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Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
Conor Burke & Lucy Moore: Learning from an integrated care organisation
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Conor Burke & Lucy Moore: Learning from an integrated care organisation

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  • 1. Learning from an integrated care organisation Where next for commissioning and integrated care: Can the NHS rise to the challenge?, The Kings Fund Dr Lucy Moore CEO Whipps Cross University Hospital Trust Conor Burke, Borough Managing Director March 2010
  • 2. Decommissioning - Prevent - • 20% of OP • 35% LTC Adms • 6% Electives Shift Acute Activity - Acute Quality - • 40% A&E • Weak & Weak AHC • 12% Electives • ↑Mortality • 42% OP • ↓Patient Experience
  • 3. Real improvement comes fromchanging systems, not changingwithin systems. Donald Berwick President & CEO Institute for Healthcare Improvement 3
  • 4. 4
  • 5. As an integrated local healthcare delivery network ‘PolySystems’ will: Promote the health & Maximise Independence & Improve service for people wellbeing of all people in quality of life for people with with non-critical acute care the local community long-term needs needsAchieving improved health • Reduce emergency admissions • Reduced waiting RTToutcomes overall and for • Care Navigation & Coaching • Improved patient satisfactionspecific communities e.g. • Improved care coordination & • Better value for money• Childhood obesity dmanagement • Better quality of life measures • Increased Access• Teenage conception • Reduced cost per head• Physical activity 5
  • 6. Everybody in Redbridge is already a member of a polysystem5 established - the engines driving change at a local level – delivering local services that areclinically and cost effective. Loxford Polysystem 6
  • 7. Delivering Change… 7
  • 8. Focusing on CHD 8
  • 9. 9
  • 10. 10
  • 11. 11
  • 12. And so what?•Whipps Cross fax discharge summaries to practices within24 hours of discharge•GP Practices are required to contact the patient within 3days of discharge•Patients have a face to face appointment within 10 days atwhich time the clinician will use a standardised checklist toreview patients.•Clinicians have access to data on a patients treatment,diagnostic results and medication changes via email. ….currently getting it right 50% of the time after 2 months 12
  • 13. Underpinned by Aligned Data Aligned and patient focused data GP Systemsfor primary and secondary caredata across the PCT Stratify Data Warehouse Journal entries Risk Stratification  Computes patient risks PCT SUS records Databases  Provides “risk aware” analysis tools for GP and PCT staff Pathway focus and financial Community Services Recordstracking Users Community Records • Practice Managers • Polysystem Managers www.health-analytics.co.uk • PCT Staff 13
  • 14. Information Driving Change at all Levels 14
  • 15. Delivering Improvement…...through People, Processes and Technology Consultants One inclusive Polysystem Collaborative and Budget with Competitive incentives pathway at cost Comm Nursing, AHPs GPs Pharmacists, Social Care Estate Underpinned by data Specialist Care development – - Combined transformational productivity and change quality measures ……Clinical Integration 15
  • 16. The Acute Provider perspective Key incentives • Better patient experience. • Better supports the management of capacity. • Reduces waste and duplication. • Integrated delivery without changing structures. Risks • Financial ….but we have a burning platform for change together. • Governance…addresses issues rather than creates issues. 16
  • 17. Thank You for Listening

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