DHHS Directors Toolkit chapter 9 - stakeholder engagement 1.pdf - 9 Stakeholder engagement Effective stakeholder engagement is crucial to meet the

DHHS Directors Toolkit chapter 9 - stakeholder engagement 1.pdf

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Stakeholder engagement / 197 Effective stakeholder engagement is crucial to meet the evolving needs and expectations of health service consumers, regulators, employees, the Minister and the broader community. 9. Stakeholder engagement Questions that directors of health services should ask Is the board fully aware of its key stakeholders (who it is accountable to) and the reporting requirements? Does the board have enough visibility of stakeholder views by using engagement tools such as the patient experience survey and complaints mechanisms? How does the board communicate with and hear from its stakeholders? Does the board have a good understanding of the objectives and interests of key stakeholders? Are stakeholder requirements and stakeholder engagement part of the annual strategy development program? Has the board determined stakeholder value and how to measure it? Have the risks of not engaging stakeholders (e.g. financial and reputational) been considered, and if applicable, quantified? Is stakeholder engagement embedded into the health service’s vision, values and strategic directions? Is effective stakeholder management used as a strategic and preventative mechanism, rather than a response tool? Is there an anonymous feedback mechanism beyond protected disclosures for stakeholders who frequently interact with the health service? Do my stakeholders know why their views are important? Does the board understand why that stakeholder group’s views are important? Red flags The health service maintains no stakeholder mapping, tiering or profiling information. Stakeholders are defined narrowly as only the patients and consumers of the health service. In most decisions, stakeholders are not considered or consulted or directors think that they represent the community (and thus asking them is community consultation) The tone of the Annual General Meetings (AGMs) is tense, confrontational or lacks engagement. The risk of not engaging stakeholders is often dismissed by some directors. Dialogue with stakeholders mostly occurs in the event of disputes and negative media coverage. The health service is unaware or unprepared for the impact of negative feedback on social media. All directors are local, narrowing the objectivity and pool of stakeholders engaged. The health service does not hold consumer forums, fundraising events or other events that promote the health service within the community.
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Stakeholder engagement / 198 Introduction to the chapter Stakeholders form a critical part of any organisation. This is even more so for a health service, where the provision of safe, effective person-centred care relies on the effective interaction of multiple stakeholders. This chapter looks at: what constitutes stakeholder engagement how to identify the relevant stakeholders why stakeholder engagement, and its timing, is so important how to engage stakeholders.
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