus for your PCP. How long has this been the focus for your PCP?

What is your PCP working towards with its member agencies? e.g., shared priority, vision, priority

population, settings, goals and objectives (max. 200 words).

The FMPPCP prevention work is integrated into the Peninsula Model of Primary Health planning. The Peninsula Model is a catchment based partnership which takes a population health approach to primary health planning; wrapping the collective effort of providers around agreed health priorities to address service gaps for the catchment. Peninsula Model Agenda engages FMP PCP member agencies that have a shared interest and priorities.

FMP PCP plays a key coordination and support and role for the Prevention and Better Health Alliance (PBH Alliance). The FMP PCP also facilitates the delivery and evaluation of the action plans for the priority areas. PBH Alliance priorities are:

Primary Prevention of Violence Against Women (Priority of PCP from 2007) Primary Prevention of Chronic Disease (priority of PCP from August 2013) Smoking Cessation and Tobacco Control ( priority of PCP from August 2013)

To date workplans have been developed for Smoking Cessation and Tobacco Control and Primary Prevention of Violence Against Women (PPVAW). The workplans contain goals, objectives and strategies (See Appendix 1).

The PBH Alliance was established in August 2013. Prior to this key areas of work for the FMP PCP included the coordination of the Stronger Communities Project which ran from 2010 and concluded in December 2013, a key piece of work for 2009-2012 IHP plan priority area - mental health.

b. Please list your prevention partners for each priority area.

Prevention and Better Health Alliance Members

FMPPCP Frankston City Council Family Life Peninsula Health Mornington Peninsula Shire

Attachment 3

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Frankston Mornington Peninsula Medicare Local WHISE – Women’s Health in the South East Department of Health

Primary Prevention of Violence against Women

WHISE- Women’s Health in the South East Frankston City Council Family Life Peninsula Health Mornington Peninsula Shire Frankston Mornington Peninsula Medicare Local Good Shepard WAYYS

Smoking Cessation and Tobacco Control

Frankston City Council Family Life Peninsula Health Mornington Peninsula Shire Frankston Mornington Peninsula Medicare Local Royal district nursing service QUIT Victoria Headspace Frankston Dandenong and Districts Aborigines Co-operative Limited (DDACL)

Primary Prevention of Chronic Disease

Working group to be established c. Describe how the prevention priorities of the PCP align with other priorities such as those outlined in

local Municipal Public Health and Wellbeing Plans (max. 200 words)

The FMP PCP catchment includes the local government areas of Frankston City Council (FCC) and Mornington Peninsula Shire (MPS) both of which are represented on the PBH Alliance. The FMP PCP strategic plans align in terms of planning and reporting with both LGA’s Health and Wellbeing Plans. The Mornington Peninsula Shire’s (MPS) Municipal Health and Wellbeing Plan recognises the FMP PCP and integrated Health Promotion as key elements. Priority areas of the PBH Alliance align with key action areas of the MPS Health and Wellbeing Plan. The Frankston City Council Municipal Health and Wellbeing Plan identifies and recognises its alignment with the Peninsula Model priorities including - reducing family violence, enforcing smoke-free environments and support and involvement with the Smoking Cessation and Tobacco Control working group. d. Describe how these priorities were selected by the partnership (max. 250 words).

The PCP IHP and Peninsula Model priorities were determined by an analysis of population health data and a comprehensive needs assessment completed in 2012 (Keleher H, 2012). Establishing and understanding key stakeholder priority areas was also an essential part of selecting the priorities. Building on existing partnerships

Attachment 3

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and networks played a key role in assisting to identify priority areas of shared interest. Consideration was also given to existing PCP members’ activity and capacity for preventative health action. The FMP PCP played a key role in the planning and coordination of this process, and facilitated stakeholder / member engagement. The FMP PCP undertook further analyses of evidence in the form of evidence briefs to inform objectives and strategies.

Strategies

a. Describe how strategies were selected by the partnership and how these align with the PCP

identified prevention priorities as outlined above (max. 200 words).

For each priority area evidence briefs & issue analysis were completed (See Appendix 2). The Tobacco evidence brief provided key findings to guide strategies. Target populations were determined based on the evidence. The strategies built on existing evidence and activity being undertaken by member agencies. The Primary Prevention of Violence Against Women (PPVAW) Strategy was adapted from the VicHealth Framework (2010) “Preventing Violence Before It Occurs”. This Framework provides a program logic to support strategy development at local levels across settings and utilising the range of health promotion interventions. Utilising a tool developed by Women’s Health in the North (WHIN), PCP member agencies completed an organisational audit, the collated findings of which assisted in identifying areas for organisational improvement in relation to violence against women and gender equity. The primary prevention of chronic disease strategy is still being finalised. The PCP held a Forum to raise awareness and develop local knowledge of Collective Impact as a place-based Framework for mobilising partners and the community around complex social and health issues. The Forum had 66 participants; the great majority of whom reported increased knowledge and an interest in further exploring Colelctive Impact as a methodology for addressing complex social issues. b. Describe how these strategies align with Health Promotion frameworks/best practice (max. 300

words)

FMPPCP Prevention and IHP strategies incorporate all action areas of the Ottawa Charter. These are: Building Healthy Public Policy Creating supportive environments for health Strengthening Community Action Developing Personal Skills Reorienting Health Services

The VicHealth Framework (2010) “Preventing Violence Before It Occurs” informed the development of the PPVAW strategy. The Framework was adapted to account for the capacity of participating PCP organisations in being involved in primary prevention. The priority area of Smoking Cessation and Tobacco Control aligns with Ottawa Charter actions. Strategies and interventions cover the spectrum of prevention from individual to population levels. All strategies include capacity building, including organisational development, leadership, resources and workforce development.

Attachment 3

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c. Describe the PCP role in coordinating and driving the strategies selected by the partnership (max.

250 words).

1. Primary Prevention of Violence against Women and their Children:

The FMP PCP plays a key role in driving the development of the catchment-wide strategy by coordinating member agencies participation in the planning, implementation and evaluation of the strategy.

