HaDSCO Collaborate & LearnPlatformProfessor Frank Daly

Chief Executive South Metropolitan Health Service

The future

What are we trying to achieve?

Best possible outcomes for patients

Improved patient experience

Committed workforce

Financial sustainability

Evidence and outcome

High quality care is effective, safe, personal, timely and efficient

It is self-evident that we should provide evidence-based clinical care wherever possible

Evidence and outcome

There exists a robust evidence-base regarding how organisational culture, teamwork and clinical engagement effect patient outcomes, organisational performance and financial outcomes

Patient satisfaction and experience

Clear relationships between

staff satisfaction and patient

satisfaction

Patient satisfaction highest

where staff have clear goals

Good HR processes associated

with lower mortality in acute

hospitals

Teams

Compassion is often cited as

the key ingredient required to

provide high quality care

Notice others

with an empathetic response

that leads to intelligent action

Staff do not come to work thinking

they will not be compassionate that day. A lack of compassion comes from

being ill-equipped to cope with day-to-day challenges

Working in teams* provides the capacity to manage challenges and

improve

Indicators

Process indicators

Outcome indicators

Lead indicators

Indicators Lead indicators might assist

an understanding of hospitalcapability and culture Patient experience Staff satisfaction “Would you want a loved one to be treated

here?” The percentage of staff working in true teams

Process measures to show the way to improvement

Consumer Complaints for SMHS 2012/13

During the 2012/2013 Financial Year the South Metropolitan Health Service (SMHS) received a total 1,662 complaints from which 2,253 issues were identified.

The top three (3) issues identified in complaints received by SMHS were:

32% Quality of Clinical Care 19% Communication 17% Access

Case Study: Spinal Surgery and Bracing Wait Times

Several complaints were received at Royal Perth Hospital with regard to the wait times for spinal surgery and spinal bracing for scoliosis patients.

Complaints highlighted that some patients were resorting to eastern states travel for surgery and bracing.

Case Study: Spinal Surgery and Bracing Wait Times

Investigation findings:

Imbalance between theatre activity and referrals for the spinal service causing an ever increasing wait list.

The amount of theatre time scheduled for spinal surgery was insufficient.

Complexity of the surgery for scoliosis required additional surgical expertise.

Case Study: Spinal Surgery and Bracing Wait Times

Many patients waiting an excessive amount of time between assessment and fitting of the prescribed spinal bracing.

Identification of “single points of failure”.

Case Study: Spinal Surgery and Bracing Wait Times

Actions:

Negotiations to employ additional FTE to significantly reduce the waitlist for spinal surgery.

Creation of an official State Spinal Service at Royal Perth Hospital (RPH).

Outsourcing some spinal bracing to the private sector.