innovation in commissioning and provisioning of community healthcare - counties manukau health, new...
DESCRIPTION
Benedict Hefford is Director of Primary and Community Services at Counties Manukau Health, where he is also the executive lead for integrated care: http://www.countiesmanukau.health.nz/AchievingBalance/System-Integration/system-integration-home.htm. As Director, Benedict is responsible for both operational delivery and commissioning of health and social care services in South Auckland – a culturally diverse and economically deprived area of New Zealand with over 500,000 residents. Benedict has 20 years healthcare experience encompassing senior management, commissioning, and strategic roles in both New Zealand and the UK. Prior to joining CM Health, he was Director of Commissioning (Social Care and Health) in central London. Benedict’s previous experience also includes re-designing community care services at Hammersmith and Fulham PCT and Capital Coast Health, as well as developing national health strategies as a Senior Policy Analyst with the NZ Ministry of Health. Benedict holds an MSc in Public Services Policy & Management from King’s College London; a Postgraduate Diploma in Health Services Management; and a BSW (Hons).TRANSCRIPT
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The Art of the Possible –Integrated Community Care through
Locality Clinical Partnerships
The Counties Manukau Health Experience
Benedict Hefford, Director Primary & Community ServicesJuly 2014
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2
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This presentation will cover:
1. Why we’re integrating community care through Locality Clinical Partnerships: Our challenges, approach, and goals
2. The clinical approach: Commissioning proactive care of ‘At Risk Individuals’, supported by e-shared care and care pathways
3. Unlocking community teams’ capacity and saving hospital/care home bed days through collaborative improvement & re-design
And finally some early quantitative results and critical success factors (and battle scars!)
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1. Why integration: CM Health Challenges
Rapidly aging and growing, but still younger than overall NZ population
Multi-ethnic, high proportion living in areas of high socioeconomic deprivation, especially Pacific peoples, Maaori and children
Overall life expectancy increasing (81.9 years) but gap for Maaoriis 10 years+
0 20 40 60 80 100
Unable to express needsPoor attendance at clinics
No EnglishNo family / friend support
Living alonePsychological issues
HousingRisk at Home
Poor health literacyPoor GP access
Dependent with ADLsMental health diagnosis
Substance misuseLiving with dependent
No support servicesDollars as health barrierPoor compliance - meds
Progression of diseaseNot mobile
Multiple co-morbiditiesPolypharmacy (>8)
Assessed Health Needs:
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If LCPs are the solution, what’s the problem? More acute beds… or better community care
350
400
450
500
550
600
650
2010 2011 2012 2013 2014 2015 2016 2017
Nu
mb
er o
f m
ed/s
urg
/AO
U/M
SSU
bed
s
Year
Projections of bed demand against planned beds for medical and surgical services in Middlemore Hospital
Existing & planned beds
Existing & planned beds (subjected toapproval)
Projected demographic and non-demographic growth (high growth)
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What’s the problem? A Patient Journey…
X = GP visit
∆ = After hours attendance
∆ = A&E Attendance
∆ = District Nursing
∆ = Inpatient Admission
● = Residential Care
● = Social Care assessment
= Homecare
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Locality Based Integration
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Integrated Locality Services
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Alliancing to improve care & services
10
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διαιτήμασί τε χρήσομαι ἐπ' ὠφελείῃ καμνόντων κατὰ δύναμιν καὶ
κρίσιν ἐμήν, ἐπὶ δηλήσει δὲ καὶ ἀδικίῃ εἴρξειν.
I will prescribe regimens for the good of my patients according to
my ability and my judgment and never do harm to anyone.
1. Why we’re integrating community care through Locality Clinical Partnerships: Our challenges, approach, and goals
2. The clinical approach: Commissioning proactive care of ‘At Risk Individuals’, supported by e-shared care and care pathways
3. Unlocking community teams’ capacity and saving hospital/care home bed days through collaborative improvement & re-design
This presentation will cover:
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Low Risk
Moderate Risk
High Risk
Very
Hig
h
Risk
Planned, Proactive & Coordinated Care for At-Risk Individuals
80+% of population = health promotion plansPrimary care identifies people with lifestyle risks (eg. smoking, high blood pressure)Brief interventions to screen, give advice & refer or sign post:- Smoking cessation assistance- Exercise options-Depression / anxiety (referral to IAPT)-Social isolation (referral to 3rd sector support) -Housing related support
20% of population = self care plans
Primary care identifies people with LTCs, disability, or social needs
Proportionate assessment to create a co-produced, goal led care plan, for
example:
-Referral to Expert Patient Programme /peer educators /health trainers
-LTC pathways eg., diabetes, dementia
-Assistive technology / telecare
5% of population = integrated health and social care plan
GP, Registered Nurse, Social Worker or health professional facilitated to
include for eg:
-Rehabilitation, recovery, reablement
-Telehealth
-Medication review
0.5% of population = comprehensive assessment & care plan
GP, Registered Nurse, Social Worker or Health professional facilitated to
include for eg:
-End of Life care
-Hospital at home nursing
-Specialised therapies (eg stoma care)
-Continence careVery
