whole of hospital priority

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Whole of Hospital Priority Working together to provide the right healthcare for people in NSW every day Health service ownership and leadership to improve and sustain access to care Development of local skills and capacity for organisational change Improving partnerships and connectivity at system and local levels From January to September 2013 570,000 patients waited longer than 4 hours to receive the care they needed to either get home or into a hospital bed This is 91,000 less than the same time last year

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Whole of Hospital Priority. From January to September 2013 570,000 patients waited longer than 4 hours to receive the care they needed to either get home or into a hospital bed. Working together to provide the right healthcare for people in NSW every day - PowerPoint PPT Presentation

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Page 1: Whole of Hospital Priority

Whole of Hospital Priority Working together to provide the

right healthcare for people in NSW every day

Health service ownership and leadership to improve and sustain access to care

Development of local skills and capacity for organisational change

Improving partnerships and connectivity at system and local levels

From January to September 2013570,000 patients waited longer than 4 hours to receive the care they needed to either get home or into a hospital bed

This is 91,000 less than the same time last year

Page 2: Whole of Hospital Priority
Page 3: Whole of Hospital Priority
Page 4: Whole of Hospital Priority

Newcastle Herald – 11 December 2013

John Hunter Hospital NEAT Jan 2013 – 50%

Sept 62%Oct 64%Nov 63%

Page 5: Whole of Hospital Priority

Illawarra Mercury – 11 December 2013

Wollongong Hospital NEAT Jan 2013 – 52%

Sept 60%Oct 67%Nov 66%

Page 6: Whole of Hospital Priority

Liverpool Leader – 11 December 2013

Liverpool Hospital NEAT Jan 2013 – 43%

Sept 61%Oct 66%Nov 65%

Page 7: Whole of Hospital Priority

What worked in NSW 2013 Undertaking diagnostic to understand

business

Focus on the data

Sharing proven solutions

Prioritizing top 3-5 solutions

Central resource availability

Site engagement and “shifting” the naysayers

Connecting the sector

Trajectories and expectations

Performance monitoring

• Health service led strategy to manage system demand and capacity• Local partnerships

Page 8: Whole of Hospital Priority

Lessons learned 2013

Similar issues, problems and challenges with flow across the sector

Similar solutions to address flow across the sector

Importance of planning and holding people to account for agreed outcomes

Need for Program and Clinical Leads to support executive and staff and vice versa

Communication is the key to success

Data availability and integrity is a challenge

Clinical engagement needs improving

Page 9: Whole of Hospital Priority

2014 Areas of focus

Local capability development

LHD/facility support and performance monitoring

Connecting the sector

• Master classes• Inter district assistance• Working with Subject Matter Experts• E-learning tools

• Assistance with data reporting• Implementation of Program Leads• Timeline studies• Models of care• Linking with others

• Joint website with key tools• Policy development & implementation• Joint planning across Pillars, Ministry and other agencies

Page 10: Whole of Hospital Priority

HETI

Senior Clinicians

CEC

ECI

HSIPR

PFP

Workforce

MHDAO

ACI

Performance Framework

LHD

Whole of Hospital Priority

CE Group

External Expertise