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Integrated Services. Primary Care Team. Person. Community. Primary, Community & Continuing Care. Reform Implementation. Strictly Private & Confidential. The development of integrated person-centred care. Improved configuration and management of hospital care. - PowerPoint PPT Presentation
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1
IntegratedServices
Primary Care Team
Person
Community
Strictly Private & Confidential
Primary, Community& Continuing Care
Reform Implementation
2
• The development of integrated person-centred care.
• Improved configuration and management of hospital care.
• More proactive prevention and management of chronic illness.
• Greater performance management.
• Engagement and empowerment of staff at all levels to deliver the reform programme.
HSE Reform Priorities
3
PCCC “Transformation”
The organisation of the totality of health and social care
services provided in the community in such a way as to
address the individuals assessed need at or close to home
through enhanced team working and the targeting of
resources to defined populations.
Components of the reform include:
4
Primary Care
Strategy
Primary, Community and Continuing Care environment
5
Primary Care
Strategy
MentalHealth
Act
Primary, Community and Continuing Care environment
6
DisabilityAct
Primary Care
Strategy
MentalHealth
Act
Primary, Community and Continuing Care environment
7
ChildcareAct / Children’s
Act
DisabilityAct
Primary Care
Strategy
MentalHealth
Act
Primary, Community and Continuing Care environment
8
ChildcareAct / Children’s
Act
Disability Strategy
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
Primary, Community and Continuing Care environment
9
Drugs andAlcohol
Strategies
TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
Primary, Community and Continuing Care environment
10
Palliative Care
Strategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
Primary, Community and Continuing Care environment
11
Palliative Care
Strategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
Primary, Community and Continuing Care environment
CriminalLaw
InsanityAct
NursingHomes
Act
12
Palliative Care
Strategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
CancerStrategy
Immunisation
Primary, Community and Continuing Care environment
CriminalLaw
InsanityAct
NursingHomes
Act
13
Palliative Care
Strategy
CardiovascularStrategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
CancerStrategy
Immunisation
Primary, Community and Continuing Care environment
CriminalLaw
InsanityAct
NursingHomes
Act
14
SchemesModernisationProgramme
Palliative Care
Strategy
CardiovascularStrategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
CancerStrategy
Immunisation
Primary, Community and Continuing Care environment
CriminalLaw
InsanityAct
NursingHomes
Act
15
SchemesModernisationProgramme
Palliative Care
Strategy
CardiovascularStrategy
Drugs andAlcohol
Strategies
CounsellingService
SCA TravellerHealth
Strategy
SuicideStrategy
ChildcareAct / Children’s
Act
Disability Strategy
OlderPersons
DisabilityAct
VisionFor
Change
EPSN
Primary Care
Strategy
MentalHealth
Act
Sectoral Plans
HomelessStrategy
CancerStrategy
Immunisation
Primary, Community and Continuing Care environment
Ophthalmology
AudiologyCriminal
LawInsanity
Act
NursingHomes
Act
?????
Podiatry
16
This presentation looks at 3 key questions
1. Why are we doing this? Why we need to transform primary and community care services.
This focuses on the emerging health care challenges, the current shortfalls and opportunities.
2. Where are we going? This provides a vision for the future of primary care and social
services? It also highlights the benefits that will emerge for patients, clients and those providing services.
3. How we will get there? Here we review the structures, road map and processes that have been
established to implement this reform programme.
17
1. Why Are We Doing This?
18
Time for Change
Ireland has a unique opportunity to develop a truly world class health care system. Reasons for this include:
• A clear mandate to develop a community based, patient/client centered, team-based integrated health system.
• A single, dedicated and unified HSE.
• A ground swell of support from all stakeholders.
• Excellent and committed staff and health professionals.
• A wealth of experience in establishing and learning from new service models.
• Islands of excellence, best practice and innovation across the health system.
• Access to public and private funding.
