Better, sooner, more convenient health care in Midlands
Better, sooner, more convenient health care in Midlands Better, sooner, more convenient health care in Midlands
6 Our NetworkA focus on workforce knowledge, skills and attitudekeeping lines of communication open. It will involve a good use of privacy law and good openworking relationships with other government agencies.Health CoachesHealth coaching, where a peer or professional takes an interactive role to support a patient to bean active participant in their self-management of a long term condition, was also identified as asolution. Peers or professionals were trained in behaviour change approaches like motivationalinterviewing and examples of effectiveness were shown in the area of smoking cessation, diabetesand cardiac rehabilitation. Success is improved, when coaches are supported, well trained and givensufficient time to undertake successful coaching sessions.Boutique Practice for Heart Sink PatientsProvision of time-framed enrolments with boutique practice environments to address issues facingheart sink patients. A fresh eyes wrap around approach to patients with continuing care issues thataims to provide the patient with a time-framed period to address core health and societal issues.Centralised and Coordinated Education TeamA central bank of educators which can provide coordinated, targeted support to the full spectrum offrontline staff involved in Primary Care. This structure will enable cross-organisational initiatives andlearning to be targeted not by clinical role or locale but in a targeted manner at groups of individualswho have a similar learning goal.By centrally coordinating education and learning around specific groups or an individual assessment,learning plans can be developed and assessed with the goal of providing a better quality of trainingand outcomes for patients across the region.Learning will be supported across the region by the use of a Personal Learning Plan (PLP) which isonline electronic and held as part of central record, accessible to all, at any time. This record willhold all professional development milestones achieved by each staff member as well as integratingstrongly with portfolio and registration requirements.Learning will be encouraged via a variety of mechanisms. Frontline staff will attend via a virtualclassroom environment rather than travel to a destination. Learners will take the approach to becomemore health literate therefore improving Duty of Care. Training will be coordinated, targeted andrelevant to an individuals personal assessment of themselves and their own learning.Personal Learning Plans (PLPs)Identification of the different groups involved in successfully implementing the plan.Involve goal setting mechanisms.Reflective Assessment Tool that is used by the practitioner to reflect on professional developmentduring the registration cycle.Critical friends and professional learning groups to enable the learning and reflectiveassessment process.Peer tutoring - expert based learning and teaching scenarios and ongoing support.Integrated Family Health Centre Learning Plans (Integrated Family Health Centre LPs)Specific to the learning needs of staff engaged with the centre and with the individual community.Includes topical, relevant and community specific topics and themes.Uses the expertise of other professions to cross pollinate around learning, resources andteaching methods.71
Our NetworkA focus on workforce knowledge, skills and attitude6Contributing to the knowledge landscape of New Zealand HealthThe Midlands Network will partner with a research institution to ensure that everything we do ismonitored and evaluated as we undergo this massive period of change. It is hope that such apartnership will support us in taking a new approach to horizon scanning for future possibilities andchange opportunities.IT systems and trainingA paradox exists at the heart of primary care. While the primary care service is almost entirelypaperless and nearly every individual practice runs its own Electronic Patient Management System,the frontline workforce is largely IT illiterate. For an industry whose patients are used to booking airtravel, balancing their finances and managing their day online or via a mobile phone, very rarely is apatient able to expect timely dialogue via email with their Health Team.Anecdotal evidence would suggest that this largely ageing workforce are content rather than skillsbased in their learning style and therefore have not transferred the skills they use in their day to dayuse of a Patient Management System into any wider application of IT.With the rapid changes from year to year in the application of technology in all workplaces, PrimaryCare must acknowledge and strategise in regards to how its workforce will increase not only their ITreadiness but continue to self-manage their own learning.The urgency of this situation can not be underestimated. Without a dramatic increase in the ITreadiness of the Primary Care workforce the patient base will continue to drift from the skilledprimary care workforce to the internet to inform their healthcare decisions and self-management.Primary Care must debate how it will address this issue.A workforce that is IT readyIntegrated Family Health NetworkIntegrated Family Health Centre StaffNetwork wide standard for use of basic IT systemsStandardised IT requirements for every Integrated FamilyHealth CentreStandard broadband requirements for all network membersVideo Conferencing available in the communityGeneric IT courses for all staffEmail addresses for every staff memberStandardised IT proficiency requirements for every IntegratedFamily Health Centre staff memberDevolution within General Practice – (legal and social status)Health policy has forever promoted the establishment of teams. However the reality is that manyhealth professionals view the medical, legal and public expectations as not supporting this. Furtherwork needs to be undertaken to support the development of a “safer” environment for change.72
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Our NetworkA focus on workforce knowledge, skills and attitude6Contribut<strong>in</strong>g to the knowledge landscape of New Zealand HealthThe <strong>Midlands</strong> Network will partner with a research <strong>in</strong>stitution to ensure that everyth<strong>in</strong>g we do ismonitored and evaluated as we undergo this massive period of change. It is hope that such apartnership will support us <strong>in</strong> tak<strong>in</strong>g a new approach to horizon scann<strong>in</strong>g for future possibilities andchange opportunities.IT systems and tra<strong>in</strong><strong>in</strong>gA paradox exists at the heart of primary <strong>care</strong>. While the primary <strong>care</strong> service is almost entirelypaperless and nearly every <strong>in</strong>dividual practice runs its own Electronic Patient Management System,the frontl<strong>in</strong>e workforce is largely IT illiterate. For an <strong>in</strong>dustry whose patients are used to book<strong>in</strong>g airtravel, balanc<strong>in</strong>g their f<strong>in</strong>ances and manag<strong>in</strong>g their day onl<strong>in</strong>e or via a mobile phone, very rarely is apatient able to expect timely dialogue via email with their Health Team.Anecdotal evidence would suggest that this largely age<strong>in</strong>g workforce are content rather than skillsbased <strong>in</strong> their learn<strong>in</strong>g style and therefore have not transferred the skills they use <strong>in</strong> their day to dayuse of a Patient Management System <strong>in</strong>to any wider application of IT.With the rapid changes from year to year <strong>in</strong> the application of technology <strong>in</strong> all workplaces, PrimaryCare must acknowledge and strategise <strong>in</strong> regards to how its workforce will <strong>in</strong>crease not only their ITread<strong>in</strong>ess but cont<strong>in</strong>ue to self-manage their own learn<strong>in</strong>g.The urgency of this situation can not be underestimated. Without a dramatic <strong>in</strong>crease <strong>in</strong> the ITread<strong>in</strong>ess of the Primary Care workforce the patient base will cont<strong>in</strong>ue to drift from the skilledprimary <strong>care</strong> workforce to the <strong>in</strong>ternet to <strong>in</strong>form their <strong>health</strong><strong>care</strong> decisions and self-management.Primary Care must debate how it will address this issue.A workforce that is IT readyIntegrated Family Health NetworkIntegrated Family Health Centre StaffNetwork wide standard for use of basic IT systemsStandardised IT requirements for every Integrated FamilyHealth CentreStandard broadband requirements for all network membersVideo Conferenc<strong>in</strong>g available <strong>in</strong> the communityGeneric IT courses for all staffEmail addresses for every staff memberStandardised IT proficiency requirements for every IntegratedFamily Health Centre staff memberDevolution with<strong>in</strong> General Practice – (legal and social status)Health policy has forever promoted the establishment of teams. However the reality is that many<strong>health</strong> professionals view the medical, legal and public expectations as not support<strong>in</strong>g this. Furtherwork needs to be undertaken to support the development of a “safer” environment for change.72
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