Recent FMP PCP activities:

o Identifying opportunities for member agencies in PVAWW working group o Research and evidence collection to guide Strategy o Contribution to development of catchment-wide action plan o Participate and contribute in all working group and sub working group meetings o Supporting PPVAW working group and associated actions including:

o Development and delivery of Statement of Intent o Development of tool kit to support implementation of Statement of Intent and associated

actions o Contributing to the evaluation plan for the PPVAW strategy o Coordination of publication and launch of the strategy o Ongoing implementation and monitoring of the PPVAW strategy

2. Smoking Cessation and Tobacco Control

The FMP PCP has supported the development of the strategy through participating in the development of the strategy and evaluation plan, along with actioning and guiding specific objectives. Specific actions of the PCP have included capacity building, Smoking Cessation referral/care pathway development and training. Recent FMP PCP activities:

o Identifying opportunities for member agencies in Smoking Cessation and Tobacco Control work group

o Contribution to development of catchment-wide action plan and evaluation plan o Participate and contribute in all working group and sub working group meetings o Coordinate and develop with partner agency, FMP Medicare Local, the Map of Medicine referral

pathway for Smoking Cessation o Contribute to development and delivery of a catchment-wide training needs assessment for smoking

cessation o Contribute to development and delivery of training needs assessment action plan, for 2015 delivery o Coordinate capacity building events for member agencies in relation to smoking cessation

2. Enablers

a. Describe how consumers have been engaged in the development of any planning and evaluation processes (max.250 words)

The Peninsula Model uses a number of consumer/community engagement methods. Consumers /community members are currently engaged in work that is being completed at the Alliance and working group levels of the Peninsula Model. Consumers sit on Alliances and working groups providing a strong advocate voice to the ongoing work, and participate in relevant actions.

Attachment 3

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Utilising existing consumer groups occurs on an “as needs basis” an example of this being consultation with Peninsula Health’s consumer advisory groups and other consumer groups such as PACE. Consumer representatives participated in the FMP PCP strategic planning forum in August 2013 and participated in the Peninsula Model Forum in December 2013 which provided the opportunity for input and feedback. Consumers were consulted in the Peninsula Model evaluation in September 2014. b. Describe any ongoing review and/or continuous improvement strategies employed (max. 250 words) The FMP PCP recently coordinated a focus group with consumers currently engaged in the Peninsula Model (as Alliance or working group members). The purpose was to look at further developing the Community Partnership Strategy for the PCP/Peninsula Model and to ensure the process is driven by consumer needs. The focus group findings will inform a Community Partnership Strategy for PCP and Peninsula Model work going forward, including prevention/health promotion. From engagement to date, the following key improvements have been identified by consumers:

o Need for better communication with consumers about the PCP/Peninsula Model o Need for clearer definition of the role of consumers in PCP/Peninsula Model work o Need for more young people to be engaged as consumers o Transport issues and allocation of time to meetings o Communication with consumers of the purpose of health planning not clear o Capacity of consumers to be a representative voice.

Data from the focus group has yet to be fully analysed, however a preliminary ‘themes’ assessment indicates

that there is thick and rich data to draw on for strategy development.

3. Evaluation

a. List the indicators that you have in place to measure the collective work undertaken by the partnership and identify progress against them:

1. Primary Prevention of Violence Against Women

The Primary Prevention of Violence Against Women Strategy has just been completed (November 2014). The evaluation plan will be developed in early 2015. 2. Smoking Cessation and Tobacco Control

The Smoking Cessation and Tobacco Control workplan evaluation plan is attached as Appendix 3. The evaluation plan is currently in draft form and is expected to be finalised by the end of November 2014. Selected key evaluation indicators of workplan include:

o Number of workplaces (including member agencies) and schools committed to the Achievement Program that identify smoking as a priority area

o Number of agencies engaged in the training needs analysis o Number of GP referrals to local QUIT services o Member agency participation to work groups and strategy

Action commenced on the workplan August 2014, progress of indicators are being monitored but haven’t been

evaluated at this stage. For further indicators see Appendix 3.

Attachment 3

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b. What value has there been in working together on these activities at the catchment level? e.g., development of a tool that can be used to measure gender equity across the catchment, have undertaken research that can be used at a catchment level to address gaps (max. 250 words)

1. Primary Prevention of Violence Against Women:

Through collective work of the PPVAW working group the following activities have been/are in the process of being achieved:

Successful engagement with relevant stakeholders for workgroup participation Family Violence service mapping (lead by Women’s Health in the South East) Research and findings from completion of organisational audit tool Development of tool kit to support actions listed on the Statement of Intent (in progress), examples in

tool kit will include gender equity policy examples, resources etc Development of a Statement of Intent for service providers/organisations in the catchment which will

include the following action o Gender equity policy o Workplace / Professional development opportunities o Promote and support prevention of violence against women campaigns in the workplace o Support staff with resources about the prevention of violence against women.

The FMP PCP will continue to coordinate and support the PPVAW working group and will coordinate and contribute additional actions developed by this working group.

2. Smoking Cessation and Tobacco Control

The Smoking Cessation and Tobacco Control strategy, through partnership, covers the spectrum of prevention and engages a broad range of stakeholders across the catchment. The working group has produced: o Training needs assessment identifying needs for training on Smoking Cessation and organisational

support needs o Conducted a training needs assessment of community, health and youth service provides o Referral Pathway for GPs and health services for Smoking Cessation using the Map of Medicine o Increased knowledge of Achievement Program through workshops for potential target settings.

4. Conclusion

a. Describe how the work will contribute to future planning in prevention

The FMP PCP prevention agenda is integrated into the Peninsula Model, a broad catchment-wide Primary Health planning model. The work undertaken will contribute to the evidence base and strengthens existing work by through more robust planning, implementation and evaluation. Successful collaboration has been demonstrated and will provide the platform for future planning and achievements in the prevention space.

b. Describe any challenges experienced so far. How might the PCP modify any actions over the next 12

months? (max. 250 words)

Key challenges experienced so far: o Need for a shared language and understanding of primary prevention amongst member agencies o Need for a shared language and understanding of Health Promotion amongst member agencies o Difficultly engaging some member agencies in primary prevention due to demands of service

delivery and competing priorities o Finding an effective method to engage consumers in the prevention work of the Peninsula Model

Attachment 3

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o Sector reform and loss/change of a key partner, the FMP Medicare Local, from June 2015 with which PCP resources are leveraged

o Resources allocated to health promotion are limited amongst partner agencies, with few exceptions (Peninsula Health and the FMP ML and, to a lesser degree, local government)

How FMP PCP will modify actions to address challenges:

o Capacity building Health Promotion / preventive health needs assessment completed for catchment o Capacity building action plan for member agencies, which will include health promotion & primary

prevention training and support o Address key themes identified in the consumer partnership process ( See question 2B) o Advocacy and funds-seeking for resources for identified Health Promotion priorities, in partnership with

member agencies.

