OneMedicalGroup

A Message from Lord Pickles and Lord Blunkett, followed by OneMedicalGroup's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from OneMedicalGroup is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett

Rt Hon The Lord Eric Pickles

www.onemedicalgroup.co.uk

1ONEMEDICALGROUP |

BEST PRACTICE REPRESENTATIVE

CEO and Co-founder

RachelBeverley-Stevenson

A yoga class at

OneWellness, Harrogate

OneMedicalGroup is a collection of health and wellbeing

organisations specialising in the nationwide delivery and

enablement of NHS, out-of-hospital care and associated

services. The group is made up of five divisions that have two core

functions: to deliver quality health and wellbeing-led care through

OnePrimaryCare and OneWellness; and to support the delivery

of care through OneMedicalProperty, OneWorkforce and Rescon

Technologies. CEO and Co-founder Rachel Beverley-Stevenson tells

The Parliamentary Review

more about her experience and how the

group’s journey supports the innovation and skills development

required to meet the future challenges of the health sector.

Our journey in the NHS started in 2004, when my dad and I co-founded

OneMedicalLtd, creating healthcare estates that were designed around patients, staff

and communities. Wanting to translate this approach into NHS healthcare delivery, we

co-founded an NHS primary care delivery organisation with like-minded GPs in 2006.

By 2017, OneMedicalProperty had a healthcare estates portfolio the size of 25

football pitches, and OnePrimaryCare held 12 contracts to deliver NHS-registered

general practice and urgent care to over 400,000 patients.

Today, our OnePrimaryCare focuses on delivering good care to patients, and is

supported in delivery by sister organisations OneMedicalProperty, OneWellness,

a collaboration of health and fitness specialists based in North Yorkshire, and

OneWorkforce, a health professional-focused training, development and consultancy

arm. The recent acquisition of Rescon Technologies, a health and wellbeing

software and technology company, completes the group’s patient-first focus.

FACTS ABOUT

ONEMEDICALGROUP

»CEO and Co-founder:

RachelBeverley-Stevenson

»Established in 2004

»Based in Leeds with services

across England

»Services: Health and wellbeing

services

»No. of employees: 250 full-

time, but this increases to

around 368 with sessional

workers

»Celebrating 15 years of

helping the NHS deliver great

care

»www.onemedicalgroup.co.uk

OneMedicalGroup

THE PARLIAMENTARY REVIEW

Highlighting best practice

2| ONEMEDICALGROUP

I passionately believe that a truly

integrated approach, allowing

providers to operate at scale and drive

value, is the future model for valuable

and effective healthcare delivery as the

NHS introduces primary care networks,

and the new NHSE critical foundations

guidance requires healthcare

systems to produce a strategy and

deliveryplan.

OneMedicalProperty

Our OneMedicalProperty arm

works closely with providers to fulfil

estate strategies and help solve

their property-related problems.

Through building, designing and

developing properties, we enable

the best possible care delivery for the

patientpopulation.

Since the sale of our original property

portfolio in 2018, we have invested

heavily in the development of our

primary care service, while also

rebuilding our property offering. This

includes the introduction of technology

through the likes of our facilities

management tool, supporting property

management teams and allowing them

to utilise their space.

OnePrimaryCare

In line with the new guidelines, I

wanted to share insights based on our

past 15 years of experience.

With the introduction of primary care

networks, a patient-centred approach

is key, allowing flexibility and using

insight to introduce new services that

meet a community’s shared needs.

In order to deliver to new guidelines,

we focus on a data-driven approach,

allowing us to utilise multidisciplinary

teams to provide our patients with the

right care by the right professional.

A great example of the benefit of this

in practice was the introduction of

“bounce-back clinics”. By combining

primary and community care we

successfully created a streamlined

care pathway for patients suffering

from frailty by developing clinics to

identify relevant patients at the earliest

opportunity, reducing the risk of falls

and preventing admissions to hospital.

Forty-two patients attended our clinic

during the pilot, while a further 100

patients were referred from other GP

surgeries, reducing the pressure on

local A&E units.

With our patient advisers and navigators,

our care model doesn’t just address

specific physical health issues, but also

helps patients to get well, stay well

and live well. Improving patient access

to specialist care services is part of the

NHS’s long-term plan and has long been

an area of focus for OnePrimaryCare.

This is highlighted by the addition

of mental health services across our

Leeds-based practices, another key

area defined by the new impact

requirements, where it was noted that

20 per cent of the patient population

required mental health support.

Working in partnership with

Northpoint, a branch of IAPT services,

we now provide quicker access to

a high-level specialist mental health

service, plus an in-house practitioner

who operates across all sites.

MSK practitioner with a

patient

I passionately

believe that a

truly integrated

approach,

allowing

providers to

operate at

scale and drive

value, is the

future model

for valuable

and effective

healthcare

delivery

“

3ONEMEDICALGROUP |

BEST PRACTICE REPRESENTATIVE

OneWellness

To complement our NHS services, our

OneWellness team offer a consumer-

based, preventative service which

allows people to access healthcare in

order to keep themselves well, rather

than reacting to illness and going to

the doctors.

It uses fitness as a core offer, alongside

specialists in rehabilitation, physiotherapy,

nutrition and dermatology. Piloting this

whole-person approach to wellness in

Harrogate, we plan a nationwide roll-

out in coming years.

OneWorkforce

We know from our experience in

delivering primary and urgent care

that having a highly skilled, confident

and capable workforce tailored to the

needs of the population is vital. Since

launching in 2017, the OneWorkforce

team have developed a range of

training modules, workshops and

sessions designed to meet today’s

challenges head-on, while providing

management and leadership training

for those looking to develop their skills.

OneWorkforce shares that expertise

to support primary care providers,

emerging primary care networks and

integrated care systems to build a

sustainable workforce that supports

health and wellbeing. This addresses

one of the goals set out by the

government in January 2019.

Rescon Technologies

Rescon joined our group following a

search for a like-minded, technology-

led organisation with a strong focus on

improving lives.

Our Lincus care management platform

integrates personal health records

along with tools that individuals,

clinicians and commissioners can use

to manage and improve individual and

population health.

It is one of the only platforms that

follows the standards set by the NHS

for full interoperability across the

health and social care sector regardless

of organisational form or boundaries.

It is also highly secure and enables the

management of sensitive data, which

is of paramount importance in getting

individuals to actively use and engage

with the software.

It’s all about outcomes

The NHS and health and wellbeing in

general are evolving, highlighted by

the changes set out in the long-term

plan. There are new organisations

coming to the fore – groups of

practices, “superpractices” and primary

care networks, as well as fantastic

voluntary and charitable sector

organisations and social enterprises.

Irrespective of the organisations’ form,

we need to put boundaries aside

to deliver, integrate, innovate and

collaborate.

Pushing wellness proactivity and

opening a dialogue with the public

about looking after ourselves is vital.

For us, the bottom line is simple – it’s

about making sure people have access

to the right healthcare solutions when

they need them, which will ultimately

improve lives.

We need to put

boundaries

aside to deliver,

integrate,

innovate and

collaborate

“

Balance and stability

classes in OnePrimaryCare

www.onemedicalgroup.co.uk

This article was sponsored by OneMedicalGroup. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom.

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.

Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster