Whangaroa Health Services Review Preferred Model of Care

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Table 3 - Option 2 - Maintain the current service configuration while continuing to trim costsStrengths:Continuity of current service model in the shorttermWeaknesses:Expenditure has been increasing faster than revenue due tocurrent service configuration, meaning need for cost reductionwill be ongoingPatients can wait significant time for access to primary levelcarePoor coordination of services across multiple providers,meaning duplication of service overhead costs and inefficientdeliveryAccess and health outcomes maintained at their current level,with no opportunity for improvementOpportunities:Threats:DHB funding may be constrained further resulting in significant,abrupt, and unplanned change to WHST funding and henceservicesCost savings are not sufficient to manage within availablefunding while meeting performance expectations, resulting inthe need for significant, abrupt and unplanned service changePatient safety and quality of care is compromised significantlyresulting in reputational effectsClinical professionals lose confidence in organisation withimpacts on workforce continuity and sustainabilityDeteriorating performance against measures such as PHOPerformance ProgrammeCommunity loses confidence in being able to access timelycare resulting in patients going elsewhere for services resultingin reduction of revenue for WHSTSocial and economic impacts on the Whangaroa community11
Table 4 - Option 3 - Redesign services to a better value model of careStrengths:Services are designed to better meet the prioritisedneeds of the Whangaroa communityWeaknesses:Significant change in locally available servicesServices are designed in line with national and NHSPpriorities and contemporary models of careIncreased confidence by WHST, the community andfunders that local models of care are sustainable andcost-effectiveOpportunities:Deliver the range and mix of services NDHB is willingto fund in the Whangaroa community, ensuring asustainable delivery systemDuplication in services and costs can be identified andaddressed to improve efficiencyThreats:Lack of community and/or clinical ‘buy-in’Community and clinical expectations may ratchet up costsSocial and economic impacts on the WhangaroacommunityGaps in service provision can be addressedAlign service model with NHSP and associatedperformance indicatorsImproved access to local services for a greater numberof Whangaroa residents, with improved outcomes12
Page 2 and 3: Contents1. Background .............
Page 4 and 5: Figure 2 -TheTriple Aim frameworkFo
Page 6 and 7: 4. Increase sub-specialisation, and
Page 8 and 9: Historically the Whangaroa area was
Page 10 and 11: Table 1 - Funding allocation patter
Page 14 and 15: 4.2 Preferred pathwayThere was gene
Page 16 and 17: Figure 5 - Stylised overview of fun
Page 18 and 19: The overall goals of shifting to pl
Page 20 and 21: 6.4 Primary Options Programme North
Page 22 and 23: In the immediate future, better int
Page 24 and 25: Scope the possibility for WHST to b
Page 26 and 27: 10.2 Information sharing and techno
Page 28 and 29: Table 5 - Implications of the prefe
Page 30 and 31: Appendix 2Significant activities to

Whangaroa Health Services Review Preferred Model of Care

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