Mixing it up: private, public, federal, state, seeking health outcomes in an integrated primary care centre – the Oran Park Family Health experience!

Abstract

Oran Park Town is located within the Camden Local Government Area of greater south western Sydney. This greenfield development forms part of the first stages of the South Western Growth Centre (SWGC), which over the next 30 years will see over 100,000 additional houses and up to 300,000 additional residents. At present, its population is 3000 people. South Western Sydney Local Health District (SWSLHD) has publicly declared that the future health needs of this growth corridor will be best met through progressive investment in evidence-based primary and ambulatory care, not more hospital beds. The establishment of an Integrated Primary Care Centre network is a key deliverable for this vision. Oran Park Family Health (OPFH) is the first manifestation of this vision, aiming to provide multidisciplinary evidence-based care that is patient-centred and team-based, whilst respecting autonomy and choice. The model implemented in south western Sydney is unique to New South Wales, involving a long-term partnership between the SWSLHD, South Western Sydney Primary Health Network (SWSPHN), Western Sydney University, General Practice and the sole landholder for Oran Park Town, representing a fresh approach to the formation of a private/public partnership in the primary health care sector. It is a model that has been funded through the SWSLHD capital budget to ‘fit-out’ a medical centre in the town centre (shopping complex), purpose built by the developer in direct consultation with SWSLHD and SWSPHN. It is a model that has employed an outcomes-based commissioning framework to procure a General Practice Enterprise, soon to be complimented by commissioned pathology, medical imaging and allied health services, working in a shared space with an existing cluster of District funded primary and community health services. Operating in a federated environment, it is a model that is dependent on the effectiveness of cascading lease arrangements between all parties (landlord, tenant and subtenants), service agreements based on anticipated service utilisation and the good will of independent operators to function under a mandatory Centre Management Committee. The purpose of this presentation is to reflect on our success to date whilst also sharing our lessons learnt as we try to bring our diverse range of partners on our journey to create a truly integrated primary, secondary and tertiary care environment in a localised context where success is the only available incentive. The presentation will also consider our challenges in moving into the next manifestation (Phase 3) of a comprehensive and multidisciplinary health facility operating as a genuine alternative to hospital-centric care.