FRIDAY, NOVEMBER 26, 2010.

ttW E E K E N D

12-PAGE FEATURE

The Queen Elizabeth Hospital s contact numbers are:

¥ EMERGENCY AMBULANCE SERVICE: 511 OR 426-0015

¥ MAIN SWITCHBOARD: 436 6450

¥ ACCIDENT & EMERGENCY OPERATOR 436-6450 Ext. 5540

¥ APPOINTMENTS: 436-6450 Ext. 6120

HOTLINE: 228-6824 (22-TOUCH)

THE QUEEN ELIZABETHHospital (QEH) hasprovided high quality, freeservice to many Barbadiansover the years, most ofwhom are grateful to thishealth institution.

Below, patients expresstheir gratitude to the QEHstaff, as they celebrate thehospital’s 46th anniversary.

Carl Chandler, 54, dialysispatient:

I give credit to all thestaff of the QEH, withoutsingling out any.

I have been on thedialysis machine for 18months and have not hadany difficulty so far.

I attend the hospital twice weekly, and find the staff to be friendly and co-operative. Sometimes there is a littlewait and that is understandable, but I have tailored myMondays and Wednesdays in such a way that I do nothave anything else to do on these days.

Roslyn King, 50, dialysis patient:I have been on the dialysis machine for 15 years and

I must admit that service in the Dialysis Department hasbeen good. Like most units there are ups and downs, and always room for improvement because we expect thebest. There has been improvement over the years, andsome machines have been replaced by more modernbrands. I am sure that Government is doing all it can toassist the QEH.

Barbados is the only country in the region offering free dialysis service to its citizens. There are currently 23machines and with the shift system in place, patients are adequately served.

Beverley Knight, 54, dialysis patient:The service at the QEH is excellent, this is not to say

there cannot be improvements, but we cannot ask formore at this time. In the other Caribbean countriespersons have to pay for their dialysis treatment andmedication. In some islands it costs as much as $800or so for one dialysis treatment.

I visit the QEH to go on the dialysis machine threetimes a week for four hours each visit. I started usingthe dialysis machine in 1989, but stopped when I had akidney transplant in 1992. I came back to the programme

in 2000 when my body rejected the kidney.

Shantanette Beckles, 27, ante-natal patient: I am due to deliver my first baby any time now. I

started attending the Ante-Natal Unit last August, and so

far, my experiences have been good. The nurses havedone a great job in preparing me for motherhood, and toldme what I will go through when it comes to giving birth.

There is some waiting for medication, but this apart,the staff in this Unit are very friendly.

46TH ANNIVERSARY2. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION EXTRA

THE QUEEN ELIZABETH HOSPITAL (QEH), whichis currently celebrating it’s 46th anniversary, is thecountry’s primary acute care medical facility. TheQEH is also an accredited teaching hospital affiliatedwith the University of the West Indies, Cave HillCampus.

The QEH opened its doors on November 14,1964, seeking to address the medical, surgical,clinical and treatment needs of the Caribbean and toserve as a teaching hospital for those seeking acareer in the medical profession.

Since its inception, the hospital has expanded itsbed capacity from 464 beds to the current 600 beds.

Four Clinical Directorates serve as an umbrella forthe clinical functions of the hospital. They are:‘Surgical Services’, ‘Women and Children’, ‘Medicineand Accident & Emergency’ and ‘DiagnosticServices’. Added to these is the ‘Other Services’,

including ‘Corporate Adminstration’, ‘NursingServices’, ‘HR’, ‘Finance’, ‘Support Services’ andEngineering’.

Operational plans for the QEH continue to focuson strengthening the delivery of quality health carewith strategic direction guided by the 10-year plan for health and the QEH Care Excellence Programme(CEP).

The hospital’s vision is to be the leader amonghealthcare facilities in the region by deliveringhealthcare and professional teaching services of the highest quality, while maximising benefits to all stakeholders.

The QEH’s mission statement is: To be thepremier regional institution providing excellent,patient-centred, secondary and tertiary healthcare services and health professional teaching inBarbados, the Eastern Caribbean and beyond.

About The Queen Elizabeth Hospital

Chorus of praisefrom patients

THE GOALS of The Queen Elizabeth Hospital are:

• To be a Centre of Excellence for the delivery ofsecondary and tertiary medical care for Barbadians,visitors and persons referred from the region.

• To be a Centre of Excellence for undergraduate andpostgraduate teaching of health care disciplines forBarbados and the region.

• To provide equality of health care and respect forthe rights of individuals, irrespective of class, colour,creed, religion or sexual orientation.

• To have a continuing evaluation of the cost-effectiveness of all aspects of health care delivery, to reduce wastage and enhance performance.

