John Macaskill-Smith: A GP network?

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



Service Standard



Service Burden



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?

John Macaskill-Smith: A GP network?

Health & Medicine

Transcript of John Macaskill-Smith: A GP network?