Better Sooner More Convenient Primary Care - New Zealand Doctor

More documents

Recommendations

Info

7 Capability and capacity The PHO currently has strong capability to design and implement LTC programmes: the clinical advisor teaches the LTC Management Postgraduate Certificate at the University of Otago, the Nurse Clinical Manager has a strong focus on LTCs and the LTCM practice facilitator is an experienced practice nurse. The current cancer navigators have highly developed skills in their role, and as of late 2010 will broaden their focus from cancer alone to cancer and LTCs. This will require both extra training and a stronger focus on the high needs population of the West Coast. Hospital based community nurses key focus is care of people within the community, with closer integration and co-ordination with practice teams this can only improve services and care to patients and families. 8 Effect on inequalities Already the focus on LTCM has made considerable difference to inequalities in management and health outcomes for diabetes (see 2008 Diabetes Annual Review report). By reporting on differences by ethnicity at the practice level there is encouragement to work towards further reduction in inequalities. A dedicated Māori health team, addressing inequalities through better links and communication with all health care providers whilst helping Māori people on their health care journey. This is about engagement (face to face) at the right time from the right people, fostering relationships and promoting trust. The PHO is working with Rata Te Awhina in regards to support a whanau ora approach that will co-ordinate screening for cardiovascular risk and ensure patients with high CV risk, CVD, Diabetes or COPD are given free vouchers for annual reviews with their GP. 9 Evidence for this initiative The programme is both based on the Wagner Chronic Care Model 1 (self management support, community support, delivery system redesign, clinical information systems and decision support) and the Kaiser Triangle stratified care approach 40 . The Programme meets the National Health 40 World Health Organisation Innovative Care for Chronic Conditions: Building Blocks for Action: Global Report 2002 WHO document no. WHO/NMC/CCH/02.01. Business case appendices V12 AC 25Feb2010 Page 50
Committee‟s objectives 41 of providing effective chronic care management and co-ordination through using a population health approach to care delivery, based on level of need, both clinical need and need for self-management support. 10 Risk analysis Risk Probability Impact Contingency plan Potential reduction in funding for LTC programme Medium High Clear communication with key stakeholders regarding necessity for ongoing funding Enrolments in LTC do not increase as expected Medium High Address workforce issues; see plans for Core General Practice Redesign and Workforce When community services move into IFHCs demand is too great Develop patient pathways and target criteria 11 Engagement Working group who developed this plan: WCDHB LTC steering group: Helen Reriti RN, Peter McIntosh (Funding and Planning, DHB), Jem Pupich (Community and Public Health), Dr Cheryl Brunton, Lisa Smith CNS, Maureen Frankpitt RN, Kim Sinclair (HEHA), Barbara Beckford (Consumer rep), Gary Coghlan (GM Māori), Dr Jocelyn Tracey Plus Robyn McLachlan (Care Link), Danielle Smith (Cancer navigator), Janette Anderson (DHB Physio), Dr Carol Atmore, Community pharmacists. This plan has been reviewed and amended by PHO Clinical Governance Group and DHB Primary secondary liaison group. 12 Organisational accountabilities The DHB LTC steering group will continue to oversee the implementation of this plan. Changes in organisational accountability are covered in the Service Delivery design aspect of the business case. 13 Budget considerations The PHO LTC budget has been modified to include cancer navigators. Secondary care budgets are assumed unchanged at this stage. 41 National Health Committee People with Long Term Conditions A Discussion Paper National Health Committee Wellington May 2005 Business case appendices V12 AC 25Feb2010 Page 51
Page 1 and 2:
Business Case Better, Sooner, More
Page 3 and 4:
1 Caveats/status This business case
Page 5 and 6:
Current situation By three years Wa
Page 7 and 8:
staffed on a capacity model - in wh
Page 9 and 10:
support from DHBs, specialist clini
Page 11 and 12:
10.4 Key milestones................
Page 13 and 14:
Annual government health funding pe
Page 15 and 16:
Ambulatory Sensitive Hospitalisatio
Page 17 and 18:
The base populations of the three d
Page 19 and 20:
Māori/Pacific Not Māori/Pacific D
Page 21 and 22:
4.7 West Coast region service deliv
Page 23 and 24:
5 Future model of care 5.1 The desi
Page 25 and 26:
support them. Help with understandi
Page 27 and 28:
LEVERS VISION Better, sooner, more