Section Two – Reporting template for a PCP Long Term Prevention Initiative

The Department would like an understanding of some of the longer term impacts of PCP prevention work. Please report against a mature initiative that has progressed over time within your PCP (e.g., over a number of years) that effectively demonstrates some impact and outcome measures within a local population/s.

1. Provide an overview of the initiative including:

Due to staff vacancy in the FMP PCP for a proportion of the reporting period 2013-2014, and with much of the PCP focus being on planning and integrating PCP work into the Peninsula model, the long term prevention initiatives actually implemented during that time are difficult to define. As a result of this strategic shift, staff changeover and lack of available baseline data, a long term prevention initiative can’t be

articulated. Therefore this report reflects more recent work that is underway to establish a longer term prevention initiative.

The P & BH Alliance is committed to addressing the Social Determinants of Health and to do this a common understanding and language about Health Promotion needs to be established. The FMPPCP aims to build health promotion capacity in the catchment to better engage partners on shared priorities, and foster commitment to working on longer term objectives to improve health outcomes.

a. Background – including timelines (max. 250 words)

The FMP PCP developed an organisational and training needs assessment (see Appendix 4) to improve coordination of Health Promotion activity across the catchment. There were 106 responses from across sectors to the needs assessment, with a range of practitioners from most PCP member agencies responding. The needs assessment shows a current picture of how member agencies are equipped for working in the prevention space and identifies what they need to improve Health Promotion practice. This process will identify organisational gaps and needs and will identify opportunities to build on existing (as well as establish new) partnership work.

The results of the needs assessment, which are currently being analysed, will inform a PCP capacity building strategy. A Health Promotion / preventative health capacity building action plan will be developed to improve practice within the catchment.

Timelines

Health Promotion Coordinator employed to work on evidence briefs for PBH Alliance - Aug 2013-Dec 2013 Health Promotion Coordinator position recruited from May 2014

Attachment 3

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Development of needs assessment: June 2014 Need assessment open for responses: 31st July Needs assessment closed: 1st October 2014 Need assessment report and recommendations: November 2014 Needs assessment action plan: January 2015 Action plan implementation: 2015-2017

b. Priority, vision, priority population and settings – including how and why these priorities were

selected by the partnership (max. 250 words).

Priority: Build Health Promotion and preventative health capacity within the catchment Vision: To improve Health Promotion and preventative health capacity for member agencies Priority population: Member agencies, community members Settings / how: Organisational setting / member agencies It has been identified that a common understanding of Health Promotion core competencies and the language to support this has not been established within the catchment. An early analysis of the findings of the Health Promotion needs assessment clearly identifies a lack of common understanding of the different levels of prevention and how this can be incorporated into the range of sectors. The FMP PCP Health Promotion / preventative health capacity building action plan aims to bring about a long term improvement in how preventative health and integrated Health Promotion is coordinated and delivered throughout the catchment.

2. Strategies

a. Outline the strategies of this initiative including how they align with the identified PCP prevention priorities. This may include how the strategies were developed and refined over time to reflect local needs (max. 250 words)

Support member agencies with training opportunities based on the needs identified through the

Health Promotion needs assessment Work with organisations to improve Health Promotion and preventative health opportunities by

supporting changes to organisational practice Advocate for Health Promotion resources where required to support best practice within member

agencies The strategies are informed by the findings of the Health Promotion needs assessment which reflects local needs. Strategies will effectively align with FMP PCP/Peninsula Model partners prevention priority areas.

b. Describe the PCP role in coordinating and driving the strategies selected by the partnership (max. 250

words).

The FMP PCP is coordinating the Health Promotion needs assessment, which has been disseminated through member organisations that have confirmed their support in improving Health Promotion practice within their agency with support from the PCP. The FMP PCP will drive the strategy through consultation and partnership with member agencies and the Prevention and Better Health Alliance.

Attachment 3

16

There was an excellent participation rate from Local Government staff in the needs assessment. They accounted 61% of responses. A range of sectors participated in the needs assessment including non-Government organisations/community services and health services. The need assessment found that 28% of Local Government respondents have completed some form of Health Promotion training, and that 62% of respondents have had no Health Promotion training.

A further and more detailed analysis will guide and shape the Health Promotion and preventative health capacity building action plan, which will be delivered in early 2015.

3. Evaluation

a. List the indicators that you have used to measure the impacts/outcomes of the work undertaken. Due to the early stages of the needs assessment report the indicators for the action plan have yet to be completed, the evaluation plan will accompany the action plan,

b. Please report progress of strategies against these indicators (max. 250 words).

See above

4. Conclusion

a. Were there any unforeseen circumstances (positive or negative) that had a significant impact on the work undertaken by the partnership? If yes, please describe these circumstances (max. 200 words).

In the reporting period 2013-14, PCP Health Promotion capacity was involved in the formative work of the Peninsula Model’s Prevention and Better Health Alliance. This work assisted in defining the Alliance’s priority areas, and its workplans for each priority area. In this period positive outcomes occurred through strengthening partnerships and growth the membership of the PBH Alliance and its working groups.

b. What are the plans (if any) to continue to progress this work into the future? (max. 250 words)

All of the work associated with the PBH Alliance is planned to continue through the duration of the current FMPPCP Strategi Plan (to June 2017). The long term Health Promotion/ preventative health capacity building action plan will be developed and implemented from 2015 to 2017.

The implementation of this plan will be ongoing and will be monitored and throughout the implementation phase. Modifications will be made where required to ensure it is continuously aligned with local needs within the catchment.

