The changes made to the system since 2007 mean that Canterbury now has a system in which good-quality general practice is increasingly keeping patients who do not need to be in hospital out of it; is treating them swiftly once there; and discharging them safely to good community support.
- The stimulus for change in Canterbury was a health system that was under pressure and beginning to look unsustainable.
- Canterbury adds to the small stock of examples of organisations and systems that have made the transition from fragmented care towards integrated care with a degree of measurable success.
- Creating a new system takes time – Canterbury has been working to create ‘one system, one budget’ for at least six years and the journey is far from complete.
- It takes many people to transform a system. A small number of leaders were at the heart of Canterbury’s transformation, but this leadership rapidly became collective, shared and distributed.
- Those wishing to create a system of truly integrated health and social care must have a clear vision. In the case of Canterbury, the mantra 'one system, one budget' is firmly held and articulated.
- Sustained investment is needed to provide staff and contractors with the skills needed to innovate and to support them when they do.
- New forms of contracting may be needed. In Canterbury, this meant the price/volume schedule (the equivalent of the NHS tariff) was scrapped and the budgets for hospital departments were re-built from the base up.
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- We speak to David Meates, CEO, Canterbury District Health Board, about the integrated care system in Canterbury
- Watch Nicholas Timmin's slideshow on Canterbury's quest for integrated care
- See Nicholas Timmins' blog: On the right track? How HealthPathways are improving care in Canterbury, New Zealand
- Listen to Mike Bewick's response to the review of the Canterbury health system
- Catch up with our latest work on integrated care.