Showing posts with label Macarthur Division of General Practice. Show all posts
Showing posts with label Macarthur Division of General Practice. Show all posts

Monday, November 7, 2011

SSWAHS = SWSLHD + SLHD and the Medicare Locals - 67

TO anticipate what is expected to be delivered by the Sydney South West Medicare Local the only information we health consumers have are these comments by Mr Rene Pennock on the website of the SSW GP Link, the umbrella organisation which includes the Southern Highlands Division of General Practice.

 

Concerned health practitioners and other health service providers may take comfort from the final dot point in the Division's commentary:  


"They will be accountable to local communities to make sure the services are effective and of high quality."

 

 It will become our responsibility to ensure that this accountability is enshrined in this Medicare Local. To do that the health consumers and health care providers need to be proportionately represented on the Board of this Medicare Local. 

Already, the GPs on the Boards of the current two Divisions of General Practice (Macarthur and Southern Highlands) are moving to exclude non-GPs on the SSW Medicare Local by suggesting that only GPs have the organisational expertise to manage effectively a Medicare Local. 

Well, that's news to me and to other people who have effectively managed health service organisations of even greater magnitude.

  

What are Medicare Locals?


Medicare Locals will be primary health care organisations established to coordinate primary health care delivery and tackle local health care needs and service gaps.

They will drive improvements in primary health care and ensure that services are better tailored to meet the needs of local communities.

Medicare Locals will have a number of key roles in improving primary health care services for local communities.
  • They will make it easier for patients to access the services they need, by linking local GPs, nursing and other health professionals, hospitals and aged care, Aboriginal and Torres Strait Islander health organisations, and maintaining up to date local service directories.
  • They will work closely with Local Hospital Networks to make sure that primary health care services and hospitals work well together for their patients.
  • They will plan and support local after hours face-to-face GP services.
  • They will identify where local communities are missing out on services they might need and coordinate services to address those gaps.
  • They will support local primary care providers, such as GPs, practice nurses and allied health providers, to adopt and meet quality standards.
  • They will be accountable to local communities to make sure the services are effective and of high quality.

Saturday, November 5, 2011

SSWAHS = SWSLHD + SLHD and the Medicare Locals - 64

Medicare Locals - Criteria for applicants

Given the apparent failure (again) of the Macarthur - Southern Highlands consortium to gain selection in the second tranche of the successful Medicare Locals announced this week, it is perhaps timely to reproduce here the DoHA selection criteria which the consortium needs to consider for the third tranche to be notified. I suggest to the Boards of the SWSGP Link and the SHDGP that they should consider in particular Criterion 2; and Criterion 4 - 6. 

At present, there are clearly significant gaps in the consultation process with key stakeholders and groups that the consortium has been required to have in the development phase of their application. Perhaps they should take a serious look at the way in which the Bankstown GP Division progressed their community consultation process

The relevant consortium Boards need to beat their collective breasts and admit their failure and then, start again!

2.4 Selection Criteria

There are six (6) selection criteria against which applications for Medicare Local funding will be assessed. These criteria are outlined below:

Criterion 1:

Demonstrated expertise and capacity to address the five Strategic Objectives for Medicare Locals specified above, for the selected catchment area including outlining:

i. Activities currently undertaken and previous achievements which relate to each of the five strategic objectives;
ii. How these activities can be extended and expanded to meet the needs of a modern primary health care system;
iii. Demonstrated knowledge of the population base, health service architecture and infrastructure, utilisation and other demographic characteristics and health priorities in the proposed catchment area (this should indicate the evidence from which this knowledge is drawn);
iv. A strategy for development of a population and health service plan to address need;
v. Infrastructure already in place;
vi. Capacity to collect and manage data as appropriate;
vii. Strategies for ensuring appropriate accountability and transparency to the community; and
viii. Indicative personnel and other resources to be allocated to deliver these activities.

AND

Criterion 2:

Proposed governance and operational arrangements, including:

i. Details of the proposed legal/corporate and organisational structures;
ii. Experience and skills expertise of the proposed Executive;
iii. A structure that recognises the diversity of clinicians, services and health care recipients within the modern primary health care sector;
iv. Structures that encourage and maintain local engagement and responsiveness;
v. A transition plan, including estimates of costs associated with transition activities;
vi. Strategy for ensuring appropriate clinical governance;
vii. Strategy, skills and expertise to manage flexible funding to target services to the local community’s specific needs;
viii. Strategy for establishing effective linkages with other sectors and organisations, including Local Hospital Networks; and
ix. Strategy for ensuring community engagement and accountability.
The assessment panel will have regard for the desired governance attributes, including broad community and health professional representation, as well as business management expertise; and strong clinical leadership.

AND

Criterion 3:

The financial viability of the Medicare Local including:

i. Demonstrated record in efficient and effective use of funds of each organisation covered by the proposal;
ii. The experience and expertise of the organisation’s proposed executive team to manage substantial public funds appropriately; and
iii. Current contractual arrangements.

AND

Criterion 4:

Demonstrated evidence of ability to engage with and form productive relationships with key stakeholders, providing supporting evidence of any current partnerships and operational arrangements, and strategies to improve engagement with:

i. Community Organisations;
ii. Aboriginal and Torres Strait Islander Health Organisations;
iii. Workforce Organisations;
iv. General practice;
v. The broader primary health care sector; and
vi. Research Organisations.

AND

Criterion 5:

Strategies and ability to respond to local needs and emerging priorities, including Commonwealth priorities in Aboriginal and Torres Strait Islander health, eHealth and telehealth, mental primary health care, aged care, population health and after hours primary health care.

AND

Criterion 6:

Evidence of ability to build upon a sustained track record of high performance as a Division/s of General Practice or primary health care related organisation, including:

i. Driving improved outcomes and system change in general practice and primary health care through effective practice support;
ii. Improving eHealth and information management infrastructure, including the use of data to improve preventive health and chronic disease management in clinical practice, to measure the effectiveness of health program delivery, and to inform population–based services planning and evaluation;
iii. Effective governance and corporate management;
iv. Demonstrating effective collaborative relationships with other agencies and health service providers to achieved improved referral pathways, health service provision and/ or outcomes, including a demonstrated culture of inclusion across the spectrum of primary health care service provision and local community engagement;
v. Demonstrating compliance with contractual obligations;
vi. Delivering sustained achievement and improvement against national performance indicators for Divisions of General Practice (where relevant) and associated programs; and
vii. Actively sharing expertise and resources with others to promote quality improvement and knowledge transfer across the primary health care sector.

The selection panel will develop a relative merit list from the applications assessed, based on the selection criteria above, and provide recommendations of preferred applicants to the Minister for Health and Ageing.

The selection panel will also have regard to the desirability of achieving a reasonable spread of Medicare Locals across the country and geographic classifications for the first tranche of Medicare Locals.

All applicants should note that, where the assessment process does not identify a preferred applicant within a Medicare Local region, the Department reserves the right to broker an arrangement between funding applicants and/or other interested parties.