Attachment 3

17

Creating Safety, Equality and Respect in our Community: a Catchment Wide

Strategy to Prevent Violence against Women and their Children 2014-2017

Please refer to separate email attachment for full document

Attachment 4

18

Frankston Mornington Peninsula Primary Care Partnership Budget for M4021 - FMP-PCP Cost CentreUpdated 19/11/2014

Explanation

2014/2015

FY Budget EXP YTD Sept 2014 EXP YTD Oct 2014 YTD Budget 2014 YTD Variation Comment

Only significant items are itemised

Grand Total 374,059

Consumables 660,046 52,587 74,322 96,176 21,854 Delay in e-Referral procurement

28001 - FOOD SUPPLIES PMEG, Alliances, WG's 2,52030201 - SPECIAL FUNCTIONS Events 14,000 3659 3,659 8087 4,428 Committed toForums Dec/Mar/Jun

33120 - REPL/ADD EQUIPMENT 2,000 1340 1340 674 666 minor works

33130 - REPL/ADD FURNITURE & FITTINGS 3,500 443

34015/35661 - MOTOR VEHICLE EXPENSES 3,200 960 1829 1067 -762 * Need to investigate

34107 - R & M COMPUTERS & COMMUNICATIONS 3,000 1012 1012 * Laptop purchase $1835 in Nov accounts

35201 - ADVERTISING 1,600 0 428 540

35301 - CONSULTANTS FEES eRef $165k + Comms $12k 182,000 30000 47,000 57,961 10,961 Accural for e-Referral

35616 - MEMBERSHIP DUES CCare/ SWPCP $4.5k 9,500 5286 5,286 2,865 -2,421 Subs paid at beginning of FY

35636 - STATIONERY 1,20035701 - TELEPHONE SERVICES 1,50035801 - STAFF TRAINING 3,20035856 - TRAVEL/CONFERENCE EXPENSES 3,70036136 - PRINTING 4,50038001 - OTHER EXPENSES Rent/Org $40k + contin. $13k 53,767 9794 13,224 17,328 4,104 Corp charg. Contingency remains.

Total Salaries and salary on-costs 370,859 86,775 118,065 127,908 9,843

TOTALS 139,362 192,386 224,084 31,698 Monthly EXP BUDGET $55,600

Revenue -656,846 Revenue to 30/9 Revenue to 31/10

55701 - ORDINARY GRANTS - COMM. HEALTH DoH core + cpi -323,594 81,355 108,768

57808 - OTHER INCOME CFwd from 13-14 -333,252

Variation YTD 28,051 31,698

Attachment 5

19

PMEG REPORT: Alliance Progress

Date: November 2014

Summary of Progress:

Alliance No. of agencies

No. of private providers

No. of consumers/ carers

No. of projects

No. of outputs being developed

No. of outputs completed

General progress

Baseline data collected

No. of outcomes being measured

No. of positive outcomes achieved

Aboriginal Health 7 3 0 1 2 0 n

Ageing Well 16 4 2 8 6 12 y 11 3

Alcohol and Other Drugs 11 2 1 8 4 1 n

Childrens Health 11 10 2 8 7 5 n 12

Chronic Disease 11 15 1 16 12 5 n 9

eHealth 13 3 0 7 8 3 y 5

Mental Health 14 1 2 7 16 5 y 9 1

Prevention & Better Health 12 0 0 11 9 3 y 6

TOTALS *40 38 8 66 64 34 4 52 4

* this is not a sum as some agencies are represented on multiple alliances

Attachment 6

20


Exception Report:

Since last report, progress has accelerated in the Mental Health Alliance. This exception report addresses matters raised at last date:

The project worker commenced in mid September The Salvation Army in nearing finalising restructure. Senior representative has been identified to

participate in the Alliance. Further to this, key personnel involved in the homelessness work have been identified and invited to participate.

NEAMI National has commenced its involvement with the Alliance. Project Worker is proactively engaging senior representatives in Alliance activity.

Continue to monitor impact of reforms to the community mental health sector As last reported issues identified are being effectively managed. These matters will continue to feature

in Mental Health Alliance highlights reporting..

Highlights Report:

Chronic Disease Management

Workplans finalised for all three working groups.

Evaluation

Initial working group evaluation plans are being collated into a consolidated evaluation plan at an alliance level. Numerous common evaluation strategies will be coordinated across working groups

Initial data collection strategies for base-line evaluation data being initiated

Consumer engagement

2x consumers engaged for diabetes working group and 1x consumer engaged for heart failure and CDM alliance

Services Information

Pain Management services information sheet finalised Process for NHSD updates across CDM Alliance commencing

Consumer information resources

Pain management consumer information resources identified and being developed into a consumer package

Identification of consumer information resources for diabetes and heart failure commenced

Care Pathways

Chronic pain care pathway working groups meetings completed – pathway now in editing stages before broader consultation and approval process

Heart Failure care pathway working groups meetings completed – pathway now in editing stages before broader consultation and approval process

Osteoarthritis – Hip and Knee pathway commenced. First meeting held 12/11/14 Diabetes Care pathway – working group meetings completed - pathway now in editing stages

before broader consultation and approval process

Funded projects

Heart failure project awaiting ethics approval

Attachment 6

21


Pharmacotherapy providers education module; 1x Clinical attachments completed. Further

opportunities in planning phase Health Benefits of Safe Work; level one consultations (resource provision and informal

advice) completed, level two consultations commenced (23 sessions of a standardised education module to be provided by end of March)

Diabetes QI project; Initial data analysis completed. PDSA cycles in progress

Aboriginal Health

Membership of the Alliance has been reviewed Draft workplan completed, and activities agreed in principle by the Alliance at the September mtg A meeting was scheduled for November 10th however a quorum was not achieved and the meeting

has been rescheduled for December 10th. Draft terms of reference have been developed for the “Better Health” and “Chronic disease’

Working groups and meetings are to be scheduled over the next month, with each working group having a draft action plan to help progress activities.

Numerous events earmarked as collaborative projects for the working groups with a view to promoting a whole of family aboriginal approach to health.

Mapping of Indigenous specific programs have commenced with a view to developing a Directory for Consumers and GPs

A Health and wellbeing Coordinator has been appointed to Willum Warrain and health promotion and cultural activities are regularly occurring. The Frankston gathering place is currently recruiting so no activities have commenced there to date.

