Taking the System to the Patient, Not the Patient to the System

This week was yet another big one at CMDHB, with the launch of our first Locality Clinical Partnership (LCP) in Franklin, our Celebration of Success to acknowledge the end of the MiddleNOmore challenge, and the final countdown to the APAC conference which takes place next week.

One of the key things we have to do is develop a system that is focussed on our patients. Often when I talk about patient-centric care, staff rightly point out that they’re already doing it and have been for some time. And they’re right. Interactions between health professionals and patients at CMDHB are focussed on the patient but unfortunately they take place in a system which is not. This became clear at the recent 20,000 Days’ Learning Sessions where the story of patient named Raymond was shared. Raymond had ingrown toenails but had bounced from service to service waiting for the treatment he required. Despite the best efforts of staff involved, the system let Raymond down. His case illustrates the need to create a patient-centric system where healthcare is delivered in the community. We need to reform the system so that staff are helped rather than hindered in their work. And we need to put our clinical teams and our patients as masters of this system, not as its servants.

On Monday we took a big step towards realising these objectives with the launch of our first LCP in Franklin. LCPs are about working with our colleagues in primary care to deliver more healthcare closer to patients’ homes. Our patients relate to the community in which they live. Just take a look at this video, which was shown at the launch, about Mrs Lowe, a patient who has lived in Franklin for at least 30 years.

Franklin Locality Clinical Partnership from bazzacam on Vimeo.

She talks about being looked after at Pukekohe Hospital rather than Middlemore Hospital. Enabling her to receive treatment in her local hospital, where she could be supported by her family and GP, assisted her recovery and her successful return home. I find it really exciting to see that the Franklin LCP is already enabling patients like Mrs Lowe to get the treatment they need in their own community. I look forward to launching LCPs in our other localities, Eastern, Manukau and Mangere/Otara, over the next few months.

This week we also acknowledged the end of the 20-week MiddleNOmore challenge with a Celebration of Success at Ko Awatea. The results are now in and I’m pleased to report that we have collectively lost 460.59kg since March this year. While this is only half of what we hoped to achieve (our goal was 1000kg), it’s almost 500kg less than we were. I’m told this is the equivalent of 4 ½ baby elephants or 920 blocks of butter! I’m incredibly proud of that achievement and really applaud anyone who has taken part. As for my own weight loss journey, I’ve lost about half of what I need to in order to do my parachute jump but I remain utterly determined to leap out of a plane before the end of this year. There’s more work to do but watch this space. I also urge you all to keep going – we’re absolutely in this for the long haul and there is no quick fix. The importance of being healthy is starting to get into our DNA and our daily living but there is no end point in this process.

Next week promises to be another big one with the APAC conference getting underway on Thursday. This international conference is attracting some of the best healthcare thinkers in the world and we’re anticipating up to 1000 attendees which will make it one of the biggest conferences in Australasia this year. I’m really pleased that about 140 CMDHB staff will be amongst that crowd to mix with the best of the world. For those who can’t make it, I’ll share some highlights in my blog in a week or two.



Author: Geraint Martin

Geraint Martin was appointed Chief Executive Officer of Counties Manukau DHB in December 2006. It is one of the largest District Health Boards in New Zealand and services a population of half a million. He has significant experience over 30 years in national policy & in managing both primary and secondary care . Previously, he was Director of Health and Social Care Strategy at the Welsh Government .He authored a radical 10 year strategy of reform, including the successful “Saving 1000 lives” Campaign.Until 2004, he was CEO at Kettering General Hospital & had held senior positions in London & Birmingham.He has worked closely with clinicians in improving clinical standards,patient safety,chronic disease management & managing acute care to reduce hospital demand.In NZ, He has promoted clinical quality and leadership as central to improving patientcare. This has led to a significant increases in productivity and access, whilst maintaining financial balance. CMH has completed in 2014 a $500 m capital redevelopment programme, the largest in New Zealand. A central part of this is the establishment of Ko Awatea,the Centre for Innovation and Research which will underpin CMH as one of the the leading health systems in Australasia.In 2008, he chaired the Ministerial Review of Emergency Care in New Zealand, and in 2013 was an member of the Expert Advisory Panel on Health Sector Performance. Geraint has an MSc in Health Policy from Birmingham University .His post-graduate work has focused on health economics and Corporate Strategy . He is adjunct Professor of Healthcare Management at AUT and Victoria University, Wellington Elected in 2006 as a Companion of the Institute of Healthcare Management, previously he was an Associate Fellow at Birmingham University.He is is Chair of the Auckland Philharmonia Orchestra, a member of the Institute of Directors, on the Board of the NZ Institute of Health Management & previously the Board of The NZ Health Quality and Safety Commission.

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