Monday, June 20, 2011

SSWAHS = SWSLHD + SLHD and the Medicare Locals - 50

Divisions may lose Medicare Local slot

20th Jun 2011 - Medical Observer
Byron Kaye   all articles by this author

THE AGPN has warned GP divisions that failing to present a tender in the next round of bids for Medicare Locals could see contracts go to an outside entity.

While the Federal Government kept the first round of ML applications exclusive to divisions, it has said it will consider non-division entities in the next two rounds.

With some divisions yet to form unified consortium bids, and others refusing because they oppose MLs, AGPN chair Dr Emil Djakic warned that those taking a “no-compromise position” did so “at their own peril”.
“If another organisation that can create an argument for eligibility for the criteria in that patch chooses to, with or without the participants of those [divisions], then the [Health] Department has clearly said it will fund them,” he told MO.

With the first 19 of the confirmed 62 MLs chosen, the countdown is on for the next round of tendering, which closes at year’s end.

The move to an open contest has fuelled speculation that entities such as private health insurer Medibank Private, which recently won the tender for the after-hours GP telephone service, would bid. However, Medibank told MO in a statement that it had no plans to tender for an ML “at this point in time”.
AMA president Dr Steve Hambleton said division or not, any outfit that applied must be focused on general practice.
“It’s hard to say who may apply,” he said.
“[However] any entity that was looking in this area should have a majority of GPs to provide the clinical input that is required.”

Dr Djakic’s warning may have been heeded by two neighbouring divisions, previously contesting to be the South West Sydney ML. Bankstown GP Division chair Dr Susan Harnett, whose division is one of three involved in the disputed ML, told MO last week that while a “difference in ideologies” remained, a unified bid was being negotiated.

The long-term future of the AGPN, meanwhile, remains unclear.
Dr Djakic last week conceded that greater consultation and dialogue with divisions and the state-based organisations (SBOs) was needed over the issue of whether the AGPN should eventually become a go-between for Government and MLs as it is for divisions.

A pivotal vote on the issue at a national meeting of all 111 divisions last week was postponed until November due to flight disruptions from the Chilean ash cloud.

The motion, which required 75% of division support to pass, faces serious opposition. The largest SBO, GP NSW, wrote to all 33 NSW divisions recommending they oppose the change until the AGPN provided further evidence of its worth.

General Practice SA, with 14 divisions, did not take a formal position but told MO there was “not unilateral support”.

General Practice Victoria was the only SBO to publicly back the change.

Meanwhile, the Federal Government has finally named the first four winning Victorian ML bids, which had been kept under wraps while the geographic boundaries for the state’s MLs were redrawn.
They are in Inner East Melbourne, Barwon (near Geelong), Inner North West Melbourne and Northern Melbourne.

The Government also confirmed the number of Victorian MLs will be 17, making a total of 62 nationwide.
Health Minister Nicola Roxon said the new Victorian boundaries were chosen because of “a number of factors, including the views of state governments, how MLs would align with Local Hospital Networks, local population numbers, existing local health services and patient referral patterns”.

Tags: Medicare Locals; AGPN; Medibank; AMA

Friday, April 29, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 40

Mr Stephen Jones MP
PO Box 6022
House of Representatives
Parliament House
Canberra ACT 2600
 

Tel: (02) 6277 4661
Fax: (02) 6277 8548  


27 April 2011

Dear Mr Stephen Jones MP,

Medicare Local Submissions - April 5, 2011

I am aware that there were two applications by organisations bidding for the funding allocated for the SWS Medicare Local which was to include the Southern Highlands of NSW. It is my understanding that the Bankstown GP Division (SWS Health Coalition) has done so, and the Macarthur-Southern Highlands Divisions of General Practice have also submitted their application.

I am also aware that the intent of DoHA was that there should be extensive consultation with the local communities, local health practitioners in both the public and private health services, and the non-government organisations who provide health and welfare services to the residents of the Southern Highlands.

It is my understanding that the Macarthur-Southern Highlands Division’s application proposed that the current Southern Highlands Division would be a discrete part of the enhanced Macarthur Division of General Practice, who would have responsibility for the area between Fairfield- Bankstown and Bowral. I say it is my understanding simply because there has been no public discussion with the local Southern Highlands- Wollondilly communities, with the private health practitioners or with the NGOs by the Southern Highland Divisions of General Practice or, apparently, by the Macarthur Division of General Practice.

There have been no public meetings, nothing in the local press about the transition to Medicare Locals, and the only discussion by the CEO of the Southern Highlands Division of General Practice with a few members of the local private psychologist practitioners was to talk to them about introducing the ARGUS electronic communication system to their practices. The only discussion the CEO of the Southern Highlands Division of General Practice has been to inform some of the heads of Departments of the Bowral Hospital and Community Health Services that the funding of the current Division will end in July 2012 and that the liaison with the Macarthur Division was their Board’s proposed option. This does not amount to any form of robust discussion and involvement by the local community in how the Medicare Local would help the people of the Southern Highlands.

The contrast between the Macarthur-Southern Highlands Division’s lack of involvement with the local community and its health care providers, and the community-involvement actions seen in the Bankstown GP Division’s-SWS Health Coalition’s process for developing its application is extreme.
Yet when confronted with that significant difference the CEO of the Southern Highlands Division states that the assertion is “wrong” and “offensive” to say that there has been no community consultation. However, even a cursory examination of the Southern Highlands Division’s Newsletter (The Highlands Doctor) to its members shows that it has not been updated since July 2010. It would, therefore, seem that even its member GPs have not been kept informed as to what their Board has been negotiating with the Macarthur Division of General Practice.

The purpose of this letter, therefore, is to let you, and DoHA, know that the application by the Macarthur-Southern Highlands Divisions of General Practice is questionable in that:
1.       There does not appear to have been any significant community consultations with the people and health care providers in the Southern Highlands.
2.       There has been a veil of secrecy from the Southern Highlands Division of General Practice and the Macarthur Division in regard to what their planned intentions are in respect of how they would operate as a Federally-funded Medicare Local.
3.       There have been no public presentations to the community in the Southern Highlands and, possibly, in the Macarthur – Wollondilly jurisdictions to encourage community involvement and collaboration in the development of the Medicare Local proposed for the South West Sydney area.
4.       There has been no explanation to the local community as to how the Medicare Local would purchase the health services that would improve their health needs, in contrast to the existing available Medicare-funded health services in both the public and private sectors.
5.       There has been no indication that the general practitioners are aware of what their relevant Boards have proposed for the changed delivery of health services and how those changes will affect the viability of the whole health practitioner’s network.
6.       The AMA organisations in states and nationally appear to be gaining feedback from their members that the majority of GPs are unable to describe what the proposed Medicare Locals will do for their community members, or are opposed to the concept altogether. Since the outcome for Medicare Locals is dependent upon the GPs as well as other health professionals in the private sector one has to wonder if funded Medicare Locals will in fact obtain local support.
7.       It is questionable that, if the current Divisions of General Practice have difficulty in establishing transparent governance of their actions, how those same Boards will manage to introduce the transparent governance to the new Medicare Locals.
Yours sincerely,

A local resident.