Proposed that the gathering place at Frankston and Hastings will be the primary interface between the community and service providers.

The Alliance collaborated with DDACL/BHS and the Gathering places to develop a joint funding under the Indigenous Advancement Strategy. The proposal targets youth in the Hotspots communities of Frankston, Hastings and Rosebud

Ageing Well

Draft palliative care and dementia pathways completed for Map of Medicine Successful Ageing Well Expo, including facilitation of dementia, ACP and carers workshops and

community group display Peninsula Model ACP forms now incorporated in:

• Brotherhood of St Laurence Victoria ACPs (Home care packages and residential care) • SARAH residential aged care client management system, which is used by 90 RACFs across Australia

Alcohol and Other Drugs (AOD)

AOD Alliance welcomed participation of NEAMI National. State Manager attending the last AOD Alliance

A community event held on 26th October on AOD screening and brief intervention, dual diagnosis

and supporting families. Over 70 people attending from the community sector, local Government and private sector.

Dual diagnosis working group has facilitated agreement amongst funded community mental health support services (CMHSS) in FMP catchment to trial the standardised AOD screening tool as a common screening method, and to collate local data on dual diagnosis presentations over a four month period.

Attachment 6

22


Accessible and integrated working group and dual diagnosis working group is well represented

across all key stakeholders The consumer representative on the AOD Alliance was recently appointed to the Community

Advisory Committee at Peninsula Health. Representative has been active in communicating AOD sector changes to consumers through the development and dissemination of an information flyer in collaboration with the AOD Consumer Advisory Group

Key risks

Early Intervention Working Group

Issue: Shift in priorities has delayed commencement of the working group

Mitigation: Key stakeholders have now been identified, and a priority objectives have been established to allow group to expedite workplan development and strategy formation. Meeting schedule has been set.

Children’s Health

Extensive dissemination (4,700 of 5,000) of the ‘Step by Step’ resource to general practice and to all children’s health services within the catchment, specifically in the ‘hot spots’ areas.

A resource package has been collated and is being distributed to GP practices. Package includes the Step by Step booklet and its guide.

Facilitated a number of joint practice visits with MPS & FCC Maternal Child Health services. Twelve GP practices conducted to date. Visits have incorporated promotion/presentation of the Care Pathways and promotion of utilisation of the Step by Step resource, etc.

Extensive consultation with specialists, allied health professionals, organisations, consumers and GPs in the development of the Behavioural Issues in children 0-5years care pathway, Developmental Delay in children 0-5years care pathway, Paediatric Asthma care pathways (3)

Ehealth

The eHealth Alliance has selected the preferred vendor – Global Health – for the Peninsula eReferral Project. Establishment funding provided by FMPPCP and FMPML (augmented by an additional $18,000 from 2015/2016 FMPPCP budget), secured an enterprise licence for the FMP catchment until 30 June 2017.

• Peninsula Health, as auspice agency for FMPPCP, is fundholder for the project. Decision has been approved, preferred vendor has been notified. Unsuccessful vendors have been notified of the decision, feedback provided where desired Contractual negotiations have now commenced.

Further to the above, key deliverables achieved during this period have been the Tender Approval Report for Peninsula Health (approved), and further development of the implementation plan (including risks). The plan will be subject to change during initial Implementation Planning Study discussions with Global Health, and presented to the Alliance for discussion and approval at the December meeting.

Proposal has been submitted to School Focussed Youth Services (SFYS) for contribution of funding $113K to expand ereferral project to the school/education sector. This follows undertaking a school IT/IM system audit survey and report to determine efficacy of such a proposal. SFYS Governance Group yet to endorse proposal.

Key risks

Contract execution

Attachment 6

23


Issue: Contractual discussions delay rollout of eReferral capability to early adopters

Mitigation: strategies include the use of existing IT contract template(s) to facilitate the process, and priority support from both the Project Manager (FMPML) and Contracts Manager (Peninsula Health).

Implementation amongst existing users

Issue: Implementation across selected GPs and Specialists – a group of doctors in the catchment currently utilise alternative secure messaging products for some communications, so there are likely to be change and adoption challenges with this group.

Mitigation: strategies include emphasis of securing the Global Health product at no cost to users until June 2017, the commitment from Peninsula Health to utilise the product in key areas of communication with GPs/Specialists, and in general the reduction of paper-based processes within practices/organisations.

Project resourcing

Issue: Complexity of project implementation due to the number and diversity of stakeholders/potential users

Mitigation: strategies include limiting the early adopter group to a manageable number, projecting realistic timelines for implementation/delivery, and securing assistance from key stakeholders across the region in supporting the project.

Mental Health

Initial mapping of mental health peer workforce across the region undertaken. Further refinements and additional information to be sort. Draft health practitioner survey developed, seeking to identify attitudes, challenges and enablers to mental health peer workforce development.

Resolving matters concerning integration of and interface with existing networks, namely housing and homelessness, in operation across the catchment

Negotiating with NEAMI National regarding further enabling and facilitating the community mental health support service (CMHSS) ‘catchment based planning’ function through the Mental Health Alliance

Identified a subsidised mental health peer workforce education and training opportunity. Certificate IV training. Facilitate a collaborative approach to application process, supported by the Alliance, thus enhancing likelihood of successful outcome.

Evaluation reported provided concerning pilot conducted and evaluated with a small group of rooming houses to test new approaches to linking residents to services, supports and community activities.

Mental health service map (1) and depression (1) pathway nearing completion (addressing adult and adolescent management). Both to be presented to upcoming meeting of Alliance

Local discussion regarding proposed realignment of Youth Working Group (Youth Wellbeing Stakeholder Advisory Group’s (YWSAG)) with Children’s Health Alliance. Recommendations brief to be developed and put to PMEG for decision and action.

Key risks

Change in Youth Working Group

Attachment 6

24


Issue: Proposed realignment of Youth Working Group (Youth Wellbeing Stakeholder Advisory Group’s (YWSAG)) with Children’s Health Alliance may lose stakeholders

Mitigation: Strategies include appropriate stakeholder consultation to test appetite and desire for proposal; Endorsement and support for proposal from respective Alliance Groups and PMEG; and resource allocation and implementation planning to assure successful transition.

