Post on 18-Dec-2014
description
A GP network?
NZ Health Sector Central Government
Minister of Health
ACCAccident Compensation Corp
Services in Communities
GPs, Networks, NGOsPharmacy Labs Radiology
Independent providers eg MidwivesPrivate HospitalsDisability Support
Ministry of Health
PrivateInsurance
District Health Boards (21)
Provider ArmMostly hospital services
Funder ArmPurchases services for a population
Consumers
A General Practice Network
• 110 practices• 385 GPs• 400 PNs• 4 DHB• 450,000 patients• 12% collective• 80% OO• 8% CT
Pinnacle a General Practice Network• A journey that started around concern about
change
• Grew into a trip about continues quality improvement
• Resulting in the first externally accredited network in southern hemisphere
• Now shifting from stand alone businesses to a General Practice Network driving the health agenda
The Group
• Pinnacle – GP clinical network• Midlands Health Network – management
services• MRHN Charitable Trust – link with
community• Primary Health Care Ltd – ownership
Not for profit – collective governance
Phased development
100% of 108%
The network spectrum
Population
The Journey
Demand
Sustainable use of Funding
Gen
der
Ethn
icity
Qui
ntile
Age Bands
PanelSize
Youth HealthWell / Lifestyle
DiabetesCardio VascularMental HealthOlder People
Health BurdenIFHC Enrolled Population
DiabetesCardio VascularMental Health
Prevalence Rates
Youth HealthWell / Lifestyle
DiabetesCardio VascularMental HealthOlder People
Service Standard
Youth HealthWell / Lifestyle
DiabetesCardio VascularMental HealthOlder People
Service Burden
Youth HealthWell / Lifestyle
DiabetesCardio VascularMental HealthOlder People
Health ProviderBy Service Type
Required HealthProvider Capacity(IHFC and Allied
Provider FTEs)Self
Man
agem
ent
Supp
ort
Req
uire
d
Pick
Up
Del
iver
yPi
ck U
pD
eliv
ery
Self
Man
agem
ent
Supp
ort
Ava
ilabl
e
No
Self
Man
agem
ent
Supp
ort
Req
uire
d
EngagedNot Engaged
Needs Profile
UserNeedsProfile
Creating and maintaining a vision
• Creating and maintaining a collective vision
• Shifting primary care to the driving seat
• Providing multi dimensional support; quality, administrative, CME, facilitated peer groups, business and contract management
• Engagement with communities
• Weathering the political storms
• Adding value and additional services
Locality Planning
• Creating and maintaining multi dimensional views of geographical based groupings of populations, the health burden and provider capability
• Redesigning service delivery models • Creating alternative ownership options where
required
• Bridging the gap between private equity of structures and workforce with public service funding
Future State
Offstage for MCA
Offstage for
Nurses
Standard rooms
Offstage for Drs
Self management
areas
Reduced waiting
area
Key measures
1. To understand the patient’s experience of and satisfaction with accessing their health care via the IFHC model;
2. To understand the impact of working within an IFHC model for GPs, Practice Nurses and practice management staff in terms of professional and personal career progression and satisfaction;
3. To determine if application of the IFHC model has changed the pattern of secondary care acute demand from the IFHC enrolled population;
4. To determine whether application of the IFHC model has changed the pattern of service utilisation in primary care and in terms of referrals to secondary care services; and
5. To determine the commercial viability and sustainability of the IFHC model, as implemented by MHN, to manage future health service demand in primary and secondary care.
6. To review the health benefits of the IFHC model by examining a range of health measures
Summary
Professional Commercial
Ownership
Contracts &services
Political
CME
Quality
Political
Did I mention the world cup?