High
Risk
High Risk
Moderate Risk
Low Risk
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1
3
At Risk Individuals – Care Process
Risk stratification e-tool
under development, clinical
criteria agreed in the
meantime
Risk stratification2
Shared protocols & pathways3
Care delivery and
coordination
5
GP Enrolled
Population
1Care planning
4
Case conference5a
Community
pharmacist
Practice nurse
Allied Health
District
nurse
SMO
Whanau
Support
Community
Mental Health
Case conferences to be used
from time to time for very
complex patients who need
MDT input to their care planAll ‘at risk’ patients should have a plan that is proportionate to their
clinical and social needs, risks and ability to benefit: Logged on e-
shared care
Day-to-day
Non-exhaustive examples
GP
Care pathways and agreed clinical protocols are used to inform
assessment, care planning, & coordination
SME
Coordinator
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Next specific action
- Current phase of
care (initial
presentation,
therapy, follow up)
- History, examination
and investigations
- Previous treatment
and outcome
- Actions taken by
other providers
- Resources available
(localised)
- Judgement of
provider
Shared Protocols & Care Pathways
Disclaimer: The software and its development are confidential to Pathway Navigator Ltd. (c) 2012
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Health Partners Scale & Outcome Indicators
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E-Shared Care: Overview Screen
To deliver outstanding shared services that enable healthcare
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This presentation will cover:
1. Why we’re integrating community care thru Locality Clinical Partnerships: Our challenges, approach, and goals
2. The clinical approach: Commissioning proactive care of ‘At Risk Individuals’, supported by e-shared care and care pathways
3. Unlocking community teams’ capacity and saving hospital/care home bed days through collaborative improvement & re-design
![Page 19: Innovation in commissioning and provisioning of community healthcare - Counties Manukau Health, New Zealand](https://reader033.vdocuments.us/reader033/viewer/2022052507/5582ededd8b42a26168b4911/html5/thumbnails/19.jpg)
Single Point Entry Single Point Entry Single Point Entry
District
Nursing
Mental
Health
What’s the problem? Integrated Community Healthcare…
Community/clinic based NHS & Social Care Services
Social Care
Allied Health
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Collaborative Improvement – ‘Ground up’ Innovation
Deliver – This step focuses
on ‘what will be’
Recommendation and
implementation of
the model of care
This informs the way we
move forward
Dream – After identifying
the current situation the next
step focuses on ‘what might
be’
How does a locality
look like in the future
2-3 years from now?
Discover- the first step in the
AI Cycle. This will focus on
identifying the ‘What is’?
Discover the current
situation at the
locality
Design - We will have
discovered ‘what is’ and
what might be, now we look
‘how can it be’
Best way to do this
By who, by when
Discover
Dream
Design
Deliver
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The team’s ideas for change…
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Community Care Re-Design – Releasing Capacity
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Primary Care Re-design: Better, Sooner & More Convenient
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This presentation will cover:
1. Why we’re integrating community care through Locality Clinical Partnerships: Our challenges, approach, and goals
2. The clinical approach: Commissioning proactive care of ‘At Risk Individuals’, supported by e-shared care and care pathways
3. Unlocking community teams’ capacity and saving hospital/care home bed days thru collaborative improvement & re-design
And finally some early quantitative results and critical success factors (and battle scars!)
![Page 25: Innovation in commissioning and provisioning of community healthcare - Counties Manukau Health, New Zealand](https://reader033.vdocuments.us/reader033/viewer/2022052507/5582ededd8b42a26168b4911/html5/thumbnails/25.jpg)
Actual vs Predicted Bed Days
140,000
142,000
144,000
146,000
148,000
150,000
152,000
154,000
156,000
158,000
160,000
162,000
164,000
166,000
168,000
Jun
-11
Jul-
11
Au
g-1
1
Se
p-1
1
Oct
-11
No
v-1
1
De
c-1
1
Jan
-12
Fe
b-1
2
Ma
r-1
2
Ap
r-1
2
Ma
y-1
2
Jun
-12
Jul-
12
Au
g-1
2
Se
p-1
2
Oct
-12
No
v-1
2
De
c-1
2
Jan
-13
Fe
b-1
3
Ma
r-1
3
Ap
r-1
3
Ma
y-1
3
Jun
-13
Jul-
13
To
tal
Be
d d
ay
uti
lisa
tio
n o
ve
r a
ro
llin
g 1
2 m
on
th p
eri
od
Actual bedday cumulative total Predicted bedday cumulative total
Some promising early results…
Average Length of Stay
UCL
CL
LCL
3.40
3.60
3.80
4.00
4.20
4.40
4.60
4.80
5.00
Jul 2009
Oct 2009
Jan 2
010
Apr
2010
Jul 2010
Oct 2010
Jan 2
011
Apr
2011
Jul 2011
Oct 2011
Jan 2
012
Apr
2012
Jul 2012
Oct 2012
Jan 2
013
Apr
2013
Jul 2013
AL
OS
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Critical Success Factors
Clarify your goals
• Create a vision, set achievable goals and timeframes, take your stakeholders with you.
Start now, start small and then grow, spread, and improve
• Endless analysis and planning are proxies for cowardice!
Integrate your integration projects!
• Align commissioning, metrics and IT enablers in each initiative
Clinical Leadership
• This is a clinical transformation project not an IT project.
Put the patient at the center
• Patient stories and journeys are compelling: theories and concepts aren’t
(see number 2)
Soft changes are as important as structures, processes and $
• Co-ordination, care planning, patient activation, and communication are mostly about shared beliefs, goals, and values
Stay awake!
• Keep things on track by being a telescope, a mirror, and a magnifying glass
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