Prevention and Better Health

Collective impact forum, positive feedback about the Collective Impact Framework Completion of the Smoking Cessation Peninsula Pathway Launch of pathway and capacity building event 18th November Evaluation plan completed of the smoking cessation and tobacco control working group Completion of literature review on collective impact

Current Risks/Issues for Alliances

As per September PMEG report, risks/issues outline continue to be monitored.

Inconsistent consumer input

Issue: Not all Alliances have had a strong consumer focus. There is strong consumer and carer participation in the Ageing, Alcohol and Drug, Child Health and Mental Health Alliances. Participation has included:

Input into the development of strategies, workplans and training Focus group testing of resources and tools Involvement of consumers in the care pathways work Provision of consumer stories to add value and context to training events and project work

However, community participation is variable.

Mitigation: The PCP is currently developing a community engagement strategy for the Peninsula Model and all Alliances are now being asked to add consumer representation to their Alliances and/or working groups.

Progress: Consumer representatives are now active across a number of Alliance Groups.

Gaps in communication

Issue: Communication between Alliances and more broadly to stakeholders about progress of Alliances is weak. It is likely this issue will be raised through the evaluation of the Peninsula Model, currently underway.

Mitigation: The PCP and ML are currently planning and implementing a range of strategies to improve communication. They include:

Development of an orientation package to the Peninsula Model (particularly for PCP members) A regular newsletter (template and process being developed) Regular project worker meetings to identify and discuss opportunities for connections between

Alliances

Progress: Inaugural Peninsula Model newsletter has been published and disseminated. An editorial

group has been established to develop and approve content. Project worker meetings continue to

provide opportunities for collaboration and inter-alliance knowledge transfer.

Attachment 6

25


Slower progress in some Alliances

Issue: Progress in some Alliances is slower for a range of justifiable reasons.

Some Alliances are addressing complex issues (wicked problems) that require a multi-sectoral approach where getting agreement and buy in on the problem and possible solutions takes time and there are few quick wins

Some Alliances have been slower to recruit project workers, who are critical for gaining project momentum

Mitigation: PMEG, PCP and ML managers have all been actively supporting the PM and Alliances at strategic and operational levels. All Alliances have project workers that are now well engaged with the work.

Progress: Project worker has commenced in role with Mental Health Alliance. Focus on ensuring

work plans adequately describe activities and strategies to achieve stated objectives, and shared

understanding of the deliverables to be achieved. Effective monitoring of work in progress is

imperative.

Balance of input across strategies (CDM)

Issue: Some working group initiatives have been temporarily deferred or slowed for several months while focus has been on fast tracking a high priority project.

Some perception that actions that are priorities of other partner agencies are considered less important.

Mitigation: Clear communication of timeline and broader benefits of priority task and transparent planning of other activities in the immediate future.

Progress: Workplan review is necessary

Peninsula Pathways Progress:

Care pathway topics for approval by PMEG

6 Suggested by Peninsula Model Alliances:

AOD Alliance - Dual diagnosis, Alcohol and drug misuse

CDM Alliance - Heart failure

Prevention Alliance - Smoking cessation, oral health

Mental Health Alliance – Personality disorder

Other care pathway topics identified

6 Suggested by Clinical Governance Committee

Atrial Fibrillation, Chronic Kidney Disease, COPD, Management post TIA/stroke, Osteoarthritis of hip, knee, Shoulder / joint replacement

Number of pathways in development

9 5 working groups established with 31 people involved (including 7 heads of PH medical specialties)

Pathways that have recently been approved

2 Pathways that have been published

2

Attachment 6

26


Service Coordination Progress:

Service Coordination initiatives are being progressed through many Alliances. Work includes:

The Literature Review on Interagency Local Agreements is underway with assistance being offered from the Mental Health Centre for Excellence.

The Course in Service Coordination has been evaluated. A snapshot identified the FMP PCP’s

sponsorship and facilitation of access to the CISC for service providers provided valuable learning and the opportunity for participants to share SC experiences. It is recommended that the DoH’s

online SC learning module is the preferred training resource due to cost, contact hours and participants time away from the office.

The FMP PCP will assist DoH review of SCTT by undertaking consultations with service providers to identifying issues/challenges with the 2012 version uptake.

Attachment 6

27

The Peninsula Model Stakeholder Forum Draft Program

Facilitator – Keith Greaves, Chit-Chat

Thursday 4th December at Hastings Community Health Centre, 2.00pm to 4.30pm, followed

by networking drinks

Purpose, Objectives & Engagement Framework

Workshop Purpose:

To update stakeholders about the past 12 months of Peninsula Model activity and Alliance achievements, and to engage stakeholders in visioning activity for the next 6-12 months

Program:

1. Welcome - Chair, Primary Care and Population Health Committee 2. Introduction and setting the scene – Joe Cauchi, retiring Chair, FMPPCP and PMEG 3. Peninsula Model Evaluation – Robin Whyte 4. Population Health Profile 2014 – Helen Keleher 5. Peninsula Model Alliance Achievements 2014 – Rod Mackintosh 6. Round-tables

o What has worked well/been effective o What is important going forward with the Peninsula Model o What do we focus on over the next 6-12 months

7. Plenary 8. Summary and close - new chair, PMEG 9. Drinks, canapés and networking

Information Outputs:

1. Questions put to the panel

2. Feedback on ideas for working together

3. Check out reflections from participants

4. Host debriefing evaluation

Attendees

Stakeholders and participants in the Peninsula Model including PCPH Committee, PCP member agencies, PM Alliance and Working group members, Government, Philanthropic and business representatives

Attachment 7

28

Peninsula Model Executive Group (PMEG) Briefing Paper 27 November 2014

Title: Funding for sustainability of the

Peninsula Model

Author: Robin Whyte

PMEG Briefing Paper Page 1 of 1 27 Nov 2014

This Briefing Paper for:

