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TeamCare Towards 2008 Tanya Farrell Christine Bessell Health Round Table HRT0805 March 2008

TeamCare Towards 2008 Tanya Farrell Christine Bessell Health Round Table HRT0805 March 2008. Introduction. Current situation at the Women’s Review of our model of care Implementation process TeamCare vision into reality. Maternity Demand – at the women’s.

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TeamCare Towards 2008 Tanya Farrell Christine Bessell Health Round Table HRT0805 March 2008

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  1. TeamCare Towards 2008 Tanya Farrell Christine Bessell Health Round Table HRT0805 March 2008

  2. Introduction • Current situation at the Women’s • Review of our model of care • Implementation process • TeamCare vision into reality

  3. Maternity Demand – at the women’s • During the period 2003-2006: • Birthing numbers continued to exceed expectation, and • It had become difficult to plan and resource services • and the big questions • How do we maintain a maternity services workforce ??? • and • What should we tell our community???

  4. Maternity Demand – at the women’s

  5. Maternity Demand - at the women’s • DHS forecast for 2006-2007 = 4800 births • Actual numbers in 2006-2007 = 6363 (6521) births • Our new hospital has been designed for 5500 births • So, what should we do ?? • Build a bigger hospital ???? • Or adapt our “TeamCare” model of maternity care ????

  6. Background - TeamCare Towards 2008 In addition to the maternity demand issues, there were other drivers for this project: • Our current TeamCare model of care had not been evaluated since implementation in 2002 • Since 2002 staff and women had identified problems with our model • The relocation in 2008 was regarded as a “once in a lifetime” opportunity to address issues in our model

  7. Key message • TeamCare Towards 2008 does not aim to replace TeamCare… • …. it aims to build on the current model, make it stronger, and adaptable to our new hospital environment !!

  8. It must address the problems of the current TeamCare model It must build on the strengths of the current TeamCare model It must meet women’s expectations of care It must support the achievement of the TeamCare aims It must be acceptable to the majority of stakeholders A TeamCare model suitable for 2008 and beyond It must fit our new hospital environment It must optimize quality and safety It must be inline with Gov. policy It must be designed for phase-in over time (not overnight!) It must incorporate some advantages from the ‘unit model’ It must suit our staffing profile and resources Factors informing the new model

  9. Key messages • Recognise all competing factors that influence the model of care • Women are the focus of our decision making however our staff, their opinions and their preferences are extremely important • Policy direction, women’s preferences, history of the Women’s, the evidence, workforce, workload and many other constraints (such as space) must be taken into account in the planning and implementation • The development of a model for 2008 was not a straightforward exercise, and required considerable planning and input from consumers and staff

  10. Vision for TeamCare 2008 • Create 4 TeamCare teams, each caring for ~1,500 women (including high and low risk) • Every woman will belong to a TeamCare team (home-team). The “home-team” will provide care across the continuum • The 4 teams will be responsible for a geographical patch • All women are allocated to a home-team based on where they live (not risk factor)

  11. The women’s patch …...

  12. Vision for TeamCare 2008 • Teams create stronger links with their community and provide more care outside of the hospital • There will be a common approach to work, according to common processes, CPG’s and guidelines • In addition to the four teams there are some ‘Consulting Services’ that provide specific and specialised care for clearly identified women. E.g. FMU, Diabetes, WADS • Women will still “belong” to their home-team and their team will continue to be involved in their care

  13. Implementation process • Implementation of TeamCare began in May 2007 • Structure for implementation was developed by the leadership team and staff and widely circulated • TeamCare Steering Committee-Decision making group • Five Working Groups developed to ‘thrash out’ the finer details and report options to the Steering Committee for their decision-making: • Community and Geography • Complex Care • Staff and Skills • Clinic Logistics and Infrastructure • Clinical Care Pathways

  14. TeamCare- vision into reality • Eight Team Leaders (4 x obstetric, 4 x midwifery) recruited • Geographical boundaries determined • Existing staff and resources re-organised • The new teams launched in early 2008, with in hospital care provided in teams • New clinic template went “live” 4th February 2008 • New triage processes developed • JMO / Graduate midwives / allied health staff are now attached to the new teams

  15. Additional Challenges Implementing a new model is hard enough..… but external factors continue to add new challenges: • Maternity demand • Social, cultural and obstetric/medical complexity • Recruitment and retention • Redevelopment

  16. Thank you

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