19
Emerging Healthcare Challenges in Ireland
There are several emerging challenges which make reform an imperative:
• Population Health problems such as: Obesity, Alcohol Dependency.
• Chronic illness
• Specialist provider shortages in numerous key areas.
• Health costs, growing faster than general inflation.
• Ageing population.
• Lifestyle and cultural challenges.
• Lack of integrated digital backbone.
20
Current Shortfalls • Varying levels of service quality across the country.
• Access to required health services can be both difficult and delayed.
• Person’s navigation is fragmented and complicated. Traditional System takes priority over patient access.
• No single, coherent view of Person’s needs and plan – no common ground amongst the different health professionals.
• Lack of cohesive working and multidisciplinary approach.
• Lack of trans-disciplinary approach.
• Undersupply of specialist services.
• Patchy OOH’s cover for front line and back up services.
• Over reliance on hospitals for non-acute needs
• Ineffective use of resources, wasted effort due to bottlenecks and duplicate assessment, storage and reporting.
• Poorly integrated infrastructure including information and measurement protocols, ICT systems.
Impact• Service inequities.
• Reduced care quality and health status.
• Excessive travel, due to non-local service.
• Person experiences disjointed and delayed services, left feeling stressed and subordinate to the system.
• Strained service points e.g. GP’s, A & E.
• Over or under utilised resources due to outmoded resource allocation.
• Multiple same diagnosis and administrative processes - effort diverted from the Person.
• Entrenched disciplines and work groups with little camaraderie.
• Stressed providers with reduced job satisfaction.
• Lack of confidence continuous criticism both externally and internally.
• Increased risk to persons and providers.
• Poor value for money, diverts resources from service improvement.
Challenges in Primary care
General Practitioner
Public Health Nurse
Physiotherapist
Occupational Therapist
Social Worker
GP
PHN
Phy
OT
SW
Overly Complex Service Organisation & Delivery
GP
OT1
SW 2
PHN 1
OT4
PhySW 1
PHN 4
OT3
PHN 2
OT2
PHN 3
Complexity Today from Non-alignmentof Providers and Population
PHN Phy
OT
GP
SW
Alignment Providers and Population:Increased Simplicity - PCT
Mr. Red also needs access to SW1, OT3 and PHN3.
Mr. Green needs access to SW2, OT1 and PHN1.
Same GP in local community but…
GP
PHN Phy
OT SW
Information and Service Flow Today- Non Integrated Local Service
Information and Service Flow Tomorrow- Integrated Primary Care Team
Direct Referral
Referral Service Feedback
Direct Referral and Feedback
PHN Phy
OT
GP
SW
Outdated Info & Service Flows - Bottlenecks
23
2. Where WeWant To Go?
Po
pu
lati
on
Today:
2006
Self Care
PCCC
Hospitals
No CareRequirement
Tomorrow:
2011
Po
pu
lati
on
Self Care
PCCC
Hosp.
No CareRequirement
Tomorrow:
2016
Po
pu
lati
on
Self Care
PCCC
Hosp.
No CareRequirement
• Shifting the emphasis towards community care:
• The diagonal arrow highlights that with the current approach people are drawn towards hospitals for services.
• However with the Integrated Primary and Community Care model, the emphasis is on providing services within local communities.
A Shift in Emphasis
25
“To provide each person with or easy access to all services that lead to improved health and wellbeing”
Aim of Primary, Continuing & Community Care:
This requires multi-disciplinary Primary Care Teams focused on the same community population that will:
• Identify and prioritise each persons needs.
• Service the majority of peoples needs, at or close to home.
• Access specialist services, at or close to home.
• Provide direct access to acute hospital services and continue to guide health improvement for that persons care lifecycle
Here is how it works …
26
It is about individual people…
27
It is about individual people and their families…
28
It is about individual people and their families that are part of a local community…
29
It is about individual people and their families that are part of a community – a defined local population of 8,000 – 12,000 people…
.