• To develop a complement of highly motivatedemployees, dedicated to the principle that the patientcomes first in all deliberations and activities.

• To provide, develop and maintain a workingenvironment which is clean, healthy and conducive toteam building.

• To commit to the upliftment of health services in the

community through the training of personnel, the provision of services and the promotion of positiveinteraction between health care workers in the community and the hospital.

• To make the best use of modern informationtechnology to enhance and sustain the operations of the hospital.

• To provide access to all available services andtimely response to referring practitioners

• To harness new developments as required inaccordance with the strategic direction of the hospital.

• To establish and maintain standards which areinternationally acceptable.

• To foster community linkages in the overalldevelopment of the hospital.

• To empower all employees in the decision-makingprocess.

• To provide all services in a timely manner.

Excellence at core of goals

BEVERLEYKNIGHT

SHANTANETTEBECKLES

CARLCHANDLER

ROSLYNKING

(Pictures by Rawle Culbard)

Chorus of praisefrom patients

Forty-sixth anniversary message from Chief ExecutiveOfficer of The Queen Elizabeth Hospital, Dr Dexter James.

AS THE CHIEF EXECUTIVE OFFICER, charged with theresponsibility to continue the transformation andimprovements to hospital services around the brand ofpatient-centered care, I feel extremely proud to celebrateour achievements to date.

As we reflect on the past year, we have madetremendous strides at improving and maintaining stabilityin our operations. There is a sense of hopefulness bystaff and the public that something good is happening anda better day for improved hospital care is coming.

We have managed to: • Maintain the mix of private surgeries at the hospitalto within 25 per cent of all cases done; • Strengthen our admissions, billings and collectionsprocesses which have led to improvements in totalcollections performance of approximately 25 per centover the previous periods;• Relocate out-patients clinics for paediatrics, ENT,neurology, neurosurgery and dermatology at newfacilities at building # 6 at the Enmore complex. Thishas led to improved operations and management ofthese clinics and a reduction in patient-flow activity atthe main hospital;• Improve waiting times at Accident and Emergency(A&E), though not on a sustainable basis due tochallenges with bed management;• Have improved significantly – door to triage –reduced from one hour to 45 minutes); door to doctor –(reduced from eight-hours to four-hours); and • Minimise stock-outs for drugs and pharmaceuticals,reagents and medical supplies.On the recapitalisation efforts, we continue to focus

attention on completing the $14m electrical upgradewhich will provide excess capacity to meet our currentand future needs. This project is progressing well and weanticipate a completion date by June next year. Fundingis currently being considered for the Lions Caribbean EyeCare Centre so that ophthalmology services can return toits permanent home with a more congenial setting forpatient-care.

Finally, we are committed to completing the cardiacsuite and Medical Intensive Care Unit (MICU).

These improvements are but a few accounts of thestrides we are making to transform the QEH.

I am encouraged by the many public sentiments on thenoticeable changes and the sincere words ofencouragement and advice on ways in which we couldimpact the patient-care experience.

This is our mandate and we will be relentless untilsuch time that we continue to receive sustained positivefeedback from patients and the public on the level andquality of their care and treatment experience.

Having said that, we need your help so we can betterserve you. We need you to act responsibly in the accessto and use of our Emergency Ambulance Services. Thisservice should only be called for life threateningconditions and not used as a form of patient transport.Use Accident and Emergency services only for"accidents" and "emergencies".

For other medical conditions, make better use of thepolyclinics, and make sure you pay your hospital bills ontime. These funds are needed for us to make thenecessary improvements to patient-care andsustainability.

For those publics with non-communicable diseasessuch as diabetes and hypertension, exercise a greatersense of personal responsibility for your care. If you failto, the burden of these diseases will drive hospital costsup through unnecessary admissions, cost of medications,unnecessary amputations and the greater need forrehabilitation services. This disease may also lead tocardio-vascular complications, and the need for high-costdialysis services.

In the coming months, as we continue this journey ofcare improvement, we intend to build on gains made overthe many years. We understand that there are high publicexpectations in a number of priority areas:

• Including the need for continued improvements inthe appointment system and general management ofoutpatient clinics;

• Reduced and sustained improvements to waitingtimes at A&E; • Reduced backlogs and waiting times for electivesurgeries; • Reduced backlogs for selected diagnostic servicessuch as mammography and ultrasounds; and• A more patient-friendly and empathetic caregiver. We are introducing new medical technology such as

laparoscopic (keyhole surgery) surgery in Obstetrics andGynaecology so that patients can be seen as day casesrather than admitted to hospital beds. This will reducelengths of stay and ultimately costs. We are exploring theopportunities and benefits of Information CommunicationsTechnology (ICT) to provide opportunities for real-timeinterpretation and reporting of CTs and other diagnostic

images by radiologists. The implementation of tele-radiology is a must for the

QEH; it will facilitate connectivity to service providersoverseas and provide for expanding capacity for the realtime interpretation and reporting on all types of diagnosticimages.