Friday, April 22, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 39

NZ colleagues offer warning over Medicare Locals impact

21st Apr 2011
Byron Kaye all articles by this author

NEW Zealand’s most influential GP has delivered a stark warning to the Australian Government as it prepares to unleash the first Medicare Locals: Don’t make the same mistake the NZ Government did.

Dr Peter Foley, chair of the New Zealand Medical Association, said Australia must learn from the hugely unpopular introduction of Crown Health Enterprises – similar to Australia’s Medicare Locals (MLs) – which he said had failed to ensure adequate GP leadership.

“If the [Australian] Government truly regards general practice as central to the delivery of primary healthcare… then this position must not be undermined by any top-down direction of how that might be delivered,” Dr Foley told MO.

Dr Foley’s warning came after the AMA recently wrote to all Australian federal parliamentarians arguing the ML model “does not give adequate recognition to the fundamental role of GPs”, and warned it may repeat the failure of the New Zealand reforms.

“The GP team – doctors and nurses – must be consulted and involved in every step in the design of any new system. Respectful engagement and collaborative development with real clinicians is crucial to achieving the necessary buy-in and subsequent success of any health reforms,” Dr Foley said.

AGPN CEO David Butt agreed the New Zealand reforms had “disempowered” GPs but believed Australia had already “learned from New Zealand”.

“They made mistakes and didn’t realise the central role of GPs, [but] our models are different. All the things that the divisions are doing now with GPs will be continued,” he said.

Comments:

Stratmatonman
22nd Apr 2011
1:08am


Good on Peter Foley for coming out and saying this this - listen up Labor your non-consulting and arrogance has been found out even across the Tasman; I DO NOT believe the mistakes of NZ have been learned and AGPN will come to regret its naivete.

Monday, April 18, 2011

SWS Health Coalition in action - this how it can (should) be done!

Meet Your Neighbour - Bankstown GP Division

The Mental Health Coordinating Council’s initiative to encourage organisations to meet, learn more about each other and find ways to work better together. Come and learn more about Bankstown GP Division and how NGOs and GP Divisions can work together.

When:
Monday, 18 April 2011
Duration:
2.00pm to 4.30pm
Where:
Bankstown GP Division, Bankstown Civic Tower, Level 7, 66-72 Rickard Rd, Bankstown
Contact:
For more information Rod West 02 9555 8388 ext 110 rod@mhcc.org.au
RSVP for catering purposes: Carrie Stone 02 9555 8388 ext 0 meetyourneighbour@mhcc.org.au

More about the Meet Your Neighbour - Bankstown GP Division

Sunday, April 17, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 32

If Socrates was to suggest how minimal and better directed funding could be best used to improve the health and welfare of the community members, perhaps this story by Melissa Sweet about Miller, a suburb of South West Sydney, and its people is the best example.

For a relatively small amount of funding local communities could be empowered to improve their own health and welfare services without the interference of those who may not have such a proven record of doing this, or who may not have the same vested involvement in a community healing itself.

Understanding Miller

“Locational disadvantage” has an enormous impact on the lives of residents in many Australian suburbs. But an experiment in Sydney’s 2168 postcode area is yielding results, writes Melissa Sweet

28 March 2011

Connecting with The Hub as a volunteer was a turning point for Stephen Williams (above, talking to Synthia Clark from neighbouring Green Valley), who became one of the dozens of local residents contributing to the Miller Street Art Gallery.
Photo: Mitchell Ward

THE sun is intense as I drive back to Miller, a suburb of some repute in Sydney’s sprawling southwest. I’ve been visiting for a year or more, but my picture of the area is still full of contradictions and unanswered questions. This time, I hope, I’ll finally see the place in a clear light.

On this Friday morning, the carpark outside the rundown shopping centre is packed. People are hanging around the entrance to the Green Valley Hotel. Nearby, the pawnbroker’s doors are open, and a sign on the window lists the “ten top wanted goods.” (At the top of the list are PlayStations, Xboxes and mobile phones.) I make my way past the two-dollar shops and across the road to Miller Square, where a few people are sitting on a brick wall by the library, drinking. They seem out of place, sitting in front of the metres and metres of murals and mosaics that brighten the walls and distract from the faded brick flats nearby. Beyond is the patchwork of public housing that dominates the area.

The artwork seems to be saying – in a voice that’s not entirely convincing, perhaps because it knows you can never entirely escape your past – that this is a friendly place where anyone is welcome. The bright paintwork on the exterior of the community health centre spells it out more explicitly: “Welcome to The Hub.” And as I push open the door another sign gives a different message, warning that offensive or aggressive behaviour will not be tolerated.

Perhaps it’s not surprising that visits to Miller usually leave me confused; it is a place of such mixed messages, of hope and pride as well as despair, frustration and anger. But the story of this suburb is worth trying to understand because it says much about the connections between where people live and their prospects, their wellbeing and their health. It also says something about how government policies and programs can both help both to create and to ameliorate the problems of people living in suburbs like Miller.

In the jargon, this area of “locational disadvantage” matches all the usual indicators: low education levels, unemployment, poverty, family dysfunction, and mental health and drug and alcohol problems. But this is also a place where an unusual project has brought together local residents with government and community agencies to work for change.

The Community 2168 project – a reference to the local postcode – began in 1999 with three agencies, the Liverpool City Council, the state Department of Housing and the local health service, pitching in $30,000 each. Described as a “major community renewal and capacity building partnership,” it began in response to a crisis in public safety alongside the closure of the bank, the police station and other local services, which left residents feeling abandoned.

Community 2168 has set up forums for residents and local service providers – including local NGOs, police, the council, and housing, health and community services – to come together to identify problems and devise ways of dealing with them. In the early years, the focus was on tackling crime, through policing and prevention measures, and increasing the range of services in the area. A smart new Police and Community Youth Club was set up, for example, and parks and other public areas were upgraded.

As the community’s priorities shifted, the project focused more on developing the skills and capacity of locals through initiatives such as art and cultural activities, volunteer programs, an annual employment and education expo, grants for local groups, and the creation of community gardens. Community 2168 has often acted as an incubator, helping to establish a new program or service and then passing it on to other agencies.

Anita Hanna, a social worker who ran the project for four years and continues to be involved through her new position as coordinator of community development for Liverpool City Council, is full of enthusiasm for its achievements to date and potential for the future. “I really like working in the 2168 area,” she says. “The people are wonderful, enthusiastic, always putting in hard work to get things happening.”

Ms Hanna says the project is moving towards a social enterprise focus, and its next major venture will be establishing a “people’s shed” later this year, which will provide a hub for diverse activities, including a men’s shed, artisan and trades projects, and a food market. In the longer term, she would like to see the project’s approach rolled out more widely. “What I like about 2168 and what I think it’s done more than anything is develop a model that works in locationally disadvantaged areas,” she says.

