1 / 29

INTEGRATED RESOURCE FRAMEWORK PERFORMANCE ANALYSIS - INTEGRATED PLANNING APPROACH

INTEGRATED RESOURCE FRAMEWORK PERFORMANCE ANALYSIS - INTEGRATED PLANNING APPROACH. Integrated Resource Framework Overview. Developed by Scottish Government, NHS Scotland and COSLA with clinical input Shared strategic objective to shift the balance of care

glenna
Download Presentation

INTEGRATED RESOURCE FRAMEWORK PERFORMANCE ANALYSIS - INTEGRATED PLANNING APPROACH

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. INTEGRATED RESOURCE FRAMEWORK PERFORMANCE ANALYSIS - INTEGRATED PLANNING APPROACH

  2. Integrated Resource Framework Overview • Developed by Scottish Government, NHS Scotland and COSLA with clinical input • Shared strategic objective to shift the balance of care • Emphasis on integrated working both within the NHS and across health and adult social care • Enabling partners to make investment choices informed by a comprehensive understanding of current resource and activity patterns • Providing information required to plan strategically and review services more effectively • Realign resources accordingly to support shifts in clinical/care activity within and across health and social care systems

  3. Integrated Resource Framework - Objectives • Agree/confirm relevant clinical and care pathways to align resource maps to those pathways • Identify links between changes to care pathways and outcomes • Agree and define specific financial mechanisms to be used • Amend governance arrangements, if required, to support the test site work • Amend capacity plan to reflect these new arrangements

  4. Four Pillars of Reform • a decisive shift towards prevention; • greater integration of public services at a local level driven by better partnership, collaboration and effective local delivery; (partnership) • greater investment in the people who deliver services through enhanced workforce development and effective leadership; and • a sharp focus on improving performance, through greater transparency, innovation and use of digital technology.

  5. Development of Consumption Fund Determine resource allocation based on:- - Demography/needs of local populations - Quality Targets - Activity Based Budgeting Approach - Identification of potential surplus/deficit - Identification of efficiencies to incentivise Collection of Data Health Community Health Social Work GP Inform Models of Care - Collaborative Working, all health and social work professionals, private and third sectors - Streamlined care pathways - Co-production - Preventative - Self Directed Support - Care Pathways Analysis of Data - Variation - Care Pathways - Care Groups - Speciality - Diagnosis - Cost Inform Strategies - Commissioning Strategies - Change Fund - Transformation/Service Improvements - Care Strategies - Self Directed Support Integrated Resource Process

  6. Informing DirectionJoint Data Mapping • Provides an overview of activity - whether patterns of consumption correlate with shared objectives • Enables partner to determine areas of variation and waste – investment/disinvestment opportunities • Enable shared decisions - agreed priorities • Optimises the utilisation of resources • Achievement of Triple Aim

  7. Data Mapping and Analysis Approach • Data collection • Data Mapping • Data Analysis • Adjusting for Age, Sex, Need • Analysis Assumptions • Information Sharing • Information Sharing Protocols • Access to Data – GPs • Sustaining data collection • Retrospective (validated) -v- real time • Cascading information analysis – operational teams

  8. Health & Social Care Consumption

  9. High Expenditure Areas - Variation

  10. High Cost Services - Variation at Service LevelPerth & Kinross

  11. Variation in NHS & LA Services at a Settlement Level

  12. The Forty Two Billion Pound Hole

  13. Common resource Allocation approach Historic Identification of Pressures Identification of savings to meet pressures Across the board cuts IRF approach to resource allocation Understanding variation Elimination of waste Invest in areas which will deliver the best outcomes and scale back on least value areas Resource Allocation - Approaches

  14. Traditional Budgeting in Scotland Acute Social Care Community Prescribing AcutePsych GPs

  15. Programme Budgeting in Scotland Social Care GPs

  16. Consumption Fund Concept • Patterns of Consumption • Marry with shared priorities and objectives? • Identify waste and variation – opportunities for investment and/or disinvestment • Desired Pattern of Consumption • Move resources along the care pathway

  17. Programme Budgeting Marginal Analysis – What is it PBMA addresses priorities from the perspective of resources: • What resources are available in total? • In what ways are these resources currently spent? • What are the main candidates for more resources and what would be their effectiveness and cost? • Are there areas which could be provided to the same level of effectiveness but with less resources? • Are there areas which may be effective should have less resources allocated?

  18. PBMA Approach - Example Move Resources from Non Elective to Preventative Care Models Benefits/costs (£) Benefits/costs (£) MB Prevention Starting point for Prevention MB Non Elective Starting point for Non Elective MC Prevention Non Elective

  19. Delayed Discharges

  20. Tayside – Bed Days Lost

  21. Worked Example – Real Time Monitoring NWHP CHD Unplanned Admissions Potential Resource Release Opportunity • Stanley Medical Centre £7,200 • Craigvinean Surgery £12,000 • Aberfeldy & Kinloch Rannoch £144,000

  22. Benefit of Real Time Information • Unplanned Admissions related to CHD • Preventative measures • Medication • Crisis Response Service • Virtual ward • Improvement in profile of consumption • Performance monitoring – impact of changes can be seen on a routine basis

  23. Real Time - Measuring progress towards objectives • Dashboards Developed – Change Fund • MiDiS • Topas • Edison • Swift (P&K SW System) • Access via Sharepoint • Sustainability • Data Warehousing • Data Mapping • Extending information on dashboards

  24. Informing Commissioning Strategies • Joint objectives and priorities • Agreed investment and disinvestment • Improved outcomes – triple aim • Aids development of:- • Joint Commissioning Strategies • Personalisation – Self Directed Support • Transformation/Service Improvements • Change Fund

  25. Informing Commissioning Strategies Perth and Kinross Locality Planning Focus: All P&K communities ‘Place’ approach ‘People’ approach Focus: Communities experiencing specific challenges as a result of community wide failure demand, i.e. deprivation, social issues. Integrated Locality Development Group Focus: Individuals and families with multiple and complex needs experiencing failure demand at a personal level Focus: Co-ordination of local intelligence and planning to support development of localities

  26. Informing Models of Care • Collaborative Working • Streamlined Care Pathways • Building Community Capacity • Co-Production • Personalisation – Self Directed Care

  27. Next Steps • Using PBMA approach • Sustaining data mapping and analysis • Marry with Joint Improvement Measures • Getting real time information to inform decision making? • Building on analytical skills

More Related