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Health Innovation Exchange
Dr Tony O’ConnellDirector-General
Queensland Health
Qld OOS
Statewide OOS
2,000,000
2,050,000
2,100,000
2,150,000
2,200,000
2,250,000
2,300,000
2,350,000
2,400,000
2,450,000
2008/09 2009/10 2010/11
OO
S
Growth in OPD new patients waiting
0
50,000
100,000
150,000
200,000
250,000
2007 2008 2009 2010 2011
Queensland OPD waiting lists
Queensland Context
Statewide, Number of Patients Waiting by Urgency Category
0
20,000
40,000
60,000
80,000
100,000
Category 1 Category 2 Category 3 Uncategorised
Num
ber
of P
atien
ts W
aitin
g Mar-10
Mar-11
What do we need to do to improve the delivery of services for patients?
Core principles
Improving the patient journey
Increasing access to services
Delivering best practice
Enabling principles
Promotinginnovation
Delivering process improvement
Effectively engaging
Providing leadership
Driving accountability
System-wide priorities
Efficient use of emergency department resources — Patients should only stay in the emergency department for the minimum time needed to safely assess, stabilise and transfer care or discharge home safely. ED stay should be less than six hours for admitted patients and even less for non-admitted patients.
System-wide governance — Patient flow is a system-wide issue affecting the entire facility and requires commitment and leadership of the hospital executive, with cascading responsibilities throughout the organisation.
Appropriate bed management practices — Active bed management assists with the delivery of quality care and hospitals should ensure that policies, procedures and governance arrangements are in place to support this practice.
Efficient discharge processes — Estimated dates of discharge (EDD) improve patient management and the patient’s journey. Patients should have a discharge date estimated early in their admission.
Identifying patient flow problems — Diagnostics help identify patient flow issues and select interventions. Hospitals need to understand their problems and underlying causes before initiating solutions.
Measuring and monitoring performance — An operationally sustainable process for evaluating and monitoring performance is necessary to ensure accountability and appropriate action.
Services designed around pt needs-Patient flow core principles
Imperatives/Principles• Developing a culture within the system which
focuses on improvement of the patient journey and experience
• Promoting openness and accountability regarding Qld Health performance and working with general practice to design joint solutions
• Spreading and sustaining redesign, innovation and good performance
1Managing demand
Discharge
Building capacity
Service delivery models
2
34
Outpatient Flows
Promoting transparency regarding the way Qld delivers health services to both patients and clinicians
Transparency and reporting
Delivering process improvement
Statewide New and Review OOS
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2008/09 2009/10 2010/11
OO
S Repeat
New
Chart Audit of Clinic
Health Reform will support innovation to provide improved access to care• Local Health and Hospital Networks
accountable to both community and Government
• Clinician and consumers decide how resources are best allocated
