Page 29 - Regional Services Plan 2016/19

Midland Regional Networks
2.1 Cancer services (Midland Cancer Network)
Lead Chief Executive: Dr Nigel Murray
Chairs: Dr Humphrey Pullon, Clinical Director and Brett Paradine Midland COO representative Programme Manager: Jan Smith
Context
“working together to achieve better faster cancer care”
The Midland Cancer Network is guided by the Midland Cancer Strategy Plan 2015-2020 with a vision of regionally working together as one, we will lift the performance of our health systems by driving quality, improve experience of care, accountability, innovation and value.
The Midland Cancer Network brings together regional stakeholders who are working across the cancer pathway including DHBs, NGOs, GPs and PHOs, cancer service providers, cancer consumers and their family/whānau, hospices and research organisations. Midland encompasses the Bay of Plenty, Lakes, Tairāwhiti and Waikato districts, with an open invitation to Taranaki DHB. Cancer networks work across boundaries to improve outcomes for patients.
Most New Zealanders will have experience of cancer, either personally or through a relative or friend. Cancer is the country’s leading cause of death - 30% (Ministry of Health. 2010). While the overall ‘risk’ of developing cancer in New Zealand is decreasing, the number of people developing cancer is increasing mainly because of population growth and ageing. Once people are diagnosed with cancer they are now less likely to die from it. This means that people are surviving longer, and being treated for longer periods of time, with different treatments.
Midland has a higher Māori population, more people living in more socio-economically deprived areas both rural and remote areas and those who live in larger cities. Māori have a higher cancer incidence (20% greater), higher cancer mortality (80% higher), and Māori are more likely than non-Māori to have their cancer detected at a later stage of disease spread. There are wide variations in survival rates between DHBs in New Zealand.
The Midland strategic framework for action takes a total continuum of care approach for the Midland population from prevention and early detection – screening – diagnosis and treatment – follow-up and surveillance – survivorship – palliative care and last days of life. 2016/17 plan aims to build and strengthen the alignment and linkages of the various Midland health services related to the cancer continuum. This is demonstrated in the Line of Sight Section (refer below).
Key objectives
The Midland Cancer Strategy Plan strategic objectives are to:
1. reduce the cancer incidence through effective prevention, screening and early detection initiatives
2. reduce the impact of cancer through equitable access to best practice care
3. reduce inequalities with respect to cancer
4. improve the experience and outcomes for people with cancer
The strategic objectives are supported by five enablers: infrastructure, information systems, workforce, supportive care, knowledge and research.
Measures
 Faster Cancer Treatment Health Target 62 day – Midland DHBs achieve at least 90% of patient referred with a high suspicion of cancer and a need to be seen within two weeks have their first treatment (or other management) within 62 days by June 2017
o DHBs demonstrate improvements in the number of records been submitted with 15-25% of cancer registrations cohort reported within the 62 day health target
Midland DHBs baseline table: as at 2015/16 Quarter 2 results
Notes: 2015/16 baseline was determined at 3/2/16; * per month.
 31 day indicator (policy priority 30) – 85% of patients with a confirmed diagnosis of cancer receive their first treatment (or other management) within 31 days of decision-to-treat
DHB
Bay of Plenty
Lakes
Tairāwhiti
Waikato
Midland
62 day 2015/16 baseline
76.2%
56.3%
65.9%
67.5%
62 day 2016/17 target
90%
62 day cohort baseline*
25
3
7
25
60
62 day cohort target*
29
12
5
40
86
31 day 2015/16 baseline
81.2%
91.5%
88.4%
86%
31 day 2016/17 target
85%
31 day volume baseline*
97
36
20
125
278
31 day volume target*
115
47
20
161
343
REGIONAL SERVICES PLAN 2016-2019
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