- Noting - Discussion - Decision

Draft Resolution: That PMEG notes and endorses the range of fund raising activities currently underway by PCP and FMPML. Background: FMPML will cease current operations on 30 June 2015, to be replaced on 1 July 2015 by the new, larger South Eastern Melbourne Primary Health Network (SEM PHN). Given that FMPML is currently the majority funder of the Peninsula Model this has been cause for concern by the partner organisations who have a strong desire to see the valuable work of the Peninsula Model continue. FMPML, in conjunction with our neighboring SEMML and Bayside ML, is preparing a strong joint bid for the SEM PHN contract which we believe will be very favorably considered. While it would be expected that some level of continued investment in the Peninsula Model would be a continued priority for the new SEM PHN, there can be no guarantees given that the SEM PHN contract is the subject of a competitive market tender. At the meeting of the Peninsula Model Executive group (PMEG) in July 2014 opportunities were discussed to attract external funding to the Peninsula Model to support the sustainability of the model through the forthcoming transition as FMPML winds down after 30 June 2015, and the new SEM PHN is established. Since that time a number of fundraising activities have been progressed including:

1. Exploring opportunities via the Collective Impact approach 10/20 Foundation funding submission Further opportunities being identified

2. Letters from Chair PMEG requesting transition funding to:

Federal politicians Greg Hunt and Bruce Billson (including follow up meeting JCauchi, RMacindoe, RWhyte)

Victorian Minister for Health Victorian Minister for Human Services Victorian Minister for Education

3. Developing key messaging to support targeted approaches to potential funder organisations

4. Developing a 3 minute ‘investment prospectus’ video for the Peninsula Model for use with potential

funder organisations

5. Exploratory meetings with other possible funders such as Regional Development Victoria

Attachment 8

29

Evaluation of the Peninsula Model: Executive Summary

i

Prevention and care for people with physical health and mental health conditions usually involves multiple providers

across multiple settings, from various sectors. To provide prevention and care in an integrated way means providers

must work collaboratively to plan and deliver services and initiatives. Many organisations across Frankston and

Mornington Peninsula (FMP) are already involved in partnership work. The Peninsula Model (PM) was developed as

a platform to better coordinate this partnership work and for local service providers to collaborate in the planning

and development of primary health services in the catchment with the aim of improved service planning, better

responses to service gaps and need, reduced duplication of effort and joint ownership of service developments.

The PM is led by a Primary Care Population Health Committee (PCPHC) and a Peninsula Model Executive Group

(PMEG) which comprises senior representation from key partners in FMP (refer attachment). To date FMP Medicare

Local (ML) and FMP Primary Care Partnership (PCP) have held key roles in coordinating and resourcing the work of

the PM. The FMPML is recognised as the backbone organisation of the PM.

Based on a population health approach the PM wraps the collective effort of providers around an agreed set of

health priorities to address service gaps for the catchment. The priorities are: Aboriginal Health; Ageing Well;

Chronic Disease; Mental Health (including alcohol and other drugs, youth, and homelessness) and; Vulnerable

Children and Families. The PM established seven Alliances to address the priorities. An ehealth Alliance was also

developed to support better connectivity and communication between services. The Alliances were formed and

commenced working between June 2013 and August 2014. Table 1 provides a sample of key outcomes of this work

to date.

Table 1: Sample of Deliverables and Key Outcomes

Improving dementia

care

Co

mp

lete

d d

eli

ve

rab

les

Broadly endorsed dementia strategy Dementia care pathway; focus on early identification and better carer support Development of ‘caring passport’ Delivery of a GP workforce development strategy

Ke

y O

utc

om

es

Increased community referrals to dementia services from primary care More day respite places opened up by 2 Residential Aged Care Facilities (RACF) Caring passport implemented by RACF, PH and Brotherhood of St Laurence Over 80 general practice clinicians have attended dementia training and are now familiar with pathways of care and local services

Increasing the no. of

people with an

Advanced Care Plan

(ACP)

Development of single ACP form for the catchment ACP embedded into aged care assessments ACP training for service providers ACP systems developed with RACFs

Single form now used by PH, 30 RACFs, all aged care services and some private hospitals ACP included in all HACC assessments since July 2014 Shifts in GP attitudes to ACP Systems in place in 10 RACFs to ensure every resident has an ACP in place Commitment by PH and systems in place to honour all ACPs

Early Intervention – Vulnerable

Families

Common resources for parents (designed with a health literacy lens)

Single parent resource used across the catchment; distributed by GPs, M&CH, PH & ECIS Strategies to improve coordination between GPs and M&CH, resources for GPs, protocols for communication

The Evaluation

Given the upcoming changes to the FMPML and potential impact on resourcing and coordination of the PM, the

PMEG commissioned an independent process and impact evaluation of the PM. The evaluation focused on

identifying and commenting on: The collaborative advantages that the PM provides; The challenges to the model

and other issues; The future of the model post FMPML and; Options to support the PM beyond 2015. The objective

of the evaluation was to assess the Model design, implementation and early outcomes and identify opportunities for

the future development and sustainability of the Model. Evaluation methodology was constructed to understand:

What is the PM and how well is it working (Process); what are the impacts on partners and the community (Impact)

and; what needs to happen in the future (Future).

Attachment 9

30


ii

The Project methodology comprised review and analysis of existing PM reports, presentations and other data,

consultation with 14 individual stakeholders from PMEG and DH, a Focus Group with Alliance Chairs and inclusion of

written feedback from DHS. A PM Evaluation Survey link was provided by FMPML to 232 people across various

sectors, interest groups and communities; 102 people completed all or part of the survey.

