Better Sooner More Convenient Primary Care - New Zealand Doctor

support them. Help with understanding medications is available from pharmacists via medication
reviews.
Those with mental health problems are assessed by a mental health co-ordinator within the
IFHC who will help them select the package of care they need to get well, ranging from
community support, through brief intervention counseling, to admission to community mental
health services. They receive their care in the IFHC and this lessens their sense of
stigmatization. Their GP knows what care they are receiving and is able to provide support and
ensure their physical needs are not neglected.
The community knows that their health centre has been Cornerstone Accredited, has quality
systems in place and is keen to receive feedback so that the services can be steadily improved.
Community, business and iwi leaders meet regularly with senior clinicians and management to
work together to improve health services and increase community understanding.
If hospital based care is required, information flows electronically to and from specialists, and
the care provided is consistent with, and a continuation of, that provided in the IFHC.
And most of the time, for most people and their families, with most problems, whatever their
age, their GP and nurse team will be there, helping them on their life journey.
5.2 Goals for better, sooner more convenient
The vision of Better, Sooner, More Convenient primary care is one that, if implemented well, will
address the current issues with health care delivery on the West Coast.
The following eight goals arise from this vision:
1. Partnership with the community
2. Sooner: improving access to primary care
3. Better: improving continuity of primary care
4. Better: improving consistency of care
5. Better: improving co-ordination of care between general practices, hospitals and
community providers
6. More convenient: community based care in integrated family health centres
7. Greater clinical leadership
8. Living within the available funding.
For each goal objectives and key activities were developed. Then as a tool to managing change
towards the desired model of care, a number of working groups were established, each working
towards the overall goals and objectives and developing a different aspect of the model of care.
Clinical leaders from all disciplines, as well as PHO, DHB and provider arm managers were
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