Transformational Change: Easier said than done…so what are the critical success factors? Cathy O’Malley Compass Health CEO July 2011

Lots of Activity Workforce challenges Long Term conditions Health of Older Persons Acute Care and After Hours Lots of Nursing development Shared Records and other IM enablers IFHC Problem solving

IFHC Min Requirements Range of services Integration mechanisms: –IT –Admin and management –Clinical Governance Maori Health and Whanau Ora LTC Management Pop Health approach Workforce planning

Wairarapa IFHC 40,000 population 1 Masterton practice 23,000 Whole of system integration to goal Joint planning Proposal Business risks Policy requirements Stalled

Tararua IFHC General Practice lead Community Hospital also part of mix Private business Amalgamated all but one practices Joint IT Devolved some services Governance challenge Nearly there

Feilding IFHC 4 practices to co-locate Range of other community, PHO and DHB services Community Trust involvement Old Hospital site development

Otaki IFHC 7500 population 1 practice Geographical isolation Co-location already Integration mechanisms GP owned practice and facility Joint governance being established

PNth IFHC Many stalled co-location attempts Large Radius site Now working on integration and governance

Horowhenua Case Study 2009 all Horowhenua General Practices had closed books Horowhenua PHO purchased one practice (5,000 enrolled) –Practice situated at Horowhenua Health Centre –PHO Strategy developed for practice to become a health hub for the district and more recently IFHC End of people on waiting list All practices participated in providing casual acute visits –not good for patients (cost and no continuity of care) –not good for practices (time consuming and reactive, no pro- active care planning)

Joint Problem: considered response DHB/PHO formulated a “Waiting List Practice” joint plan to: –Enrol all people who wanted access Primary Health Care (1500) –Resource put in place 1 FTE NP intern/0.2 GP/Practice Admin/Practice Management –Provide all required appointments –Establish health record for patients - relevant recalls –Establish care plan for people with high health risks –Referred patients to PHO/MCH/Maori health services if required –Establish new ways of working with MCH specialist services within Horowhenua Health Centre (Mental Health, Child Health and Older persons)

What happened As Waiting List Practice being implemented a practice within the Horowhenua Health Centre “fell over” – 1700 enrolled All 3 practices merged in April 2011 creating a general practice hub at the Health Centre (8,000 enrolled) Pressure off other local Practices which are now able to “open books” Able to pick up Foxton Practice 2,400 patients when GP retried and no buyer available All Horowhenua people wishing to be enrolled with a general practice can now do so and be provided with high quality Primary Health care - Aim is no one will be “left behind”

Workforce Diversification of skills available within general practice 3.2 GPs & 1 GP Registrar 1 Nurse Practitioner & 2 Nurse Practitioner interns 5 Practice Nurses & 1 New Graduate Practice Nurse 1 Practice Manager and 3 Receptionists Maori Provider - Whanau Ora Navigator aligned PHO based Chronic Care Teams - Clinical Pharmacist, Chronic Care Nurses, Dietician, Smoking Cessation, Physical activity educator, podiatrist, community cardiology service.... aligned MCH District Nurses – aligned Scoping physician assistant role Leadership team established: Clinical Director, Nurse Leader, Practice Manager and Clinical Pharmacist New ways of working with specialist teams based at Horowhenua Health Centre established – Mental Health, Child Health and Older Persons

Key Success factors Patient Focus Clinical and Management Leadership Vision Courage Based in Reality and Measurement Respect for the providers challenge Flexibility Communication Sharing risk

And for the long haul Active planning Monitoring progress Diversifying workforce Teamwork and team development Confidence Pushing boundaries

“Healthcare is a total system, is a monstrously complex organism….To ensure excellence in everything that affects patients and families is only a dream, self evidently out of reach, if all we can do is lengthen the list of targets. How many projects could possibly be enough?” Virginia Mason

“So we who are ambitions, invoke transformation as the key to systemic pervasive improvement…continual change through scientific design and redesign……… everywhere all the time, and where excellence is the result”

The Way Forward Some core systemic decisions about base process and culture Commitment 5 Habits –Vision and Values –Tight Specification and Planning –Infrastructure design and implementation –Measurement and Control (Publish) –Self Study