It is through these and other efforts that we will refreshour brand so that the past perceptions of the QEH willchange to a level of public acceptance as the pride andjoy of every Barbadian, in just the same way asAmericans will applaud Jackson Memorial Hospital orCanadians – the Sick Kids Hospital. This dream is wellwithin our reach.

In short, we must and will respond to meet the needsof public expectation and the needs of a changing society.We have set in motion a formal mechanism to receivetimely feedback from our patients and visitors. There isthe 22-TOUCH hotline (228-6824) which is manned solelyby volunteers on a daily basis: Mondays to Fridays from 8 a.m. to 6 p.m.

This is an independent service. Please call and shareyour commendations, suggestions or feedback on ways inwhich we can improve the quality of our services.

We have recently launched in-patient satisfactionsurveys across all wards so that we can hear from youabout your interaction with the medical and nursing staffand general care experience, the quality of food servicesand the environment of care. Anecdotally, health researchhas shown that these and other attributes contribute to amore complete understanding of the quality of the patient-care experience. It is not solely about good patientoutcomes.

Finally, last month we re-launched our website –www.qehconnect.com, as a major information portal forproviding real time information on our vision and packageof services, patient information, listing of doctors, careeropportunities and patient and visitor feedback. Feedback,when analysed, will allow us to make informed decisionsin an effort to meet patients’ expectations.

It is in this context that we have focused our centraltheme for the future around: Getting better together.

Be part of it!

WEEKEND NATION EXTRA. FRIDAY, NOVEMBER 26, 2010. 3

46TH ANNIVERSARY

QEH getting better for all

DR DEXTER JAMES.CHIEF EXECUTIVE OFFICER,

THE QUEEN ELIZABETH HOSPITAL (FP)

46TH ANNIVERSARY4. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION EXTRA

HE has vivid memories of theQueen Elizabeth Hospital (QEH)in its formative years, and the factthat this health institution grewand expanded significantly byutilising its internal space.

Call senior laboratorytechnologist Arthur Pounder awalking history book when itcomes to the QEH. As one of twoemployees with over 40 years’service, Pounder’s vastknowledge of the layout of thehospital when it was first built,can only be described asunbelievable.

Educated at the Modern HighSchool and the University of theWest Indies, Pounder joined theQEH as a clerical officer/traineelaboratory technician in 1969. Hehad already worked for shortperiods as a trainee druggist anda postal assistant.

In 1973, following training inJamaica, where he completedFirst Level Examinations, knownback then as the Certificate inMedical Laboratory Technology,Pounder was promoted to thepost of laboratory technician. Thispreceded three years of trainingas a laboratory apprentice. Healso completed a Diploma in

Haematology, and a six-monthdiploma course, in Jamaica,sponsored by the Pan AmericanHealth Organisation (PAHO).

Pounder returned to the QEH

in 1976, and was promoted once

again, this time to the post oflaboratory technologist. His dutiesincluded performing variouslaboratory investigations – suchas haemoglobin analysis; whitecell analysis; cross matching,

blood grouping and preparingtissues for pathologists – amongothers. In 2002, he was promotedyet again, this time to his currentposition of senior technologist.

In his current post, hemanages a team of 15 laboratorytechnologists in the Haematologyand Blood Bank units of thePathology Department.

Pounder remembers that thehospital was constructed toaccommodate internal expansion.“The corridors were quite big andmany additional rooms wereadded over the years.

“Internal expansion allowed forthe addition of consultancyoffices, clinics – including staffclinics; the social workers’department; paediatric andsurgical offices – among others.

“You did not have to go outsidethe walls of the hospital toexpand,” he stressed.

He also recalls how thehospital’s fountain and walls wereremoved to make room foradditional space.

“The Casualty now is notwhere it used to be. It used to bewhere the Paediatric Clinic andENT (Ear, Nose and Throat) Unitnow occupy.

“The hospital, however, wasalways five levels, as it was notconstructed for further upwardconstruction.

“The Lions Eye Care Centrewas added and the in-filled blocknow accommodates lecturetheatres, and the SurgicalIntensive Care Unit.

“The Accident and EmergencyUnit and the Asthma Bay werealso built over the years,” addedPounder.

He also noted that the externalsouthern and eastern ends of thehospital were once gardens.These, along with the Ministry ofTransport and Works Depot(which was situated at the back ofthe compound), were taken overby car parks, Pounder informed.