Given the unending cycle of policy shifts and restructuring that bedevil public and private sector agencies, it seems a minor miracle that the project has lasted so long, and with so many of the original players still involved or at least in contact. Many other programs in the area have come and gone during that time.

It is also unusual, at a time when disadvantaged communities are often subject to top-down, punitive “welfare reforms,” as are apparently mooted for the forthcoming federal budget, to see a genuine attempt to engage communities themselves in creating the changes they want. This philosophy wasn’t evident back in the 1970s, when top-down state government policies brought high concentrations of public housing to an area lacking in services and infrastructure. Many local residents and agencies blame those policies for the area’s current problems.

The 2168 project also stands out as a rare effort to tackle the social and economic factors that shape the health of individuals and communities. The “social determinants of health” receive plenty of rhetorical attention, but there is far less investment in action to tackle them. We prefer to spend billions on acute healthcare services, which are often ill-equipped to pick up the pieces of social disadvantage, when intervening in the root causes of so much poor health is clearly a more effective approach.

Perhaps one of the reasons that funding priorities are so often askew is the difficulty of telling the stories of places like Miller. These are often complex, lack simple take-home messages, and are ill-suited to the short attention spans of political debate and much of the mainstream media. In fact, many of the locals remain as resentful of the media as when a young filmmaker called Peter Weir came to the area in 1973 to make a spoof documentary about how media coverage stereotyped the locals as losers.

Apart from its lessons for the national social policy agenda, some think that the 2168 experience offers lessons for the federal government’s controversial health reform process. It is notable that the social factors underlying ill health do not rate even a mention in the government’s recently released guidelines for the new primary healthcare organisations to be known as Medicare Locals.

According to Peter Sainsbury, a public health specialist with a distant involvement in Community 2168, the project exemplifies many of the qualities of real primary healthcare. Although primary healthcare is often conflated with the work of GPs, its proponents see it as encompassing much more than healthcare services. In its fullest sense, it is based on principles such as community participation, multidisciplinary and intersectoral action, political advocacy and health promotion.

The 2168 project is special, says Professor Sainsbury, because of the deep level of engagement by both professionals and local residents, as well as the effective collaboration of local agencies. “The difference in Miller,” he says, “is that the professionals know the patch; they know the people, they know the other service providers. They do work together to provide something approaching comprehensive primary healthcare.”

BACK inside The Hub, I find Stephen Williams, with shaggy grey beard, thick black eyebrows and Aboriginal colours on his T-shirt, sitting at a table with paintbrush in hand. He is making posters to advertise the Miller Walkabout, a walking group that is one of many activities run from the centre with the help of volunteers.

He shows off a large tabletop nearby, which he has decorated with a snake and other motifs of bright colours – lime green, pinks and oranges, as well as red, black and yellow. “And these are the South Sydney colours,” he points out with a smile. Mr Williams has lived in the area on and off for much of his life – ever since his mother moved her children here from a blacks’ camp near Cowra, to where she and her family had been relocated from their homelands.

He pauses to wave off a group heading out on a cycling expedition, before explaining that he moved back here several years ago to nurse his mother, Dorothy Williams, for the last four years of her life. “When she passed away I just fell in a heap,” he says. “She was my main person, she was trying to be a father and a mother. I just didn’t feel like doing anything. I lost the will to work.”

Connecting with The Hub as a volunteer has been something of a turning point for Mr Williams, who became one of the dozens of local residents who contributed to the Miller Street Art Gallery. The artwork has made a big difference to the neighbourhood, he says, but he’s still not at all happy about the behaviour of some “no-hopers.”

Outside, as he shows me around block after block of murals, Mr Williams tidies the street, pausing to put an empty beer bottle in the bin and shift an abandoned shopping trolley. The streets have more than their share of debris, but are much improved over the bad old days when this area was known as “the Miller drive-through” – drugs were sold openly to people in passing cars, residents were afraid to leave their homes and kept awake by unrest, and the community health centre was firebombed and emblazoned with graffiti warning “no go zone.” It was, as one community worker remembers, “this haunt for all the dead beats, the druggos.” It was not a place where service providers wanted to be.

As Mr Williams shares the bare bones of his own story, it becomes clear how his life has been shaped by racism: the slurs, even more hurtful when they came from young children, the fights, the long journey to understand how his own story is part of a much bigger one. “Growing up with so much racism, it really brought me down,” he says. “I’ve come out the other side of that and I’ve survived that.”

Stigma and discrimination are a problem for 2168 residents at many levels. There are tensions between the old-time residents, who remember when there were still farms in the area, and the newest arrivals, many of whom speak Arabic, Vietnamese, Hindi or Spanish at home. When researchers associated with the 2168 project employed local residents last year to conduct a door-to-door survey, the team spoke twenty-one languages among them.

The Liverpool area is one of the most multicultural in Sydney, with around 44 per cent of residents born overseas, and it is expanding rapidly. But infrastructure and services already struggle to cope. The latest state government projections suggest that by 2036 the area will be almost as large as Canberra is now, with a population of about 325,000 people, an increase of more than 75 per cent on the current figure.

Not all locals like the concept of multiculturalism. Elizabeth Harris, of the University of New South Wales’s Centre for Health Equity Training, Research and Evaluation, which is based at Liverpool, has been involved in evaluating the 2168 project since its inception. Known for being a straight-talker, she says, “There is a strong feeling that there is too much diversity now. They feel they’re losing things. It’s not as if it’s a multiculturalism that’s bringing in lots of restaurants and fabulous shops; it’s just bringing in kids who don’t speak English into the schools.”

John Leech, a community services worker who grew up locally, says many people in the area have low levels of acceptance of the other tribes, whether these are the police, Aborigines, single mothers or welfare recipients. “There’s an assumption that anybody who speaks Arabic must be Muslim, and ‘Muslims are no good because they’re all terrorists,’” he says. “It’s just so wrong but I can walk out into the square and talk to two or three people and that’s what they will say to my face.”

Indeed, one man who has lived in the area for almost fifty years, an upright citizen who maintains a spotless house and garden and who works hard for the community, has no compunction in telling me that most of the area’s problems are due to “the towel heads.”

This sort of language is not at all foreign to Wendy Waller, the mayor of Liverpool City Council, who works in an overstretched not-for-profit agency providing counselling and other services to families in crisis. Every day she sees the impact of intergenerational dysfunction on people’s lives and their capacity to make sensible choices for themselves and their families. She says racial tensions in the area are at least partly a reflection of its having many traumatised people with low levels of education.

“Liverpool has 150 cultures now,” she says. “I will quote my Arabic-speaking worker who said a lot of people who come in are traumatised, they often don’t have an education, they are poor… Because a lot of people are coming here as refugees or in very sad situations, they’re coming with belief systems that are often quite distorted.

