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Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
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Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers

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  • 1. Nuffield Trust: Removing the Policy Barriers to Integrated careDr Lucy Moore, Whipps Cross University Hospital Trust Conor Burke, NHS Redbridge 9th December 2009
  • 2. Decommissioning - Prevent - • 20% of OP • 35% LTC Adms • 6% Electives Shift Acute Activity - Quality - • 40% A&E • Weak & Weak AHC • 12% Electives • ↑Mortality • 42% OP • ↓Patient Experience • Primary Care Clinical Performance
  • 3. 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
  • 4. Everybody in Redbridge is already a member ofa polysystem5 established and will become the engines driving change at the local level – delivering localservices that are clinically and cost effective. Loxford Polysystem
  • 5. Incentives and Performance
  • 6. Information Driving Change at all Levels
  • 7. Clinical Commissioning - Governance Outer North East London X PEC PCT Board CAC Acute Commissioning Unit Clinical Commissioning Unit (CCU) Clinical Commissioning Board Wanstead Loxford Cranbrook Seven Kings Fairlop PolySystem PolySystem PolySystem PolySystem PolySystem Boroughwide Clinical Commissioning Board Clinical leadership team and self-monitored Accountability for PolySystem effectiveness Responsible for Pathway Development Manage budget and incentive schemes PBC Partner relationship with PCT Establish Clinical Assurance Committee
  • 8. Integrating Design & Delivery • PolySystems are the ‘engine’ which drives local change to meet the wider health and healthcare needs of its community. • PolySystems are accountability for the delivery of high quality and productive services. • PolySystems are held accountable for delivery and in return will be resourced and supported appropriately to enable change to happen. “PolySystems will only achieve their full potential if they bring together primary and secondary clinicians to innovate by designing and delivering care models that enable system change.”
  • 9. Delivering Polysystems…...through People, Processes and Technology Consultants One inclusive Polysystem Collaborative not Budget with Competitive incentives pathway at cost Comm Nursing, AHPs GPs Pharmacists, Social Care Estate Performance and Specialist Care development – information – transformational Combined change productivity and quality measures Not vertical or horizontal ……Clinical Integration