30
Most of their primary and social care needs are met by a single and local Primary Care Team (PCT)…
PHN
OT
GP
Phy
SW
n
31
Most of their primary and social care needs are met by a single and local Primary Care Team (PCT)…
The composition of the team is driven by the needs of each defined population.
Population A
PHN
OT
GP
Phy
SW
32
Most of their primary and social care needs are met by a single and local Primary Care Team (PCT)…
PHN
SLT
GP
MHN
SW
Population B
The composition of the team is driven by the needs of each defined population.
33
Teams will have common goals based on healthcare outcomes…
PHN
OT
GP
Phy
SW
Value for Money
Public Confidence
Satisfied Providers
Person Experience
Quality
Care
Population Health
Improved Healthcare Outcomes
34
Teams will have common goals based on healthcare outcomes… …and shared values, e.g. trust, safety, patient priority, equity, etc.
PHN
OT
GP
Phy
SW
35
Teams will have common goals based on healthcare outcomes and shared values…
…and shared standards and operating protocols such as: performance monitoring, clarity on boundaries, dedicated key workers for people, how to handle priority cases, leave cover, agreed outcome targets and review processes, quality, dissatisfaction and complaints.
PHN
OT
GP
Phy
SW
36
Teams will have core members that interact more frequently…
PHN
OT
GP
Phy
SW
i.e.WeeklyMeetingAgenda
37
Teams will have core members that interact more frequently…
…and extended members less frequently or as required, but are easily accessible and fully integrated to the PCTs ‘Way of Working’.
PHN
OT
GP
Phy
SW
Other
Psy
Dtn
Core
Extended
i.eMonthlyMeetingAgenda
Or as needed
38
Teams will have core members that interact more frequently…
…and extended members less frequently or as required, but are easily accessible and fully integrated to the PCTs ‘Way of Working’. These extended members are typically for specialised services, e.g. orthodontics, psychology / counsellors, addiction, etc.
PHN
OT
GP
Phy
SW
Other
Psy
Dtn
Core
Extended
39
An average of 5 PCTs make up a network – a Primary and Social Care Network (PSCN) – serving a wider but related population of 30,000 to 50,000 people…
PCT ‘A’
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
40
An average of 5 PCTs make up a network – a Primary and Social Care Network (PSCN) – serving a wider but related population of 30,000 to 50,000 people…
PCTs in a network are integrated with one another and support each other.
Core
Extended
PCT ‘A’
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
41
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
Core
Extended
PCT ‘A’
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
Primary & Social Care
Network
42
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with hospitals…
IntegratedServices
PCT ‘A’Hospitals
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
43
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with hospitals at the local…
IntegratedServices
PCT ‘A’Hospitals
• LocalPCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
44
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home
PCTs and PCSNs are integrated with hospitals at the local and area level…
IntegratedServices
PCT ‘A’Hospitals
• Local
• Area
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
45
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home
PCTs and PSCNs are integrated with hospitals at the local and area level and with specialised hospitals.
IntegratedServices
PCT ‘A’Hospitals
• Local
• Specialist
• Area
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
46
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with multi agencies…
IntegratedServices
PCT ‘A’
MultiAgencies
Hospitals
• Local
• Specialist
• Area
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
47
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with multi agencies, private providers…
IntegratedServices
PCT ‘A’
• Local • PrivateProviders
• Area
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
MultiAgencies
Hospitals
• Specialist
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
48
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with multi agencies at the private providers, voluntary agencies and
IntegratedServices
PCT ‘A’
• Voluntary
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Local • PrivateProviders
• Area
MultiAgencies
Hospitals
• Specialist
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
49
PSCNs include a pool of specialised resources that serve the PCT communities – at or close to home…
PCTs and PSCNs are integrated with multi agencies at the private providers, voluntary agencies and with support groups.
