1 / 20

Update on the National Health Reforms

Update on the National Health Reforms. Area Managers’ Forum 20 July 2010. National Health and Hospitals Agreement. Only authoritative source of what has been agreed – If it’s not in the agreement it’s rumour! Outlines proposed changes: Local Health Networks Primary Health Care Organisations

kanoa
Download Presentation

Update on the National Health Reforms

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Update on the National Health Reforms Area Managers’ Forum 20 July 2010

  2. National Health and Hospitals Agreement • Only authoritative source of what has been agreed – If it’s not in the agreement it’s rumour! • Outlines proposed changes: • Local Health Networks • Primary Health Care Organisations • Funding arrangements • Performance Accountability Framework • National Governance • Implementation

  3. National Health and Hospitals Agreement Primary Health Care Organisations • To be known as ‘Medicare Locals’ • Will be created from existing Divisions of GP • Will be independent entities providing GP and GP-like services • Boundaries will align with LHN boundaries • Likely to be two PHCOs in the Hunter New England

  4. The Commonwealth’s Role • Determine the ‘efficient price’ • Pay 60% for each public hospital service provided • Pay 60% of other costs – research and teaching, block funding for small hospitals, capital expenditure • Develop national performance indicators and targets • Establish a national governance model

  5. The State’s Role • System manager of hospitals including: • Purchasing services from LHNs • System wide planning and policy • System wide capital planning and management • Ownership of existing assets • Managing LHN performance

  6. Local Health Networks • The State will establish the LHNs • Number/boundaries of LHNs will be decided by the State – initially boundaries will be agreed with the Commonwealth • Where possible the LHNs and PHCOs will have common boundaries • LHNs will have a Governing Council and a CEO • Governing Councils will be appointed by the State Health Minister

  7. Local Health Networks • Membership of Governing Councils will include: • People with health, business and financial management expertise • Clinicians (external to the LHN) • Representatives from local PHCOs • Representatives of Universities, clinical schools and research centre • People with other relevant skills and experience • Makeup of the Councils must ensure local community knowledge and understanding

  8. Local Health Networks • The CEO will be appointed by the Governing Council with approval of the State Health Minister or delegate • LHNs will be responsible for the delivery of agreed services and performance standards within an agreed budget

  9. HNE Health’s Response • Consultations with key clinicians and managers, clinical and staff groups, local politicians and community representatives • To date, around 240 clinicians, managers and staff involved in consultations • Plus, four forums hosted as part of the Director General’s Listening Tour

  10. HNE Health’s Response Through the consultations we wanted to identify: • Significant areas of concern and the major issues/risks of the proposed changes that need to be addressed • Key principles to be considered in making decisions about where services/functions /responsibilities should sit in the new structure • Issues that need to be addressed in transitioning to the new structure

  11. Significant concerns and risks • Loss of specialised clinical and corporate support networks • Loss of ‘critical mass’ and ‘economies of scale’ • Capacity and capability of LHNs/PHCOs to take on Area services, functions and responsibilities • Concerns with centralising control • The time, money and effort to undertake structural change

  12. Principles Maintaining networks • Services and service networks including specialist clinical and corporate services across LHNs, and across LHNs and PHCOs can be managed, supported and coordinated • Inter and intra-connections that have been established between and across Areas that have resulted in improved access to services are preserved • Professional networks for support/development/ guidance/supervision (both professional and collegiate) can be maintained, strengthened and improved

  13. Principles Maintaining critical mass and economies of scale • There is a critical mass of skilled staff available to provide the services • Services are structured to optimise economies of scale particularly around efficiency and effectiveness of service delivery

  14. Principles Ensuring capacity and capability • There is capacity (resources) and capability (expertise) available to support and advise LHNs • There is capacity and capability to drive major initiatives and large scale programs • Models that have the capacity to influence can be maintained • Innovation and clinical redesign can be supported and encouraged

  15. Principles • Issues can be recognised/acted on/responded to appropriately, equitably and in a timely manner • Relationships with key partners can be maintained, strengthened and improved • Strategic focus on operational issues can be maintained, strengthened and improved • Time, resources, money and effort involved in setting up the new arrangements is minimised

  16. Conclusions • There is overwhelming support for HNE Health • Pride in and support for what we have achieved in HNE Health – there are things that must be preserved • Consensus – things are going well and there should be minimal change

  17. Conclusions • If possible, Hunter New England should become the HNE Local Health Network (LHN). If not, there should only be 2 LHNs in the area • Local ‘Health’ Networks will have responsibility for hospitals and a range of community based services similar to Area Health Services • Some services/functions/responsibilities need to be coordinated/administered at a supra-LHN or regional level

  18. Next steps • NSW Health will release a draft discussion paper for public review by early August • By early September final paper recommending new structure to the Minister • September/October – negotiations with C’wealth to finalise LHN structure • From 1 January 2011 – transition to LHNs

  19. Moving Forward • AET meeting next week to develop an action plan to prepare the organisation for the change • Biggest challenges: • Deciding what goes where and how things should be split • Managing the change while maintaining our focus on providing quality safe care

  20. Moving Forward At your table: • Brainstorm the issues/challenges that AET need to consider/address in the action plan and prioritise your top 5 issues • Identify things we need to do to successfully manage the change and at the same time maintain our focus on providing quality safe care including: • Embedding Caring Together outcomes • Rolling out the Excellence Program and other projects like Between The Flags and Essentials of Care • Maintaining a focus on performance

More Related