Evaluation Findings: Process

The following table summarises the key features of the PM and aspects acknowledged by those consulted as

working well:

Table 2: PM aspects that are ‘working well’

Commitment and

shared leadership from

key players in

catchment

• Defined geographical catchment and players with historical culture of partnership • Championed by hospital network with long-term strong primary health focus plus

ML, PCP and local government • Strong leadership from a core group of change agents with shared vision

Structured and well-

resourced partnership

and collaboration

• Well defined and structured partnership framework that provides a platform for organisations to work together

• Co-facilitated and well-resourced by FMPML and PCP e.g. Project Officers allocated to each Alliance

• Strong governance and oversight

Rigorous evidenced

based approach to

setting shared agenda

• Based on robust population health data and an agreed set of priorities • Focus on shared goals and outcomes with Alliances established to address each of

5 priorities • Common methodology, tools and reporting

Broad stakeholder

engagement

• Breadth and depth of agency involvement plus GPs, allied health and consumers • Relevant stakeholders are involved and committed – a place for involvement by all

at different levels

Table 3 summarises the key areas stated by those consulted as not working well and requiring further development

going forward:

Table 3: PM aspects that are ‘not working well’

Engagement at the

‘grass roots’ level

• Lack of community/grass roots engagement • In addition, there is a limited shared view across those consulted on how this

could work more effectively

PM ‘focus’ • Some commented on a perceived ‘medical/health only’ focus of the PM

Communication

regarding the PM

• Limited communication regarding the PM and outcomes and achievements of work to date (this was especially relevant for organisations less engaged and more on the periphery of the PM)

Inequitable distribution

of workload

• Despite a reasonable number of organisations being involved, a small number currently do the bulk of the work (a significant time and resource commitment from some organisations)

Competitive tensions • Competitive tensions across some organisations involved in the PM • A view expressed by some that PM is dominated by a few larger organisations.

Evaluation Findings: Impact

People were invited to comment on the impact of the PM in several key areas. Similarly to findings regarding PM

process, the engagement and involvement of stakeholders and the willingness of partners to engage and participate

rated highly as positive impacts. The value of quality data and evidence to underpin decision making also rated well.

Similarly to the process findings; people from NGOs and the private sector (GP, private allied health and pharmacies)

were less able to identify impacts possibly reflecting their lesser engagement with the PM. People from the more

well-developed Alliances also commented more favorably on PM impacts than those in other Alliances where

progress has been slower.

Attachment 9

31


iii

When assessing the impact of the PM it is important to consider that the model is still relatively new, only being

formed in 2013; a number of the Alliances are still in a development phase. A key area of work for the future PM is

to define how best to progress and further develop some of the key outcomes to date and other defined priorities in

a changing landscape.

Conclusions

The future of the PM

Key stakeholders and others consulted were invited to provide their views on options for future sustainability and

development of the PM, post FMPML:

Acknowledgement that backbone support is crucial. Future strategic options for ongoing backbone support post

FMPML:

o PM to continue within the new larger PHN as backbone organisation

o PCP to become backbone organisation (even in interim)

Ensure that strong leadership continues

Partner organisations take on greater roles in facilitation and completion of tasks

Consider the scope of current projects, explore options to rationalise workload

Identify and access additional funding sources: e.g. philanthropic; partner organisations to contribute – either by

a membership fee based on turnover or on a project basis

Collective impact place-based initiatives for ‘wicked problems’ (build on outcomes of initial workshops and

sector engagement).

The PM builds on local FMP strengths and

assets

•Model grew out of history and culture of collaboration amongst key local area service providers in a well defined geographic catchment

•Driven by strong change leaders committed to collaboration

•Unique history means only parts of Model are replicable elsewhere

Good progress has been made in 12- 18 months – PM is well established

and moving into implementation phase

•Pre-conditions in catchment plus backbone resourcing enabled momentum and progress

•Establishment phase largely completed including robust core structures, processes and common agenda

•Now moving into implementation phase and outcomes are beginning to emerge (some Alliances are more progressed than others)

PM has achieved high level of engagement – good foundation for

ongoing work

•Achieved a solid breadth and depth of engagement and commitment despite impact of external reforms and recommissioning of services in some areas

•Important to acknowledge/address the potential for loss of key people, knowledge and current strong leadership

•Still work to be done re consumer engagement, bringing everyone along e.g. NGOs and continuous communication and in particular communicating the vision and ‘wins’ more broadly

Going forward it is important to maximise return on investment

(ROI) from establishment phase

for longer term outcomes

•Significant investment in resources and skills (direct and in-kind) has been essential to the PM establishment

•Important that PM has the opportunity to leverage the investment and foundation achievements to develop a strong long-term vision

•In the short-term, need to ensure continued momentum in the face of uncertainty in funding environment, ML transition (and the larger PHN being funded) and competitive tensions

•Resource commitment from partners may provide an opportunity to drive greater alignment with partner objectives; a key focus going forward is ensuring work of PM is the core business of all organisations

“We need strong leadership; Key stakeholders to take on leader roles in areas

they are involved in”

“Need great investments from partners; look at our strategic plans and see

where future work fits”

“Every organisation may consider a contribution; explore other funding options

e.g. trusts, government “

Attachment 9

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iv

While the establishment of the PM has set very strong foundations to underpin and achieve a long-term goal of

improving the health of the population in FMP, it is important to remain cognisant of the short-term challenge to

sustainability of the model due to uncertainty and transition from local ML to regional PHN.

It will be crucial that the PCPHC and PMEG consider the options suggested for sustainability and development of the

PM and maintain leadership momentum and commitment to maximise the capacity of the PM to continue to

achieve positive outcomes over two further phases, Implementation and Long-Term Impact.

Phase 1: Establishment 2013 – 2014

• Investment in structures

and processes • Evidence base and

common goal • Process and tools • Stakeholder engagement

and commitment across broad range of health and community services

• Shared priorities

Phase 2: Implementation 2015 – 2020

• Implementing agreed strategies • Outcome measurement tracks

achievements • Emergent systems and behavioural

change • Increased breadth & depth of

stakeholders engaged (including strong consumer, community, philanthropic and business engagement)

• More awareness of goals, activities and achievements

• Partner activities increasingly aligned to PM

• New funding in FMP aligned to PM goals

• Analysis of cost benefits

Phase 3: Long-term Impact 2020+

• PM work embedded in work of all partners

• Ultimate outcomes and impact on community is becoming evident

• Evident how the work of PM contributed to improved population health

Attachment 9

33

Peninsula Model Executive Group (PMEG)

2015 Meeting Schedule

Venue to be confirmed

Date Time

Thursday 29 January 1.30 – 3.30pm

Thursday 26 March 1.30 – 3.30pm

Thursday 28 May 1.30 – 3.30pm

Thursday 23 July 1.30 – 3.30pm

Thursday 24 September 1.30 – 3.30pm

Thursday 26 November 1.30 – 3.30pm

Attachment 10

34