1. Empowering Wellbeing Through Healthy Communities
Claire Oatway, Chief Operating Officer
@beaconmedgroup

2. Formed in 2014 - merger of three practices
Serving 33,000 patients across rural, small town and suburban areas
Reputation for positive disruption and delivery
Focus on population health - operating as part of an ecosystem
A sustainable practice that thrives on innovation

3. The right commissioning conditions
“I want a healthcare service that doesn’t stop at the boundaries”
What does exceptional look like for us?
We have bigger ambition still; we need to make it real for those who experience services-structures are not enough; we are aiming for non-reversible change; we want one head and one body……
The challenge is still huge but the will and determination strong!

4. Great strides at a city level
Created ONE system:
Integrated governance arrangements
Four Strategies
Commissioning of an integrated health and social care provider for the city
Creating ONE budget:
Section 75 between NEW Devon CCG and PCC
Integrated funds £638 million gross (£462 million)
Risk share and financial framework

5. But still disjointed for providers
Beacon
Medical Group
Voluntary Sector
Community Pharmacy
Community Health
Patients & Community
Hospital
Care Homes
Mental Health
Devon County Council
Plymouth City Council
NHS England
NEW Devon CCG

6. Those gaps are artificial
Our patients are our patients
We're all struggling with workforce, budgets, increasing demands
We agree the system works well when the patients get the right care from the right person at the right time
We agree that we have hidden assets in our communities, in our partners, in our patients
And yet, the contracts and workload get in the way of trust and joint working
Which creates its own bough wave of demand

7. Phase 1: redesign normal
Dermatology / MSK Services
PMCF: COPD outreach, in-hours visiting service, mixed clinical team
Minor injuries service
Urgent Care Team: 'No Waiting Room'
Co-ordinated flu campaign

8. Phase 2: redesign “together”
Joint workforce developments: nudging each other, learning together, examining new roles
Enhancing access to wider clinical support
Co-ordinated and targeted care incorporating social intervention
New roles to empower patients to take care of their own health and wellbeing

9. Every community needs something different now
Safe but could do better
Needs investment to shift behaviours
Makes sense but needs co-ordination
We haven’t got time to play it safe
Better co-ordination and proactive care for most vulnerable patients
Targeted support for high demand patients
Health promotion, especially self care

10. We can no longer afford to tinker and think that that is transformative
Help patients to take care of their own physical and mental health through self-care tools, patient education, more person-centred long term conditions management and use of health coaches
Help communities to take care of themselves through health fayres, social prescribing, peer to peer support, innovative volunteering
Energise multi-disciplinary teams by creating community hubs, joint workforce development, opportunities for co-ordinated care such as virtual ward