Partnering with Consumers Case Study: Royal Prince Alfred Hospital and Sydney Local Health District Person-centred approaches and consumer partnerships Person-centred approaches and strong consumer partnerships are critical for delivering care that meets people’s needs, achieving better health outcomes for communities and ensuring better value for health services. They also underpin the Partnering with Consumers Standard of the National Safety and Quality Health Service Standards. However, each health service organisation is on its own journey and must determine what strategies work best for their local communities and service delivery contexts. This case study is one of eight, designed to assist other health services working to embed personcentred care. It highlights the person-centred approaches and strategies that the Royal Prince Alfred Hospital and Sydney Local Health District (LHD) uses to partner with consumers, including: A. Placing person- and family-centred care at the core of organisational strategies, structures and processes B. Actively supporting the workforce so they can deliver exceptional person- and family-centred care C. Creating person- and family-centred therapeutic environments by engaging the nonclinical workforce D. Updating and upgrading facilities so they are more person and family centred E. Transforming patient care and services using technology. Partnering with Consumers Case Study: Royal Prince Alfred Hospital and Sydney Local Health District 1 These themes and good practice examples have been aligned with the four criteria of the Partnering with Consumers Standard, and the seven attributes of high-performing person-centred healthcare organisations (the attributes), which are detailed below. Partnering with Consumers Case Study: Royal Prince Alfred Hospital and Sydney Local Health District 2 Snapshot of Royal Prince Alfred Hospital and Sydney Local Health District Where Large public health service Located in Sydney’s centre and inner west What Whom 4 public hospitals and the Sydney Dental Hospital Population of more than 700,000 people within the district boundaries Approximately 12,000 staff across the district Another 1 million people enter the district each day to work, study or visit Integrated services include community health, mental health, drug health and aged care Diverse population, with a large LGBTIQA+ community and 55% of residents who speak a language other than English Overview The Royal Prince Alfred Hospital and Sydney LHD is a public health service with a large, diverse consumer base. The Sydney LHD has continued to strengthen its approach to person- and family-centred care, and embed these aspects of care in organisational strategies, structures and processes, since its original case study in 2018. The LHD supports the wellbeing of its workforce, as this leads to compassionate person- and family-centred care. It has also worked with consumer representatives to use technology in the redesign of patient care and services. Partnering with Consumers Case Study: Royal Prince Alfred Hospital and Sydney Local Health District 3 Placing person- and family-centred care at the core of organisational strategies, structures and processes Criterion Attribute Clinical governance and quality improvement systems to support partnering with consumers Attribute Purpose, strategy and leadership People, capability and culture The Sydney LHD had begun to embed person- and family-centred care across its services, as highlighted in the 2018 case study. Executives and the clinical workforce said that, since 2018, the LHD has continued to embed patient- and family-centred care. The district’s patient- and familycentred care model (Figure 1) places people at the centre of everything the LHD does, including organisational strategies, structures and processes, such as:      Clearly detailing the importance of person- and family-centred care in strategic plans, including the District Workforce Strategic Plan and associated sub-plans Developing and implementing a management accountability framework that helps managers to deliver person- and family-centred care within their departments Updating workforce position descriptions to ensure that person- and family-centred care is emphasised Ensuring that the workforce considers patients, their families and carers as partners in care Including consumer representatives in governance structures and processes, including a Perso