prof. michael richmond chief of medical, academic and research affairs medhealth – cairo – march...
TRANSCRIPT
Prof. Michael RichmondChief of Medical, Academic and Research Affairs
MedHealth – Cairo – March 2014
Partnering with Staff on Problem Solving
The Hamad Approach
1. A pen picture of Qatar
2. Hamad Medical Corporation
3. Academic Health
4. Key challenges
5. The science of quality improvement
6. The Hamad Way
Contents
2
• Geographically small: 11,400 sq km;
• Small population: > 2 million people;
• Rapid population growth: tripled in ten years;
• Reliant on oil and gas: responsible for 70% of government revenue;
• Real GDP growth expected to grow by
5.3% in 2013• Budget spending set to jump 18% to $58bn in 2013/14
• Qatar National Visions 2030: diversify the economy and build a knowledge-based economy whilst maintaining Qatari culture:
•ambition to become a world leader in education, healthcare and medical research
•ambition to become a medical and education hub for the region
Qatar - A Growing NationWith a Great Ambition
3
4
Qatar National Vision 2030A Healthy Population: Physically and Mentally
A Healthy Nation is a Productive Nation
Qatar National Health Strategy 2011 - 2016 The National Health Strategy 2011-2016 is intended to propel Qatar toward the health goals and objectives contained in the QNV 2030
A Unique Population
5
Diverseexpatriate population
5
6
Increase in demand for healthcare services due to more people, with more chronic disease, living longer
-15
-10
-5
0
5
10
15
20
19
60
19
65
19
70
19
75
19
80
19
85
19
90
19
95
20
00
20
05
20
10
An
nu
al p
op
ula
tio
n g
row
th (
%)
Bahrain
Qatar
Rwanda
UAE
Kuwait UAE
Rwanda
Kosovo
Equatorial Guinea
All other countries
7
CountryBeds per 1,000*
Australia 3.9
Canada 3.2
UK 3
USA 3
Saudi Arabia 2.2
UAE 1.9
Qatar 1.4
Percentage change in growth from 2005
Healthcare Demand and Capacity
HMC is the Main Healthcare Provider
8
• Established 1979 with 35 years of experience
• Government funded non-profit provider
• Eight hospitals, National Ambulance Centre – and growing, with 4 new hospitals planned for 2015
• Provide 90% of acute healthcare in Qatar
• Tertiary, Secondary and Continuing Care
• 750,000 emergency attendances
• 20,000 deliveries annually
• Expected healthcare budget increase fromQR8.8bn ($2.4bn)
• Joint Commission International accreditation
• ACGME-I accreditation
9
HMC - A Growing Hospital Network
Nursing and Skilled Nursing Care
Tertiary Hospitals
General Hospitals
Continuing Care
National Ambulance Service
Key Statistics from 201310
HMC AT WORK IN NUMBERS
11
Priority
Supporting Priorities
Core
Improvement
Academic healthas a means of transformation
Reforming organizational
capabilities
Clinical Research
Education & DevelopmentEnabling Human
Resources
Facilities
Information Systems
Community Engagement
Organizational Capabilities
Transformation
12
Qatar’s Academic Health System
HMC is “uniting academia and healthcare for the benefit of the population”(Health Service Journal)
“It is a significant achievement…a collaborative model others will seek to emulate.”
(Dr S. Wartman, President and CEO, Association of Academic Health Centers)
13
“We can't solve problems by using the same kind of thinking we used when we created them.”
Albert Einstein
BUILDING ‘THE HAMAD WAY’
Building Will, Ideas
& Teamwork for Execution
• Quality and Safety Strategy
• Middle East Forum in collaboration with IHI
• Best Care Always Campaign
• Open School
- 5000+ HMC staff registrations
15
PDSA - a Model for Improvement
Developed by Associates in Process Improvement, the Plan-Do-Study-Act (PDSA) model is a valuable tool for accelerating improvement.
It has been used very successfully by hundreds of health care organizations in many countries to improve many different health care processes and outcomes.
Including the right people on a process improvement team is critical to a successful improvement effort
Testing the improvement solutions to verify their validity
is equally important for sustained improvement.
16
Governance & Risk Management
Leadership & Behaviors
• Governance Review• Leadership for quality• Workforce development• Job planning and appraisal• Enhancing medical education
• Evidence based optimal care• CPD for quality• Awards for professional excellence• Privileging and credentialing
• Data on Harm (IHI Global Trigger Tool)
• Benchmarking / Dendrite/ ICD-10
• Mortality Review• Core investigation Committee• Never Events (SUI)• Access Targets
• Best Care Always Collaborative• Hospital Acquired Infections
• Clinical Service Reviews• Pressure Ulcers• VTE• Deteriorating Patient
• Review of complaints management system
• Decentralized complaints service
• Patient survey• Communication• Patient Information service• Staff safety culture survey
• Collaborative partnerships • Microsystems• IHI Fellows• HMC Internal Fellowship
• IHI Open School• IHI Mid East Forum• CCITP
• Nurse leadership• Allied healthcare professional
• Hospitalist program• Transfer burns services• Hospital at the weekend
Measurement & Benchmarking
Quality Initiatives
Patient Partnership & Complaints
Capacity & Culture for Continuous QI
Multi-Disciplinary Development
Reduce Avoidable Deaths
Reduce Patient Harm
Improve Outcomes
Reduce Length of Stay
Improve Patient Experience
Improve Access to Care
Quality Goals Primary Drivers Secondary Drivers
Quality Goals and Drivers
HMC and IHI’s 2nd Annual Middle East Forum on Quality and Safety in Healthcare is part of the Best Care Always quality improvement framework led by HMC in collaboration with IHI.
This world-class conference offers opportunities to learn the latest improvement ideas, connect with like-minded colleagues, and generate momentum for change in your department and across HMC.
Register at: http://ihime2014.hamad.qa
Storyboard Exhibition & Competition26/4/2914
Best CareAlwaysWe make the differenceCommitted to delivering the safest, most effective
and compassionate care to our patients
Quality & Patient Safety
19
Quality & Patient Safety Capacity and Capability Development
Open School(5000 enrollments)
IHI Forum(2800)
Employee Induction (25000 staff)
Fundamentals in safety (200 PA)
CCITP(150 trained)
Best Care Always Collaborative ( 150 year one)
HMC Fellowship(12 PA)
Microsystems(60 PA)
IHI Fellows(2 PA)
Clinical Leadership
ExecutiveLeadership
High reliability ward(1 PA)
20
HMC Quality Strategy agreed
Oct-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14
IHI Partnership Agreed
IHI facilitated leadership
retreat
HMC-IHI Mid East Forum
Open School
enrolled
HMC-IHI Fellow commenced
BCA Launch
BCA Foundations
BCA LS-1
BCA LS-2
BCA LS-3
HMC-IHI Mid East Forum HMC-IHI Internal
FellowshipIHI Fellow x2
Microsystems
Increasing Capacity & Capabilityfor Quality Improvement
BCA Collaborative
Teams Review
JCI Surveys
* Best Care Always Learning Set
21
LESSONS LEARNED
• Understanding the magnitude of the challenges
• Developing a quality and safety strategy
• Building capability and capacity at all levels
• Raising senior leadership visibility• Understanding the local culture• Encouraging huge appetite for change• Developing an environment of
openness and transparency• Realizing the need to fuse all things
best, both East and West
22
“You can design and create and build the most wonderful place in the world, but it takes people to make the dream a reality.”
Walt Disney
Inform, Integrate, Improve