Better Sooner More Convenient Primary Care - New Zealand Doctor

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Seek feedback from Māori community to ascertain their view about the quality of patient care for Māori. Develop/adopt a patient survey to measure patient satisfaction with the care they receive at their IFHC. See also the Quality section of the business plan for an overview of the quality framework. Year two Multidisciplinary focus: Extend programme to include clinical support and educational opportunities for pharmacists, the wider nursing team (includes community nurses and practice nurses), and allied health within the IFHC. Provide integrated professional development for all mental health workers. Extend recruitment and retention programme to cover all staff. Year three Consolidate and review. Evaluate strategies pertaining to Māori patients and staff. 7 Capability and capacity This plan picks up the capability and capacity requirements of the other work streams and collates them into one document. Considerable progress has made in the last few years in regards to opportunities for training, professional development activities and quality programmes. This plan extends the work already done in these areas. The formation of IFHCs provides the opportunity and resources to enable this plan to support the wider multidisciplinary workforce. 8 Effect on inequalities Cultural competency training improves access for Māori and Cornerstone accreditation requires practices to meet a number of indicators that measure cultural appropriateness. Increasing the Māori workforce improves access for Māori to heath care. Business case appendices V12 AC 25Feb2010 Page 116
Mainstream arguments are concerned with projected excess health and disability workforce demand, overall, and recognition that increasing and strengthening the Māori workforce is part of a sustainable long-term solution to addressing the shortfall. Equitable health outcomes for Māori are, however, a fundamental rationale for Māori health and disability workforce development, through this does not imply a „one size fits all‟ approach. 61 9 Evidence for this initiative The activities in the plan follow the Health Workforce Advisory Committee guidance in the following documents: 2005 Strategic Principles for Workforce Development In <strong>New</strong> <strong>Zealand</strong> 2006 Report of the Health Workforce Advisory Committee on Encouraging Māori to Work in the Health Professions 2006 National Guidelines for the Promotion of Healthy Working Environments 2007 Rauringa Raupa, Recruitment and Retention of Māori within the Health and Disability Workforce. 10 Risk analysis Risk Probability Impact Contingency plan No increase in permanent staff recruited Medium High Continue reliance on locums, with an increase in support and training for provided. Staff come and move on Low Medium Exit interviews for all departing staff, so that current activities can be altered if necessary. High number of complaints to H&DC Low Medium Review content of professional development programme. 11 Engagement Working group who developed this plan: Dr Paul Cooper, Mary Crooks, DrMartin London, Kathy Hines, DrAnna Dyzel, Joanne Shaw, Rosalie Sampson, Helen Rereti, Jocelyn Tracey, Karyn Kelly, Kerri Miedema, Gary Coghlan. 61 Rauringa Raupa Recruitment and Retention of Maori within the Health and Disability Workforce Ministry of Health 2007 Page 12 Business case appendices V12 AC 25Feb2010 Page 117
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Business Case Better, Sooner, More
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1 Caveats/status This business case
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Current situation By three years Wa
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staffed on a capacity model - in wh
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support from DHBs, specialist clini
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10.4 Key milestones................
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Annual government health funding pe
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Ambulatory Sensitive Hospitalisatio
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The base populations of the three d
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Māori/Pacific Not Māori/Pacific D
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4.7 West Coast region service deliv
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5 Future model of care 5.1 The desi
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support them. Help with understandi
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LEVERS VISION Better, sooner, more
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providing the majority of care). Th
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The Community Health System Deliver
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To better integrate the support pro
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5.5 Enablers A key aspect of this b
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Two rounds of meetings with front l
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While doctor-nurse substitution has
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Nick Goodwin, Kings Fund 14 , in hi
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Quality domains Each new initiative
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Preventative Acute LTC management R
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Preventative Acute LTC management R
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The core services are provided or p
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Total required FTEs for the Grey IF
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7 Governance, Ownership & Managemen
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Option D: PHO/DHB jointly owned Pri
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The IFHS will need the ability to b
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Of note, a large proportion of the
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The DHB delegates decision making o
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Limited integration of community se
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10.4 Key milestones The table below
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Expanded pharmacy roles Improving a
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Devolved community based services w
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Appendices Appendix One: Health Equ
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ongoing GP shortage creating an env
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10. What are the unintended consequ
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It is common for people with an acu
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Outcome measures Indicator Baseline
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determine ratio of nurses and GPs t
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C. Extended role for pharmacists:
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11 Engagement Working group who dev
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Appendix B: Acutely unwell adult pa
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4 Objectives to implement nur
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Review Buller after hours arrangeme
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Year three Community education camp
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13 Costs Budget considerations:
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established. This group now oversee
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Output measures Tobacco control / s
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Improving immunisation coverage - h
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Year three Continued joint plan
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extending health promotion activiti
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Immunisation Coverage Funder Provid
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The Community Health System Deliver
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Clinical care Practice self managem
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and increases in the numbers of pat
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Ambulatory Sensitive Hospitalisatio
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% CVD on lipid lowering drugs, beta
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Health navigators/ kaiawhina: chan
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Committee‟s objectives 41 of prov
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- lack of consistency of care betwe
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qualifications and skills. Where ca
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6 Deliverables / activities Impleme
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“With an aging population and an
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Differences between revenue generat
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Appendix Seven: Integration - Healt
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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: Professional development: Provide
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
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Better Sooner More Convenient Primary Care - New Zealand Doctor

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