IntegratedServices
PCT ‘A’
• SupportGroups
• Voluntary
PCT ‘E’ PCT ‘B’
PCT ‘C’PCT ‘D’
Primary & Social Care
Network
• Local • PrivateProviders
• Area
MultiAgencies
Hospitals
• Specialist
• Orthodontics
• Other• Home
Help
• Counselling
• Psychiatry • Dietetics
• AlternativeCare
• Child Protection
50
At the Core ofPCCC Reform:
the Person!
Our Core Principles…..
PersonCentred
LocalCommunity
• Persons needs always the common focal point.
• Easy access to appropriate services when needed
Core Principles
52
Primary Care Team
PersonCentred
LocalCommunity
OT Phy
SW
Other
GP
• Persons needs always the common focal point.
• Easy access to appropriate services when needed
• Multidisciplinary team• Better team working environment, focused
on the same local community• Provides services that meet the majority
• of a person care needs
Other
Core Principles
53
IntegratedServices
Primary Care Team
PersonCentred
LocalCommunity
OT Phy
SW
Other
GP
• Persons needs always the common focal point.
• Easy access to appropriate services when needed
• Multidisciplinary team• Better team working environment, focused
on the same local community• Provides services that meet the majority
• of a person care needs
• Single person file and plan
• Services integrated with wider multi agency and hospital services.
MultiAgencies
Hospitals
• Local
• SupportGroups
• Specialist
• PrivateProviders
• Voluntary• Area
Other
Core Principles
54
• a person…
• and their family…
• as part of a defined local community…
• served by a single multi-disciplinary team for most of their needs…
• that is part of a larger network which provides cohesion
and specialist support
• all of which are integrated with hospitals and multiple agencies.
• Throughout the person’s care lifecycle a key worker from
his/her PCT provides guidance and maintains contact.
But how is it supported, managed and integrated with the HSE at a National Level?
In summary our Reform Strategy is about:
55
Local Health Office: Population focused care for a defined geographic area
56
Local Health Office: Defined local communities
Individuals, Families & Communities
57
58
59
60
61
62
63
64
• Our People - The dedicated healthcare professionals, supports, managers and administrators. That are respected and have mutual respect for each other:
– Are well developed professionally and rewarded.
– Who share common goals, values and beliefs in relation to our Healthcare system and population.
• The widely dispersed Leaders and Managers who provide clear guidance and support for all to achieve better outcomes.
•
•This is enabled by a coherent infrastructure of digital backbone, integrated and streamlined processes, excellent facilities …
Improved OutcomesPopulation
Health
Quality Care Person Experience
Satisfied Providers
Public Confidence
Value for Money
PCCC Reform Success is dependent on…
65
Improved Outputs & Outcomes – Illustrative only
Outputs Outcomes
Population Health• Accurate information on health
status of enrolled members• More services available to local
population• Health promotion activities
delivered via PCCC providers• Major shift to self-care and
prevention
Population Health• Increased health status of
PCT enrolled population e.g. obesity
• Reduced service inequities• More health literate
population and taking more responsibility
• Life expectancy enhanced
66
Improved Outputs & Outcomes – Illustrative only
Outputs Outcomes
Quality Care• Right quality services available
and easily accessed for each person based on their total health needs
• Holistic view of persons needs, plans and progress
• Integrated services delivery• Expansion of services
delivered out of hospitals and out of hours
Quality Care• Time to specialist services
reduced to xx time• Reduced time in care• % of clinical mistakes
67
Improved Outputs & Outcomes – Illustrative only
Outputs Outcomes
Person Experience• Shared protocols and insights,
increased support and flexibility.
