Engaging in a new culture of innovative collaboration for diabetes services redesign

Abstract

Aims: In a challenging financial environment, the aim of the redesigned diabetes service was to deliver high quality levels of care closer to patients' homes promoting patient self-management and selfcare. This was to be achieved by enhancing primary care training with seamless specialist care support. It involved collaboration with local stakeholders, NHS Diabetes and the commercial sector. Methods: The service design was developed following a diabetes care review, stakeholder consultation and training needs analysis, delivery being aided by novelworkingwith the local university and a number of pharmaceutical companies: (1) a university developed and delivered bespoke work-based learning programme covering key aspects of diabetes care; (2) a mentorship programme delivered by the specialist teams; (3) an e-consultation process between primary and secondary care; (4) a Year of Care based patient Self Care Handbook; (5) a local enhanced care financial scheme for accredited practices (LES); (6) annual diabetes e-participation by all service providers. Results: 90 per cent of practices have signed up to the new model. There is full involvement fromthe specialist teams, and 74 practitioners have attended university programmes. Mentorship is ongoing and positively evaluated 20 practices' access to e-consultation. Six practices are accredited with thediabetesLESpilotingof the SelfCareHandbook. Patient service needs were identified using care planning data. Tailored healthcare professional ongoing support requirements were identified. Summary: The new service has been well received by both primary and secondary care resulting in closer collaborative working patterns. New working patterns have developed between the NHS and the private sector. The introduction of e-consultation has facilitated the installation of a clinical record system into secondary care allowing the sharing of patient information.