“You’ve got to understand that the people who are feeling threatened are seeing this whole change happening around them. They’re powerless and they’re losing their identity, their place is disappearing. I’m not saying it’s right or wrong but that’s what’s happening. Plus a lot of people are housed here with drug and alcohol and mental health problems, so their way of thinking isn’t as clear as yours or mine.”

Many residents feel stigmatised by their address, and complain that they and their children miss out because of where they live. For Colleen Boler, who has lived here for more than forty years, it seems like “the only people who live in Sydney are in the eastern suburbs.” She raised her family here, and is involved in the Community 2168 management committee and the local residents’ action group, which organised a recent health and family fun day.

“Many of us are getting old and there’s only a handful of us involved, and we’d really like to have more younger people from different cultural backgrounds come to our meetings,” she says. “The more people we could involve, the more pull you’ve got when dealing with the council and the services.”

Like many long-termers, she looks back to when her neighbours were working families who helped each other in times of need. These days her backyard is overshadowed by a block of bedsits, with many of the male residents having been in and out of prison or mental health care. “A handful of elderly men have lived in there for years, and they’re wonderful, but they’ve got to put up with the other people in there who cause trouble,” says Colleen. “We don’t have control over our environment.”

Sarah Stapleton, a thoughtful and personable nineteen-year-old I met when she was handing out material for the local Labor candidate at Miller High School on federal election day last August, believes she has had difficulty finding a job because her address says Miller. At the time, she was unemployed but had thought about becoming a police officer, a nurse or a welfare worker. She said that a recent job interview at Red Rooster had ended badly when the manager saw that she had attended Miller High. “People bag this place out,” she says, “but there are people here who want to do well.” (Soon after we met, Sarah found a job with a local law firm.)

Her father, Michael, explains that he moved to the area about twenty years ago for its cheap housing, and that he likes living here because the people are honest and unpretentious. He gets irate when he sees how the area is often portrayed in the media. “It’s galling,” he says. “No one likes to have the area they live in have the shit kicked out of it by people who don’t know it.”

IN THE early 1970s, Peter Weir was tossing up whether to film a documentary in the housing estates of Mount Druitt or Green Valley, two outer suburbs of Sydney. In his proposal to the Commonwealth Film Unit, he explained that he settled upon the Valley after a colleague called it “Dodge City” because it was home to debt dodgers and said that many if not all of its residents were in the criminal class. This reaction was typical, Weir wrote at the time. “The media has created an image of Green Valley that is entirely distorted.”

As part of the Whatever Happened to Green Valley? project, Weir also made a mockumentary about the media, and helped local residents tell their own stories. Years later, a reviewer in the Sydney Morning Herald wrote, “The results are simple but very telling: the struggle to create a better life for the children, financial worries despite the relief of increased space, feeling abandoned without sufficient facilities once they had moved in.”

“Green Valley” no longer refers to the broad area but is now one of the better-off suburbs in the 2168 postcode area, which also takes in Ashcroft, Busby, Cartwright, Heckenberg, Sadleir and Hinchinbrook. But it is Miller – named after an Irish immigrant, Peter Miller, who came here as a baby and grew into a prosperous farmer – that tends to attract the bad headlines.

While the demographics have changed hugely since Weir’s time, many locals remain upset about how the media portrays the area they call home. It’s okay for them to call Miller a “hell hole” or worse, but woe betide any outsiders using such language. When I ran a pro bono media advocacy workshop for residents last year, some were still upset about a Daily Telegraph headline, “Adding Colour to their Grey Lives,” that had run months earlier above an article about Miller’s street art. Perhaps it would not have been so hurtful if there had not been such a long history of negative coverage.

Yet damning headlines have played a part in directing political attention and funding to the area. This is a catch-22 for places like Miller: adverse publicity can generate funding but it can also reinforce harmful stereotypes. As a recent article in the Medical Journal of Australia points out in another context, the research suggests that negative publicity about the state of Aboriginal health discourages Aboriginal people from engaging with health services.

“When we recognise a distinct and disadvantaged group within the general population, we inadvertently and unavoidably label that population as inherently disadvantaged, even in the act of trying to address this disadvantage,” write researchers Emma Kowal and Yin Paradies from the University of Melbourne. “The publication of Indigenous health statistics draws attention to health problems and attracts resources to deal with them. However, for Indigenous Australians, it also creates a sense that an Indigenous identity is tied to inevitable ill health, homogenising the varied health and wellbeing of individual Indigenous people.”

Generalisations are always fraught; even within Miller there is enormous variation in people’s circumstances, capacities and expectations. To misquote Tolstoy, happy places are all alike; every unhappy place is unhappy in its own way.

Simon Fox, a social worker and manager of community planning at Liverpool City Council with a long involvement in the 2168 project, says that the resilience of the people of Miller in the face of historical neglect is impressive. “One of the key messages that needs to get out there is that the problems being faced by an area like 2168 are not the fault of the people who live there,” he says. “This is a systemic problem that’s been created by a society that chooses to create places like Miller, place people in the housing there, say ‘this is where you are going to live,’ then not provide the support.

“People outside tend to blame the victim. They say, ‘they’re hopeless there, aren’t they?’ But put anybody in that situation, and they’re going to struggle. This is a problem we as a society have to deal with. We allowed it to be created. We have a responsibility now to do whatever we can to try to improve the situation.”

IF YOU ask the people of 2168 about their health, as researchers have, around 90 per cent nominate personal habits, lifestyle and access to health services as the key influences. Less than 60 per cent of them nominate their financial circumstances. Findings like these come as no surprise to the Canadian health policy expert Dennis Raphael, who has been trying for many years to focus the media’s spotlight on the social determinants of health. Raphael, professor of health policy and management at York University in Toronto, blames a dearth of media coverage for the wider community’s poor understanding of their importance.

“I teach over 600 undergraduate students a year who are genuinely surprised to learn that there are factors beyond ‘healthy lifestyle choices’ that influence health,” he wrote recently in the journal Health Promotion International, in an article titled “Mainstream Media and the Social Determinants of Health: Is It Time to Call It a Day?” “I receive a similar response when I present to the general public. It seems reasonable to hypothesise that this lack of public awareness about the social determinants of health has been abetted by the mainstream media’s neglect of this key issue.”

Professor Raphael cites a study of Canadian health reporters who say the barriers to reporting on these issues include the difficulty of putting them into the immediate and concrete “storytelling” that typically comprises news reporting, and the perception that “living conditions affect our health” is not news.

Indeed. One of the struggles of writing about Community 2168 has been trying to construct a narrative around its work. Endless meetings, committees, newsletters, email lists, the building of relationships between service providers and residents over years, youth and cultural events, community BBQs, and measures to improve street lighting or reduce vandalism – these are not the makings of dramatic scenes that tend to engage the media’s audiences.