• Good evidenced based prioritization and actions
• Effective levels of central, local and individual autonomy – common ground easily found
• Integrated systems and processes
• Easy, joined-up access to information and services, when and where most appropriate – care continuum
Person Experience• Empowered persons, sense
of connection local health community
• Comfortable with information security
• Quick response to requests for service and information
• Waiting list times significantly reduced
• Satisfaction with care outcome
• Satisfaction with care experience
68
Improved Outputs & Outcomes – Illustrative only
Outputs Outcomes
Public Confidence• Public are educated and
updated about the success of the health system
• Excellent systems for responding to public concerns, issues raised
• Good stakeholder involvement structures in place
Public Confidence• Increased quality and safety
and reduced risk • Internationally noted for world
class health system• Balanced and fair
69
Improved Outputs & Outcomes – Illustrative only
Outputs Outcomes
Satisfied Providers• Systems for continuous
professional, personal development
• Competitive reward and recognition
• Equality of opportunity• Enlightened HR polices and
practices• Authentic partnership
philosophy working well
Satisfied Providers• High staff satisfaction, morale
and engagement• Minimal I.R. disputes and
issues• Flexibility and teamwork
characteristics of the whole organisation
• Living out the HSEs espoused values
• Renewed sense of purpose, reduced stress
• Mutual trust and respect amongst administrative service providers
70
Outputs Outcomes
Value for Money• Individual, team and group
responsibilities clear• VFM ethos embedded in
PCCC• Practical administrative
support for integration, workability and value
• Very high economic literacy• Widespread awareness of
best-in-class benchmarks
Value for Money• Year-on-year progress
across all sections of HSE in achieving VFM
Improved Outputs & Outcomes – Illustrative only
71
Benefits of Primary Care Teams
• More services available to persons in the community
• Easier navigation of the system
• More resources available to teams
• Increased team working and camaraderie
• Economy of effort and time
• Greater networking between communities and providers
72
We Know
• Patients feel they get a better service from a multi-disciplinary team.
• Staff are happier working in well functioning multi-disciplinary teams
• Happier staff deliver better services
• Countries with advanced health systems are moving to this delivery model
73
Lessons Learnt from Pilot PCTs
• Flexibility and local ownership is vital
• Local health professionals should have significant input to the development of PCTs based on local needs and health professional readiness
• Good team design and development is essential and requires good facilitation in the early stages
• Team composition may change over time depending on the needs of the population highlighting the need for flexibility
74
• Reporting principles for professional development and clinical
governance should be maintained but a ‘new way of working’ is needed for team integration
• Community involvement is a key requirement for success
• Team meetings need to be well structured and managed
Lessons Learnt from Pilot PCTs
75
• National Health Strategy Quality and Fairness (2001)
• Primary Care Strategy (2001)
• Journal of Integrated Care
• Integrated Organisation Cases – Best practice for superior service, and satisfaction
Evidence
76
• Focus on reform with the purpose of better community service.
• Effort and focus on internal reform of structures and complexity.
• Greater synergies between services achieving economies of time and effort.
• Wasted time and effort.
• Shared healthcare outcomes with clear measures, targets and tangible benefits.
• Different, complex and or no clear performance measures.
• Many services delivered in the community health centres or at home.
• Overdependence on hospitals.
• Part of a team and supported by a wider network.• Isolated service providers.
• Dedicated key worker and primary care team guidance that has a comprehensive view of your needs and status.
• Frustrated patients, feeling disoriented in system.
• Clear access and open referral.• Difficult access to services, bottlenecks.
• Flexible ways of working focused on best meeting the defined population needs as a whole.
• Rigid work practices driven by history.
• Integrated structures shared processes and protocols. The team is the foundation.
• Separate and complex organisation structures and processes.
• Aligned - populations, services and service providers.
• Inconsistent segmenting of populations and allocation services and providers.
… To TomorrowFrom Today …
Summary of Reform
77
Things we need to address
• Reporting Relationships and clinical governance
• Professional and career development
• Patch versus silo management
• Skills mix and skills development
• Workforce Planning, training and action learning
• Extended Hours and out of hours services
• National Consistency and Standards
• Service working arrangements e.g. between PCT,s, PSCNs & acute and specialist services and voluntary agencies
• Eligibility
• Communications and Engagement
• Others ??
