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IMPROVING HEALTH CARE ACROSS THE ORGANISATION Jennifer Williams The Alfred March 2007 Auckland

IMPROVING HEALTH CARE ACROSS THE ORGANISATION Jennifer Williams The Alfred March 2007 Auckland. Significant patient flow improvement work has occurred across Bayside Health improving patient access. The focus has been on bringing the hospital to the Emergency department.

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IMPROVING HEALTH CARE ACROSS THE ORGANISATION Jennifer Williams The Alfred March 2007 Auckland

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  1. IMPROVING HEALTH CARE ACROSS THE ORGANISATIONJennifer WilliamsThe AlfredMarch 2007 Auckland

  2. Significant patient flow improvement work has occurred across Bayside Health improving patient access. The focus has been on bringing the hospital to the Emergency department

  3. We have invested in areas that experienced substantial growth in demand AND improved processes • 11 % increase in beds – more flexible model • 12 bed ESSU development • 650 additional theatre sessions per annum • 2 additional ICU beds • 6 additional monitored beds • Alfred Centre now online • Increased Radiology capacity • from 1 to 3 MRI’s • 3 - 64 slice CT’s • Additional Angio/Fluro/Ultrasound etc • Increased CGMC capacity (15 ACG beds) along with prioritised access for Alfred patients • 4 EFT of additional perioperative coordinators

  4. Progress to date……. Emergency stream • Sustained reduction in ambulance bypass • Reduced ED waiting times • Eliminated 48 hr stays • Significantly reduced 24 hr stays • Improved but inconsistent performance in 8 hr stays • Sustained reduction in long stay patients • Sustained improvements in access to CGMC Elective Stream • Increased throughput • Inconsistent improvements in waiting times depending on Category • Some reduction in HIP’s • Sustained improvements in failed same day surgery rates • Improving DOSA rates Achieved in context of approx. 10% increase in ED presentations ……But we still have unacceptable waits in both streams at times

  5. Progress so far on non admitted patients 4 Hour Performance 24 Hour Performance

  6. Progress so far on admitted patients • 8 hour performance

  7. Progress so far on Surgical Cancellations

  8. We will now focus on the Emergency Department itself and the areas that are under the direct influence of Emergency & Trauma Centre team Goal: Meet demand for emergency services • 80% of admitted patients will spend less than 8 hrs in E&TC • 80% of non admitted patients will spend less than 4 hrs in E&TC • No patients will spend more than 24 hours in E&TC • Continue to minimise episodes of bypass Approach: Using Lean Thinking methodology to review & redesign patient flows for the following groups; • Admitted pts • Non admitted pts

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