1 / 17

Revitalizing Elder Care: The HARP Project's Impact on Bayside Health

The HARP Project, executed by Bayside Health and its partners, is a pioneering integrated care model focused on enhancing the quality of care for older adults. Key components included shared electronic health records, targeted strategies, and community-based resources. A Joint Steering Committee, comprising CEOs from community health services, and other key players fostered collaboration. The initiative aims to shift resources to community providers and emphasizes complementary initiatives to create synergistic outcomes. Although challenges remained, such as cultural divides and client eligibility, the project lays a foundation for improved elder care.

savea
Télécharger la présentation

Revitalizing Elder Care: The HARP Project's Impact on Bayside Health

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. HARP: A Vehicle for Change A view from the middle P.Cornish Bayside Health

  2. Better Care Of Older people: A recap • The successful HARP project for Bayside Health and its Partners was a multifaceted integrated model • Components of the model included; • Identified register, shared electronic health care record, targeted strategies, extra resources P.Cornish Bayside Health

  3. Means to an End • Better Care of Older People ( also a Bayside Strategic Direction) saw the project as no end in of itself • It was a way of promoting alternate care models which emphasised community interventions • Resources to be shifted into the community provider sector P.Cornish Bayside Health

  4. Resultant Model • There is a Joint Steering Committee chaired by the Bayside Health CEO P.Cornish Bayside Health

  5. Membership • CEO’s of two community health services • 2 LGA representatives at a senior level • 2 other Bayside Health Representatives from The Alfred and CGMC • ISEPHIC • Jewish Care • RDNS • GP Division P.Cornish Bayside Health

  6. Leverage Existing Relationships • Would we had to invent the PCP’s? • Strong commitment to the PCP • Primary Care Sector had long history of engagement (Primary Care Alliance) P.Cornish Bayside Health

  7. Other Key Players • Strong Involvement from a range of key staff such as CHS CEO’s • Bayside Health involvement across a number of areas • Bayside Health Representative had cross sector interests both in Primary Care sector and other sectors. P.Cornish Bayside Health

  8. Proposed Model Components • Identified client group of over 70 years multiple admissions or presentations, now 65 • Shared Electronic Health Care Record • Specialist Team • Provider Resourcing Funds( not brokerage) • 5 sub-programs • 24 hour call centre P.Cornish Bayside Health

  9. Build on Complementary Initiatives • There was a strong desire to ensure that multiple initiatives added to the total changes desired rather than doing so independently • So, we envisaged structures which had common membership I.e. NDHP, Other Electronic Work, PCP Co-ordinated Care P.Cornish Bayside Health

  10. Components • 12 case managers • Pharmacy project • Psychologist • HARP central, project support staff • IM component going • Brokerage provision • Seeding grants P.Cornish Bayside Health

  11. Next Parts • Specialist team • Disease sub-programs, especially mental health • Consumer/community involvement P.Cornish Bayside Health

  12. What’s Going Well • Relationships of Senior established players • Got many of the components on the ground • Range of protocols established • Sandringham project P.Cornish Bayside Health

  13. Maybe not so well • Originally treated local government sector as one • HARP, but one program amongst many in agencies • Identified wrong client group? Too sick? • Insufficient attention to cultural divide at different levels of agencies • need to connect better with acute P.Cornish Bayside Health

  14. HACC/HARP/Other Interface • Do you cease to be HACC eligible if you get HARP services • Are we developing a new HACC constituency? • Is there continuity of service? • Does HARP pay for the lot? • Is HARP just a brokerage service? P.Cornish Bayside Health

  15. What would the retrospective Scope Say? • Perhaps reduce initial group of agencies? • Or work on different issues with different groups • Work out multiple level change management process. Do they really want to do Hospital Business! • De-emphasize “virtual” team. Work on KPI’s. • Work out how to divide the money! • Support process. Under expenditure in first year created wrong vision, for DHS and others P.Cornish Bayside Health

  16. Now? • Looking at the model • Increasing use of KPI information • Refining criteria • Working on multiple component specification P.Cornish Bayside Health

  17. Relevant Links • www.baysidehealth.org.au ( Bayside Health) • www.portphillip.vic.gov.au/primary_care_partnerships.html I (ISEPHIC lead PCP) • http://www.baysidehealth.org.au/uploads/general/Bayside%20Health%20Strategic%20Plan.pdf ( B’side Health trategic Plan) P.Cornish Bayside Health

More Related