Page 29 and 30:
providing the majority of care). Th
Page 31 and 32:
The Community Health System Deliver
Page 33 and 34:
To better integrate the support pro
Page 35 and 36:
5.5 Enablers A key aspect of this b
Page 37 and 38:
Two rounds of meetings with front l
Page 39 and 40:
While doctor-nurse substitution has
Page 41 and 42:
Nick Goodwin, Kings Fund 14 , in hi
Page 43 and 44:
Quality domains Each new initiative
Page 45 and 46:
Preventative Acute LTC management R
Page 47 and 48:
Preventative Acute LTC management R
Page 49 and 50:
The core services are provided or p
Page 51 and 52:
Total required FTEs for the Grey IF
Page 53 and 54:
7 Governance, Ownership & Managemen
Page 55 and 56:
Option D: PHO/DHB jointly owned Pri
Page 57 and 58:
The IFHS will need the ability to b
Page 59 and 60:
Of note, a large proportion of the
Page 61 and 62:
The DHB delegates decision making o
Page 63 and 64:
Limited integration of community se
Page 65 and 66:
10.4 Key milestones The table below
Page 67 and 68:
Expanded pharmacy roles Improving a
Page 69 and 70: Devolved community based services w
Page 71 and 72: Appendices Appendix One: Health Equ
Page 73 and 74: ongoing GP shortage creating an env
Page 75 and 76: 10. What are the unintended consequ
Page 77 and 78: It is common for people with an acu
Page 79 and 80: Outcome measures Indicator Baseline
Page 81 and 82: determine ratio of nurses and GPs t
Page 83 and 84: C. Extended role for pharmacists:
Page 85 and 86: 11 Engagement Working group who dev
Page 87 and 88: Appendix B: Acutely unwell adult pa
Page 89 and 90: 4 Objectives to implement nur
Page 91 and 92: Review Buller after hours arrangeme
Page 93 and 94: Year three Community education camp
Page 95 and 96: 13 Costs Budget considerations:
Page 97 and 98: established. This group now oversee
Page 99 and 100: Output measures Tobacco control / s
Page 101 and 102: Improving immunisation coverage - h
Page 103 and 104: Year three Continued joint plan
Page 105 and 106: extending health promotion activiti
Page 107 and 108: Immunisation Coverage Funder Provid
Page 109 and 110: The Community Health System Deliver
Page 111 and 112: Clinical care Practice self managem
Page 113 and 114: and increases in the numbers of pat
Page 115 and 116: Ambulatory Sensitive Hospitalisatio
Page 117 and 118: % CVD on lipid lowering drugs, beta
Page 119: Health navigators/ kaiawhina: chan
Page 123 and 124: - lack of consistency of care betwe
Page 125 and 126: qualifications and skills. Where ca
Page 127 and 128: 6 Deliverables / activities Impleme
Page 129 and 130: “With an aging population and an
Page 131 and 132: Differences between revenue generat
Page 133 and 134: Appendix Seven: Integration - Healt
Page 135 and 136: It is expected that HealthPathways
Page 137 and 138: Year two implement the process to
Page 139 and 140: Low uptake by primary and secondary
Page 141 and 142: Appendix Eight: Improved access to
Page 143 and 144: to easily access by telephone). Oth
Page 145 and 146: Year One - July 2010 to June 2011 T
Page 147 and 148: LECG 50 evaluated whether “the im
Page 149 and 150: Appendix Nine: Referred services 1.
Page 151 and 152: them by technical errors or lack of
Page 153 and 154: Identify patients that would benefi
Page 155 and 156: • Provision of patient specific m
Page 157 and 158: 12 Organisational accountabilities
Page 159 and 160: emain under the care and management
Page 161 and 162: Service user pathways in an optimal
Page 163 and 164: Model for shared care pathways deve
Page 165 and 166: Implementation plan: to June 30 Dev
Page 167 and 168: Year two Review progress, outcome m
Page 169 and 170: 10 Risk analysis Risk Probability I
Page 171 and 172:
Appendix Eleven: Frail older people
Page 173 and 174:
ehab and treatment programmes that
Page 175 and 176:
Year one: Maintain and continue the
Page 177 and 178:
Māori have a higher incidence of m
Page 179 and 180:
11 Organisational accountabilities
Page 181 and 182:
There are often vacancies for allie
Page 183 and 184:
6 Deliverables / activities Program
Page 185 and 186:
Professional development: Provide
Page 187 and 188:
Mainstream arguments are concerned
Page 189 and 190:
Appendix Thirteen: IFHCs - Faciliti
Page 191 and 192:
A key possibility is that land at t
Page 193 and 194:
This option is effectively a Greenf
Page 195 and 196:
7 Westland IFHC Facilities options
Page 197 and 198:
Year two Substantive-IFHC in Greymo
Page 199 and 200:
12 Costs Capital costs Greymouth IF
Page 201 and 202:
utilize MedTech, but via their own
Page 203 and 204:
4 Objectives: To implement c
Page 205 and 206:
Security An individual‟s health i
Page 207 and 208:
8 Effect on inequalities The increa
Page 209:
Appendix Fifteen: Project advisory
show all

Better Sooner More Convenient Primary Care - New Zealand Doctor

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?