But the online world is offering new opportunities for telling stories about places like Miller. “Beating the Odds,” a recent ABC online investigation focusing on Mt Druitt, includes documentary material contributed by a fourteen-year-old who’d been in trouble at school and was given a camera for a week to record his life. Notable was the constructive discussion on the site from readers, with many sharing their own experiences. “While individual stories can be very inspiring,” wrote one, “I think when trying to understand complex situations it is far more useful to look at overall trends, not individual stories. Personally I feel lucky to have got out of disadvantage, yes I worked hard, but I had support and a lot of luck too. I refuse to knock or preach to others because I know it could be very easily me in their position.”

Worlds away, another innovative online initiative was recently launched in Boston to help people see the connection between their postcode and health. Billboards around the city encourage people to visit the website, whatsyourhealthcode.com, which gives information about the health of various suburbs, and encourages people to lobby for a better deal for their communities. One link, for instance, says: “South Boston has one of the highest rates of substance abuse mortality in Boston. Things that put young people at risk of substance abuse include easy availability of drugs and a high concentration of places to buy alcohol. In fact, South Boston has the highest density of alcohol beverage outlets and the most liquor licences per resident in the city… Living in a healthy environment isn’t only about having access to clean air and water, it also is about protecting young people from misleading messages and easy access to products that can result in serious health problems.”

In a statement launching the campaign, which was years in the making, Mayor Thomas Menino said, “Geographic location is one of the most significant factors determining an individual’s health. This campaign will help Boston residents identify the contributing factors in their own communities and learn more about what they can do to improve their health and the health of their families and neighbours.” Presumably, though, any evaluation of this campaign would have to consider its effect on the stigmatisation of disadvantaged areas.

ONE of the things that marks out the 2168 project has been an ongoing process of evaluating its performance, with the results fed back to the community via the Liverpool City Council’s website and community meetings. The results show that there have been ups and downs – some early gains diminished during a period of instability several years ago when the project officer position was vacant. But overall, the trend is towards improvement in many areas, with concerns about racism being one of the few indicators to have worsened. Overall, residents have reported improvements in the neighbourhood and say that the project has also provided opportunities for learning, employment and capacity development, improved access to services and helped build social cohesion.

Given the poor relations with police before the project began, it is significant that four out of five residents now say they would turn to police if they needed help. Where once drug dealing and public safety were major issues, residents now nominate as their biggest concerns litter, vandalism, the poor state of the shopping centre and a lack of safe places for children. In 1999, 51 per cent of people felt the area had become worse over the previous few years; by 2010, this had fallen to about 30 per cent. The latest survey of Miller residents, conducted last May, found that 78 per cent were quite or very satisfied with their lives.

Although perceptions of community safety have lifted, there is room for more improvement. In 2010, 21 per cent of people who responded to the survey reported that they, or a member of their household, had been a victim of crime in the year prior to the survey; 27 per cent did not feel safe in their homes at night and 74 per cent did not feel safe walking down their street after dark. Almost two-thirds felt that Miller does not have a reputation as a safe place.

Elizabeth Harris, who has been one of the driving forces behind the 2168 project and its evaluation, began her career as a social worker in one of Sydney’s old psychiatric institutions, Callan Park, and has worked in diverse settings, including Papua New Guinea, Vanuatu, Malaysia and the western NSW town of Bourke. She has been involved in various projects in Sydney’s disadvantaged suburbs for years.

One of the things she has learnt along the way is the “importance of culture and how people see things in completely different ways than you do.” She says, “There’s such a gulf between what people who live in a situation understand to be an issue and what people who are looking down on it from a long way away understand.” The 2168 evaluations support this observation, repeatedly showing that while service providers tend to nominate big-picture issues like unemployment and housing as the key issues, local residents are more focused on immediate concerns, like vandalism and potholes.

Ms Harris says that one of the project’s more important outcomes has been a change of attitude among service providers, who increasingly recognise the importance of giving local people a greater say. “There’s always been residents’ action groups but my perception is now people take their views more seriously than they might have ten years ago,” she says.

Her centre plans to establish a research and training hub to train local workers and residents in working with disadvantaged communities, with the aim of institutionalising some of the lessons from 2168. “There’s a growing number of residents who can see a bigger picture, who can see a bigger role for themselves, and we hope to develop that, so that they don’t have to be the passive recipients,” says Ms Harris.

Simply increasing services to places like Miller will not have the optimal impact, she adds, unless the locals are genuinely involved in setting priorities. This is one of the reasons she is so concerned about moves to expand the reach of income management for welfare recipients, which she believes has the potential to exacerbate rather than ameliorate disadvantage. She says very few politicians these days really understand what it is like to live in places like Miller.

“It’s very hard for people not to feel worn down by always being portrayed as not pulling their weight, not caring for their kids, not having drive, not having resilience,” she says. “What is really distressing is that nobody is actually saying you’ve neglected your child, it’s just that you happen to live in this postcode or suburb and therefore, unless you can prove otherwise, you are going to have your income quarantined.”

ONE of the lessons from Miller is that there are alternatives to the big-bang, top-down policies like income management. And yet, despite all the hard work and the impressive commitment of many of those involved in Community 2168, is it really just tinkering at the edges? How can a community development project that runs on the smell of an oily rag deal with the huge structural problems confronting such places?

These are questions that have dogged my visits to the area, clouding my attempts to understand 2168. They are also questions that Ms Harris often asks herself.

“Everything is tinkering at the edges really,” she says. “If you think there is a magic bullet to solve health inequality, then you don’t understand the multiple causes of health inequality. What Miller has demonstrated is that groups like housing, health, police and council can work together on something over a long period of time and invest in it in a way that can have outcomes. Those outcomes are not profound but they are important to the people who live there.

“That saying, ‘from little things big things grow,’ is quite an important way of thinking about this stuff. I don’t think that what I do is going to change the world overnight but I think it’s helping incrementally to change some things for some people. I always take the view that whatever I do, I’m looking at a ten-year timeline because I’ve never seen anything change substantially in less than that. Somehow politicians have got to start thinking on a ten-year timeline.”

As well as that long-term vision, places like Miller need help from people and agencies willing to understand multiple perspectives, work with complexity in all its challenging messiness, and recognise the importance of both local detail and the over-arching big picture. It’s no small ask in this age of the quick fix and the sound bite. •

Melissa Sweet is a health journalist and editor of the health policy blog Croakey. She has honorary appointments in the School of Public Health at the University of Sydney and the School of Medicine at Notre Dame University (Sydney campus).

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 31

It seems that there have been almost as many leaks from Canberra about our pending May 2011 Federal Budget, as there have been with a cup of water in a sieve! Most attention has been on the scientific Research and Development grants which are expected to be chopped by the Federal government.

Most recent news has been the means testing for family allowances and child care, and health and education projects.

Let's make the suggestion now that, if health cuts are required, the Federal Government should, first of all as a matter of priority, consider stopping the roll out of the Medicare Locals ($500,000,000 savings) and the funding for the Local Health/Hospital Networks (LHNs) which are incorporated in the Federal-State governments funding agreement.

In NSW, which is the only State that may have implemented the LHNs since 1st January this year, it appears to have rolled them out on the promise of the funding. However, all the previous NSW government seems to have done is add another bureaucratic layer to an already over-corporatised health system.

