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.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

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
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