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Transforming Primary Care in Cumbria
82 Practices List sizes: 750 – 24,000
General Practice in Cumbria
“Every system is perfectly designed to deliver the results it gets”
Improving the Safety of Patients In England National Advisory Group on the Safety of Patients in England
Product innovation or
Process Innovation
Structural Change or
Transformation
Transforming general practice
Infrastructure • Information Technology
• Buildings
Workforce Development • Recruitment
• Skill mix
• Training and Development
Organisational Development • Leadership capacity
• Process improvement and innovation
• Supporting the development of new business models
Cumbria’s “Common Platform”
Workforce Workforce planning;
Training and education; Individuals and
Multidisciplinary Teams.
Organisation Leadership development;
Process improvement; Internal and external
consultancy; Developing networks/
large practices.
Infrastructure Appropriate buildings; Integrated electronic
record;
The foundation to support the development of primary care + other services across Cumbria. Available to all and not just organisations or
teams embarking on major innovations or organisational mergers.
EHR
GP and Community Teams
Path Lab
Radiology Minor Injury Unit
Hospital
Central Support Team
Specialist Clinics
Integrated Information: glue that holds it all together Pharmacy
Data Streaming between local centres and central repository
EMIS Data Repository
A major and sustained investment to deliver a transformation in health and social care across Cumbria by supporting
continuous learning, quality improvement and innovation at all levels of the system.
It has been inspired by similar longstanding initiatives such
as in Sweden (the Qulturum model in Jonkoping) and in North America (the Virginia Mason Production System in
Seattle).
Cumbria Learning and Improvement Collaborative
Lessons from Jonkoping • Getting the Culture Right: People are seen as the key to quality
improvement and development rather than structural changes and project plans;
• Inclusivity: Almost every person working in health and social care in Jonkoping has been involved in or participated in these programmes over the past 10 years. Everyone is seen as having two jobs “to do what they do’ & ‘to improve what they do”;
• A mix of approaches: Qulturum brings together a critical mass of skills around quality improvement, service redesign, process improvement and cost reduction using a wide number of approaches such as balanced scorecards, Lean and TQM, IHI initiatives such the Pursuing Perfection and Triple Aim programmes;
• Clarity and focus: The leadership in Jonkoping identified five strategic improvement areas and these have underpinned the work of Qulturum.
• Provide a strategic and collaborative model for patient/client focused quality improvement, leadership development, innovation and change management for all participating health and social care partners;
• Deliver programmes to equip individuals and teams with the understanding and skills to deliver improvement at the scale and pace we need across health and social care in Cumbria;
• Support the workforce to lead change, innovate and work in different ways;
• Inspire and empower individuals to fix problems and create solutions within their own teams and local “micro” systems;
• Support individuals and teams to realise efficiencies through smarter and more productive ways of working thus reducing waste, reducing errors and creating a working environment that allows people to flourish;
• Facilitate service user and public engagement and involvement as an integral part of quality improvement and innovation.
What will CLIC deliver?
Progress with CLIC • Sign up by CCG (on behalf of member practices), Cumbria
Partnership FT (Community and MH services) and Local Authority;
• Annual investment of £1m committed for three years + pooling of existing resources for learning and development;
• Interim Clinical Director appointed – Prof Stephen Singleton;
• Recruiting small central management team.
Local Incentive Scheme for General practice: Three year scheme investing £4 per patient per year for participating practices.
• Clinical Care: Care Planning for Long Term Conditions, RCGP Cancer Audit, and End of Life Care;
• Working Smarter and more productively (Productive GP or equivalent);
• Measurement for improvement.
Cumbria’s “Common Platform”
Workforce Workforce planning;
Training and education; Individuals and
Multidisciplinary Teams.
Organisation Leadership development;
Process improvement; Internal and external
consultancy; Developing networks/
large practices.
Infrastructure Appropriate buildings; Integrated electronic
record;
Cumbria Learning and Improvement Collaborative Providing the capacity for delivering change across Cumbria, Joint ownership – CCG, Provider Trust(s) and Local Authority.
Individuals and Families
Community Assets
Built around GP populations 15,000 – 50,000
NHS Community Providers
Pharmacy Dentist
Optometry
Specialist Teams
Specialist Teams
Social Care Providers
Non-traditional Providers
GP Practice
GP Practice
CCG “INSURER”
Carlisle
Eden
Furness South Lakeland
Allerdale
Copeland
A central Commissioner with a network of Primary Care Provider Groups
Primary Care Communities
The end of independent, heroic health care delivery
Teams with a culture of continuous learning and improvement, delivering patient centred, joined up care
