Table 5.

Maintenance – Organizational systems to support Partnering with Consumers.

Maintenance – Quantitative
Question			Measure
Are there policy documents to guide partnering with consumers in the organization?			Consumer Partnering Policy Complaints feedback management procedure Using Australian Charter of Healthcare Rights procedure Remuneration and Reimbursement procedure Orientation, onboarding and exit procedure
Is the Consumer Partnering Team maintained in the Clinical Governance structure?			Yes. 5.1 full‐time equivalent positions in the MSH team, 3.4 full‐time equivalent at 4/6 Directorates

Maintenance – Qualitative Themes
Question	Executive positions	Consumer Partners		Consumer Partner Team members	Directorate representatives
1. In what form are the components of PwC in Clinical Governance sustained?	Requirement of a central Consumer Partnering support team Requirement of Directorate staff to embed consumer partnering work Keep the consumer partnering conversation alive/importance of consumer partnering/show the difference we make/KPIs to demonstrate success Budget and FTE for consumer partnering support positions centrally and in Directorates Face‐to‐face meetings to build relationships	Face‐to‐face meetings Keep the consumer partnering conversation alive/importance of consumer partnering/show the difference/improvements we make/KPIs to demonstrate success value Budget and FTE for consumer partnering support positions centrally and in Directorates Feedback and recognition for consumers Succession planning		When the organization is aligned with focus and direction, miracles happen Systems thinking approach for sustainable programmes Consider direct line management of PCC positions to CPT to strengthen implementation	Central system to support policy documents Systems thinking approach for sustainable programmes Celebrate the wins to generate ongoing energy Need to strengthen the Directorates ability to implement and sustain programmes
2. What are the modifications that have been made at each Directorate after the transition of PwC into Clinical Governance?	Remuneration for consumer partners The PCC roles‐ need strong links to the Directorate Standard 2 committee	N/A		Uptake of implementation of centralized projects (reduces duplication) Support from the central Consumer Partnering Team	N/A
3. What are the barriers to maintaining the programme?	Staffing to support consumer partnering at the Directorates (knowledge + do the work) Provide an environment where consumer partners want to work with staff Financial constraints Executive support (if there is turnover) Managing performance of consumer partners	Matching consumer partners with committees/groups where they add value Staff turnover/staff shortages Being able to demonstrate genuine partnering for short‐notice accreditation Performance/effectiveness of consumer partners Managing performance of consumer partners Instability and frequent change within the organizations (constraining relationships) Competing organizational priorities and urgency		Staying current with best practice Having systems in place to support expectations of consumer partners Having the staff levels to support such a large organization to make sure implementation of initiatives is spread Need to make consumer partnering easy for staff to achieve Moving from implementation to business as usual	Budget and competing priorities Budget to support consumer involvement in quality improvement A person employed as a consumer partner
4. For Consumer Partners what is the succession plan, and intended rate of turnover?	Need to make sure we keep experienced people but also get fresh ideas Make sure we have grassroots service users as professional consumers can miss what's happening on the ground	Succession planning is difficult as people don't want to go Need to make sure we keep experienced people but also attach new consumers Staff also don't like to rock the boat (There needs to be) strategy for transition		Make sure there is a pathway for consumers to develop Review the effectiveness of the partnerships Matching consumer partners with committees/groups where they add value Need stronger links to community groups	Build skills in consumer partners and keep them Second staff to consumer partnering team to build skills Never have enough as there's always attrition

Abbreviatons: FTE, Full time equivalent; PCC, Person‐Centred Care; PwC, Partnering with Consumers.