78
3. How We Will Get There?
79
PCCCND
PCCC Reform Implementation Steering Group
HSE Reform(PH & NHO)
PCCC NPF
Local Partnership
PlanningMonitoringEvaluation
ContractsANDs
Areas X 4
ExpertAdvisory Groups
Reform Implementation Structure
Project Mgt.
Service EnhancementProject Design
Change Mgt.
LocalImplementation
Groups x 32
Service EnhancementImplementation
PCT Implementation
RDO x 32Reform Project Unit
80
CITS, OOHs, Diagnostics, Ongoing Hospital Integration
Steps to PCT Implementation
Service Expansion Projects
Facilities
TeamDevelopment
TeamDesign
ServiceConfig.(To-be)
Pop.Needs
Assess.
ProviderReadiness
ImplementedPrimary
Care Team
Mapping(As-is)
ProviderInterest
HSE, Trade Union & Voluntary Sector – Change Management
Partnership Process
Reform Implementation Roadmap
81
100 PCTs, 100 Days – The Critical Path
Sep Oct Nov Dec 2007
28/08 04/09 11/09 18/09 25/09 02/10 09/10 16/10 23/10 30/10 06/11 13/11 20/11 27/11 04/12 11/12 18/12
ID Pop. Location
Initial PCT Members 1st PCT Meeting
Commence Enrolment
Assess PCT Dev. Needs
Facilities Identified
PCT DevelopmentGoals, Protocols, Ways of Working, Standards, Team
Development, etc.
LIG Est.
RPU Appt.
RDO Appt.
RDOLearning Sessions
Community Involvement
RDO & LIG Intervention – Engagement, Direction, Facilitation, Support
(Interim) RPU Development of PM Standards, best practise, capture and share learning
PCTPCTPCTPCT PCT
LHM Mtg.
LHM Mtg.
LHM Mtg.
LHM Mtg.
Mapping Updated / Initiated
Phase 1 Engagement, booklet, partnership, LHMs. RDOs, GPs etc. Phase 2 – Ongoing 2-Way Communications and Engagement
RDO Training design and Development
Today Different LHO’s are at different stages
300 Healthcare Professional Recruitment
82
• 11/08 GP expression of interest
• 04/09 Local Implementation Group’s established (some)
• 25/09 Recruitment of Reform Development Officers
• Identification of PCT communities and Mapping on-going
• Advertisement of 300 healthcare professional posts
• 05/09 Partnership Forum Meeting
• 25/09 Establish Reform Project Unit (Interim)
• 11/09 Commence Design training for PCCC RDOs, LHMs and PCTs
• 11/09 Develop detailed communications plan (1st Draft)
August & September
PCT Implementation Project Unit Co-ordination & Support
83
October
• 16/10 Reform Development Officer appointments
• 02/10 - 300 Healthcare Professional Recruitment
• 16/10 Commencement of some 1st PCT meetings
• 23/10 RDO Training
• 02/10 Reform Project Unit commencement of engagement activity, GPs and partnership
• 23/10 Completion of PCCC Reform Strategy Booklet
• 23/10 1st detailed status report on 100 PCT implementations (RISG)
• 31/10 LHM & GM working session
PCT Implementation Project Unit Co-ordination & Support
84
November & December
• 20/11 Agree on physical work arrangements
• 06/11 Development of PCTs, shared goals, ways of working, protocols, standards
• 06/11 RDOs fully dedicated to working with PCTs
• 06/11 Ensure that there is community involvement
• Mapping ongoing
• 06/11 Reform Project Unit – Lead appointment
• 06/11 Implement Phase 2 C & E - Embed consistent communications and engagement channels
• 06/11 Develop RDO medium term training plan and learning sets
• 20/11develop PCT training, modules
PCT Implementation Project Unit Co-ordination & Support