As reported in this blog previously it would seem that the Federal government has already told the previous NSW state government to get rid of the LHNs that they have rushed to implement.

Obviously, if the Federal-State health budgets are going to be impacted by the soon to be announced Federal Budget cuts, then the funding for the not wanted LHNs will be top of the list.

If these obvious cuts are, in fact, brought into reality it would be up to the new coalition NSW State government to decide whether their State Budget can maintain the additional funds needed to support the LHNs and the state's Medicare Locals. Socrates's hope is that they recognise that the NSW population can do without the additional mis-management that such poorly run and poorly considered projects can introduce.

It would be hoped that both the Federal and NSW governments will see that some of the current applications for Medicare Locals from NSW are very short on the necessary community consultation and colloboration with other public and private healthcare providers. The latter is best exampled by the recent application by the Macarthur-Southern Highlands Division of General Practice consortium. The contrast has been the very extensive consultation and collaboration done by the Bankstown GP Division and their SWS Health Coalition.

Friday, April 15, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 30

AGPN calls for more Medicare Locals to start in July
AGPN calls for more Medicare Locals to start in July

The AGPN is urging the Federal government to fast-track its plans for Medicare Locals after the first round was inundated with applications.

AGPN Chair Dr Emil Djakic is calling for more than the planned 15 Medicare Locals to be implemented in July after 58 bids were submitted from across the Divisions of General Practice.

Dr Djakic said that the high response rate proved the network was “willing to transform primary health care services”, although five Medicare Local areas did not attract any applications.

“The AGPN is urging the Federal government to support the commencement of as many as possible in this first round if more than 15 applications meet the eligibility requirements,” he said.

“The sooner these organisations can be established in communities across the country, the sooner the benefits to the local health system will flow to those communities.”

As reported in 6minutes, the application process has triggered disputes among some of the divisions who have been unhappy with the government’s planned boundaries for the Medicare Locals.

An independent mediator had to be called in to help resolve a row between the Sydney consortiums - the South West Health Coalition (SWSHC) and the Macarthur and Southern Highlands Divisions - who both submitted bids for a Medicare Local in the south west."

Socrates wishes good luck to the SWS Health Coalition in achieving the outcome they seek. Their preparation and community consultation places them poles apart from the secretive "Boards only" process adopted by their competitors. I hope that if the SWS Health Coalition is the successful applicant for the SWS Medicare Local, they will aim to expand their network to include the Wollondilly and Wingecarribee LGAs.

If the SWS Health Coalition can't extend their reach to the Southern Highlands area then perhaps they can give some good advice to the Macarthur and Southern Highlands Division about how they can improve their game. That is, of course, if those Divisions of General Practice retain their current funding. After all, the Medicare Locals are meant to replace the Divisions, are they not? And in the context of the proposed Budget constraints and cuts, perhaps a cut to the funding for Divisions of General Practice would be helpful.

Tuesday, April 12, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 27

With the close of the submission phase for the funding of the Medicare Locals perhaps it is timely for us to "go back to the future" and ask the bleeding obvious. Given that we have not had any discussion with, or debate from, the Macarthur-Southern Highlands Divisions of General Practice, is it pointless to expect that a Medicare Local, managed by the corporatised Macarthur-Southern Highlands Divisions of General Practice, will ever improve the health services the residents of both jurisdictions, seek. Sadly, Socrates, says "Yes, it is pointless".

What could have been a great step forward for health providers in the private and public sector, and the health consumers, to provide and access a cohesive, diverse and well funded point of contact and coordination, a future Medicare Local is unlikely to enhance any of the existing, or future, health and welfare services in the Southern Highlands. Just in the same way that the current Division of General Practice is failing to deliver the support and services expected, and required, by the general practitioners in the Southern Highlands.

What will we learn from the Medicare Locals tender documents?
Melissa Sweet

The tender documents for the first of the new primary health care organisations known as Medicare Locals are expected to be released any day now. Presumably, this is the place to keep an eye for them.

Dr Harry Hemley, president of the Australian Medical Association Victoria, has some questions about how they will work, as per his piece below.

Croakey has plenty of other questions too – including what will be their impact on the inverse care law, and population health more broadly? And will they entrench or address some of the problems associated with fee-for-service health care?

Are there better alternatives to Medicare Locals?

Dr Harry Hemley writes:

Prime Minister Gillard’s revised health proposal is an improvement on Kevin Rudd’s complicated hospital financing plan, with promises to deliver increased funds, more beds, transparency, greater clinical input and less red tape.

But the PM’s proposed expansion of Rudd’s Medicare Locals could prove a costly exercise without improving access to GPs and allied health providers in the community. So far Medicare Locals are mysterious bodies that promise to increase bureaucracy and reduce patient choice – not a wise investment if we’re striving to keep patients out of hospitals.

And given the current boundaries span hundreds of kilometres, they may not even be local.

Since the Commonwealth Government first announced Medicare Locals in April last year, health workers, consumers and even state government representatives have puzzled over their role and how they will work. And if these health care providers and bureaucrats are puzzled just imagine the need to provide clarity to the people who will be dependent upon the Medical Locals - the health consumers.

The health sector is awaiting the release of the tender documents from the Commonwealth that should make it clear what these new Medicare Locals will actually do. So far we have just been told that Medicare Locals will make things better, but not how.

We know they will provide (or maybe coordinate) after-hours care to communities and coordinate access to specialists and allied health professionals but we don’t know who will run them, whether they will offer health services, and whether they will be an improvement on current services. Socrates notes that none of these questions have been discussed with, let alone, described to, the local communities and service providers of the Southern Highlands and the Macarthur area by the respective Boards of the Divisions of General Practice.

With an initial price tag of almost half a billion dollars, this was an enormous cost for such vague objectives. We have been asked to take on Medicare Locals as an act of faith.

To justify such a cost, the Commonwealth needs to show how patient care will be improved with Medicare Locals. I’m yet to be convinced.

One of the biggest frustrations in primary care is patients’ difficulty getting an appointment to see a GP. There are no quick fixes to increase the supply of GPs – it takes around ten years for a GP to finish their training – and Medicare Locals are certainly not going to produce more GPs. In actual fact, given the primary care gatekeeper role that Medicare Locals will provide, it is conceivably possible that only those general practitioners and the Division of General Practice's "preferred" clinical practitioners will be receiving the referrals of patients from the Medicare Local.

My fear is that Medicare Locals could actually reduce patients’ ability to choose their health care provider. If a new central bureaucracy is in charge of rationing care and linking patients with providers, what is to stop them attempting to contain costs by referring the patient to the least expensive provider? Or only those practitioners who are in favor with the Division's "Medicare Local"

GPs currently coordinate the care of patients with chronic diseases such as diabetes, cancer and heart disease and the conditions that lead to these diseases like obesity. For a diabetic patient, for instance, their GP would oversee their care and coordinate the services of a diabetes nurse, a dietician, a podiatrist, and an endocrinologist. So what will change with a Medicare Local run by the Macarthur-Southern Highlands Divisions of General Practice?

