Heidi Juul Madsen's presentation on Integrated Care in the City of Odense at the Healthcare DENMARK Ambassador Summit 2014 in Copenhagen.

1. Healthcare Transformation
Healthcare DENMARK, 28thoctober2014
by Heidi Juul Madsen, Head of Health, City of Odense

2. Odense – the main city and primary growth driver of the region
 1,2 million inhabitants in the Region of
Southern Denmark
 Odense is the third largest city in
Denmark with a population of 191,400
 Odense covers an area of 306 km²
 33,000 student places
 100,000 workplaces
 485,000 in the island of Funen
 Main city and growth driver in the Region
of Southern Denmark, and on the island
of Funen, in terms of:
 Size
 Labour market
 Settlement
 Cultural life
 Education
 Healthcare and trade

3. The demographic challenge: An increasing number of retiring citizens, and a decline in young citizens entering the labour marked
Increasing service demand
Growing expectations for individual considerations
The economy is under increasing pressure
Especially for Odense:
Low ratio of people with higher education
Low employment ratio
The overall challenges

4. New reality –New welfare
New reality
New conditions require adjustment
Economic conditions
Expectations and demand from citizens, the state etc.
New welfare
New approach to the new conditions
•Cooperation
•Prevention
•Partnership

5. The vision of Odense: From a large Danish
city to a Danish metropolitan city
 The projects are, collectively and individually,
means to achieving this goal
 This will be done in a sustainable way, with
people in focus
Growth Attraction Transformation

6. The Integrated Care Programme

7. The motivation behind this project
Our services is challenged by an increasing number of elderly, people with chronic diseases, or mental health issues
Structural challenges expressed by lack of consistency and poor quality
The economical incentives rewards silo thinking and sub optimizing
An inappropriate changeover between sectors is often due to lack of insight in the combined course of treatment of the patient

8. The Integrated Care Programme is contributing to
a new welfare model
We need to find new ways of working together!
The vision is to createan effectiveand compulsorycollaborationacrosssectors
TOpartnership
FROMcontractingparties
The citicens
General
treatment
GP
municipality
hospital
Specialised
treatment
prevention

9. Management by cooperation
We must lead across sectors and share responsibility for every patient

10. The foundation of the programme
Status as a deregulated municipality
The North West London Integrated Care Pilot
Health agreements and patients course programs
Data acquisition among general practitioners
AND we build on top of it

11. Target group 1:
Citizens challenged by stress, anxiety,or depression
”Weseea substantial increase in health care costs amongcitizenschallengedby stress, anxiety, or depression”

12. Target group 2:
The elderly medical patient
”We know that among elderly patients, 1 in 5 is re-admitted within 30 days”

13. Integrated Care samarbejdsmodellen
Proactive treatment:
Shared data and stratification=> patients inrisk are found => shared plan of action is made
Compulsory collaboration:
Shared tasks, sharedresponsibility and co-development of cross-sectorand interdisciplinary teams
The collaboration model in the Integrated Care program

14. The early experiences

15. Elaboration
Thepilot
Testing
The partnership agreement is politically approved
A scientific research programme held by the University of Southern Denmark is initiated
Agreement with an external evaluator
55 general practitioners on board since 1stof September –SAD:31 ; EMP:24
9 TSTs (SAD: 5 ; EMP: 4). They will have 5 meetings per year and 1 conference. The two first meetings are taking place in November
25-35 patients per general practitioners per target group per year
93 citizens have already got a treatment plan
A status of the programme
2012-2013
2014
2014-2015

16. Future perspectives
Each and every participant are crucial for the development of new welfare solutions!
The collaborationmodelis already being experienced as very meaningful AND:
As a faster and more focused treatment
Increased involvement and a greater overall view and coherence for the citizens
Improved prevention through an early and integrated treatment
Increased dialog, collaboration, and a common professional boost
More health for less money….? That’s the question!
For more information…
www.integratedcare.dk

17. Partnerskabsprojekt med ligeværdige aktører. Der skal skabes et samarbejde mellem virksomheder med hver sit legitime (og konkurrerende) perspektiv.
Det er visionen, der er driveren. Borgerens perspektiv kan bidrage til at sætte egeninteressen på stand by. Faglig mening er afgørende.
Teoretisk fundament = relationel koordinering (Gittels).
Etablering af projektsekretariat med ”tre ben”
-processer skal styres og planlægges og uforudsigelighed rummes
-ejerskab hos alle interessenter skal mobiliseres
-indgå i dialog og forhandling –og være konfliktløser
-lede overgange mellem projektfaser og projektaktører
Erfaringer med det tværsektorielle samarbejde

18. Forskellige paradigmer mødes og brydes
Misforståelser og myter ”om hinanden”
Stærk fag-faglighed og mindre blik for ”overgangene”
Egeninteresser kan skygge for samarbejdet
Økonomiske incitamenter
Forskellige IT-systemer
Prioritering af tid (projekter tager tid fra kerneopgaven)
Særlige udfordringer

19. Topledelsen er rollemodeller, der går forrest
Tydelige mål og forventninger for samarbejdet
Få alle relevante parter med fra start
Procesledelse af samarbejdet
Skab enighed om den fælles opgave, men anerkend at uenighed er en kilde til nyudvikling
Fremdrag de eksempler, der går lidt skævt på grund af siloerne => bruges til læring
Kompetenceudvikling og lederudvikling sker tværfagligt og tværsektorielt
Værn om ildsjælene
Det gode tværfaglige samarbejde