Attributes of person-centred healthcare organisations

Comprehensive care delivery

• Patients are engaged as partners in their care
• Goals of care guide clinical decisions and the patient journey
• Diversity and equity are respected and supported
• Transparency is a core element of safety and quality care

Clear purpose, strategy and leadership

• A commitment to exceptional person-centred care is clearly stated in the organisations purpose and strategy
• Great leadership drives exceptional person-centred care, with the support of champions across the organisation
• A person-centred strategy is articulated to the workforce and the community, and implemented across the organisation.

People, capability and a person-centred culture

• An organisational culture for person-centred care is built and maintained through a long-term systematic approach
• The capabilities of all members of the workforce are continually developed through formal and informal learning
• The organisation regularly monitors and is dedicated to support workforce satisfaction and wellbeing

Person-centred governance systems

• Consumers and the community are involved in governance at all levels
• Consumers are trained and supported to meaningfully contribute
• Organisational structures and models of care are designed around the person
• There are clear accountabilities at all levels – from the board to the clinician
• Financial, strategic and operational decisions and processes are person-centred

Strong external partnerships

• Healthcare organisations have a comprehensive network of service partner and relationships
• There is a focus on seamless transitions and coordination of care
• Healthcare organisations operate as leaders in the system improvement
• Community volunteers are recognised and supported as critical partners in enhancing the patient experience

Person-centred technology and built environment

• Person-centred design principles are applied to the built environment
• Healthcare organisations are pragmatic and innovative where resources are limited
• Technology must enhance patient experiences and outcomes, but also not be relied upon alone

Measurement for improvement

• There is culture of learning and continuous improvement
• Measurement can be acted on to improve outcomes and reflects what patients and communities value

Report on the review, for further information

Review of key attributes of high-performing person-centred healthcare organisations

2018

Publication, report or update

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Attributes of high-performing person-centred healthcare organisations - Powerpoint

2018

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