There are flaws to this system but these would be fixed with minor adjustments, such as an increase in patient rebates to see their doctor, nurse or allied health practitioner, and better rebates for longer consultations. It’s not a system that requires a complete overhaul, especially when the alternative is care coordination on a bureaucratic scale. So, do we really need a Medicare Local - or would us having access (as we now do) to our preferred General Practitioner simply suffice? After all, not even the current Divisions of General Practice have the veracity and collegiate governance to inspire all general practitioners to want to join them! Will a Medicare Local be any better for the residents of the Southern Highlands? Do we even need a local Division of General Practice?

With extra funding for general practice clinics to take on additional nurses or expand their premises to accommodate extra psychologists, dieticians, other allied health providers (and even specialist doctors), patients with chronic diseases would see vast improvements.

Another cheaper and more effective way to improve the care coordination of a patient with complex medical needs is to fund care coordinators within primary care settings. This would ensure patients connected with all of the services they needed – meals on wheels, home help, their pharmacist and home nursing care – and allow their clinic-based doctors, nurses and allied health practitioners to spend more time seeing patients rather than organising services.

The PM has promised that access to after-hours medical care would improve with Medicare Locals. The plan is to establish an after-hours national call centre which can refer to a nearby after-hours clinic. This makes for a great announcement but it fails to address the problem: GPs are reluctant to open after hours because patient rebates barely cover the cost of opening, paying reception staff, hiring security guards and attracting practice nurses.

Again, some improvements to the current system would achieve better access for patients. With fair funding for general practice clinics to remain open after hours, patients would be able to visit the clinic of their choice at a time convenient to them.

Prime Minister Gillard has given herself and the states until the middle of the year (2011) to work out the details of the health deal. No level of tweaking can fix the problems with Medicare Locals. The whole concept – spending half a billion dollars to employ bureaucrats to coordinate the care of patients they’ve never seen – is flawed. The Prime Minister should consider simpler and more streamlined alternatives. It could even save millions of dollars. Given the current discussion about the severity of the proposed Budget cuts for existing programs to enable the Federal government to bring the Budget back into surplus, perhaps this is one program where the "less rather than more" principle can apply to the proposed Medicare Locals, especially here in the Southern Highlands and the Macarthur areas. Socrates would be happy to have no such Medicare Local, or even a Division of General Practice if it meant that other more worthwhile programs could continue to be funded.

Dr Harry Hemley is president of the Australian Medical Association Victoria

Thursday, April 7, 2011

SSWAHS = SWSLHN + SLHN and the Medicare Locals - 26

More is less for Medicare Locals

18th Feb 2011
Caroline Brettingham-Moore all articles by this author

THE Gillard Government’s decision to increase the number of Medicare Locals (MLs) has received a mixed reaction from the divisions of general practice, with some claiming it will stymie and delay health reform.

As part of the revamped COAG deal, Prime Minister Julia Gillard raised the number of MLs beyond the planned 57 to ensure the organisations were more responsive to community needs.

But AGPN chair Dr Emil Djakic said the decision would result in weaker, less effective organisations.

“Creating a larger number of what will be less capable organisations with a dilution of funding and capacity will stymie [the] reform agenda,” Dr Djakic said.

He added that any changes to ML boundaries would delay invitations to apply, which could see the government miss the scheduled implementation date for the roll-out of the ML program. The first MLs are scheduled to be up and running by 1 July.

“We want to get operational by 1 July and every day that ticks by is going to really impair the current Government’s ability to get things up and going,” Dr Djakic said.

A spokesperson for the Department of Health and Ageing said it was not known how many more Medicare Locals would be established but confirmed that some boundaries would be re-mapped in certain areas according to population size.

Chair of the Dandenong Casey GP Association in Victoria, Dr Nicholas Demediuk, said the constant changes from the Government were taking a toll on the divisions.

“You start losing your enthusiasm to put too much effort into planning because the goal posts could be changed next week,” Dr Demediuk said.

But in NSW, Bankstown GP division CEO Andrey Zheluk, welcomed the changes.

“It is interesting that the government is talking about the importance of engaging with local communities – the importance of smaller MLs is something we strongly advocated. We have a multicultural population and it is important to respond to local needs,” he said.

Comments:

John Wellness

19th Feb 2011
2:17am

It's always a balance between the economies of scale and the more personal relationships that can occur with smaller organisations. Personally I feel that smaller organisations are more attuned to their communities and there is significant loss of function when primary health care gets too big. Lets go for the largest practical number we can. Some of the proposed MLs are simply too big.

Solidarity

19th Feb 2011

5:03am

"Engaging with local communities"-I can't think of a more worn cliche. There is nothing that keeps a local community running better than a thriving General Practice free of political interference in the form of superclinics. Glib badges and new dollar dazzlers, the marks of this Federal Government to date, are no substitute for leaving General Practices intact and strengthening it by concentrating on training more and more GPs without any Marxist social engineering.

Stratmatonman

19th Feb 2011
4:07pm

17 years and $2Billion to prove the network is utterly indispensable to the daily working life of a GP - it hasn't happened HAS IT!. As an inaugural director of my own division in 1993, 1 of the 5 founder subscribers of AGPN (then ADGP) and a WA Founder SBO member, I lost the faith last Nov and finally left my local board.
The DHA has progressively strangled the Divisions with paternalistic, top down micro-management, loss of innovation opportunities and over-rigid one size fits all programs - the gulf between what could have been (why I got involved) and what became of it all, makes me weep. And I care too much........

Dr Harry Hemley, President AMA Victoria
21st Feb 2011
12:01pm

I am especially concerned that Medicare Locals will control access to allied health care for patients with diabetes, and patients needing after hours care — cutting across existing services and in many cases leading to reduction of access to patients of services already available. For instance in many localities — particularly rural — the family doctor is available on the phone, after hours and throughout the night. These services which are very effective are threatened to be lost to an inefficient and faceless triage.

Sterling

25th Feb 2011
2:22pm


In response to Solidarity: 19 Feb 2011

Well, personally, I can't think of a more worn cliche than the entrepreneurial GP running a thriving practice based on free market principles, with a copy of Ayn Rand's Fountainhead under one elbow.

Wakey wakey - you get most of your income from the government. Let's see how far you get straying away from the government teat you so despise.

At the end of the day, GPs are but an instrument of government policy, and the government will exercise its right to purchase the most cost effective and efficient services it desires.

I would strongly counsel you to read some recent health services literature about public attitudes towards GPs effectiveness vs nurse effectiveness, as well as literature related to health outcomes by various health professions.

The picture for GPs in the medium term is not great. It is reasonable for any government to control uncontrolled costs in any policy domain by all policy instruments at its disposal.This means substitution of overpriced medical services for equally effective allied health and nursing services.

There, at last, is the free market.