In addition, he recalls that abus, which plied the St Philiproute, would drop off visitors tothe health institution just outsidethe hospital, and became knownas “the hospital bus”.

The days of hosting children’sparties in the QEH and carryingout manual laboratory tests(before tests became automated),are also among the manymemories which Pounder holdsdear to his heart.

Witness to changes through the years

ARTHUR POUNDER, senior laboratory technologist, joined theQEH more than 40 years ago and has witnessed many of the majorchanges the institution has undergone. (RC)

CLAUDE LEWIS is thelongest standing employeeof the Queen ElizabethHospital (QEH), havingjoined this health institutionin 1968.

Today, he holds the postof chief laboratorytechnologist, but his rise tothis position, has been oneof consistent education,humbleness of spirit, and adeep love for his work.

Educated at ColeridgeParry School, Lewis firstworked in Government’saudit department, beforejoining the staff as alaboratory technician atwhat was then known as theEnmore Health Centre (laterrenamed the Winston ScottPolyclinic).

While he was assigned tothe Enmore Health Centre,which was located at BayStreet, St Michael, thePublic Health Laboratorywhere Lewis was employedin fact, was under thedirection of the QEH,Pathology Department.

His duties back thenincluded performing basicclinical laboratory testsincluding tests fortuberculosis.

His first in a number ofmoves between the QEHand the Health Centre wasin 1969, when he worked asa junior laboratory assistantin the hospital’s LaboratoryDepartment.

On completion of furtherstudies in 1970, he returned

to the Health Centre, wherehe spent another two years,before his return once againto the QEH.

In 1975, he left Barbadosto undergo training at theCentre for Disease Controlin the United States, wherehe completed studies inflorescent microscopy. Hereturned to the HealthCentre where he workedfrom 1975 to 1979, carryingout florescent microscopytesting for syphilis.

Following additionalstudies, and attachments tothe QEH, Lewis returned towhat was by then the PublicHealth Laboratory at theWinston Scott Polyclinic

before taking up the post ofsenior technologist in theMicrobiology Department atQEH in June 2000.

In March 2003, Lewiswas promoted to the post ofchief laboratorytechnologist. In this role, hecoordinates the functionsand day-to-day operationsof the technical staff of theQEH Laboratory. Lewis isresponsible for the orderingand provision of supplies forall the sub-departments inthe Pathology Laboratory.This includes theHematology, Microbiology,Clinical Chemistry, Histologyand Cytology departmentsas well as the NationalBlood Collection Centre.

Lewis admits that healways possessed a love for“laboratory type” work.

“From my school days Iknew I wanted to work in alaboratory. Working in thehealth sector provided mewith that opportunity,” hesaid.

He has witnessed thegrowth and extension of theQEH throughout the years,

and admits: “I’ve had tochange with the times.

“When I came to thehospital, there was an opendoor policy. There was noneed for security like thereis today. Now, it’s a different

era.”Lewis also explained that

many departments have hadto be separated in an effortto better utilise the availablespace at the QEH, which hedescribed as “bursting at its

seams”.“Even the laboratory is

bursting at its seams and isawaiting promised space,”he noted.

When he looks back overhis past 43 years with thisleading health institution,Lewis said it felt like just ashort stint. “I would notswap my work or my time atthe QEH for anything else.My work is my passion, andI love it,” he said.

"Chepstow", River Road, St. MichaelTel: 426-0750 or 426-0753

e-mail: emtagelectric@caribsurf.com

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WEEKEND NATION EXTRA. FRIDAY, NOVEMBER 26, 2010. 5

45TH ANNIVERSARY

CLAUDE LEWIS has risenthrough the ranks of theQEH over the last 43 yearsto the post of ChiefLaboratory Technologist.(RC)

43-year love affairwith lab work

THE recent round ofsurgeries to correctcurvatures of the back hasbeen hailed a success by Dr Jerome Jones of theOrthopaedic department. A team of local surgeonsand a visiting team fromNew York had managed thecases of five teenagers andadults, all of whom returnedhome within one week oftheir respective surgerieswithout a need for a brace.

Ongoing assessmentsfrom local doctors will lastfor up to five years andpatients can expect to returnto limited activities in sixmonths and normal activities(without contact sports)within a year.

Of great news to the onein 2 000 Barbadians whohave scoliosis will be thecommitment, from the QEH’sOrthopaedic Departmentthat the schedule of complexcases with the visitingsurgeons will continue longafter September.

Patients’ feedbackAs part of the recently

piloted project, 10 000surveys are being rolled-outacross the wards of the QEHto obtain feedback from allpatients.

Patients are being askedfor their opinions on theirrecent experiencesincluding:

• Medical and nursingcare• The environment (ofthe hospital)• Quality of mealsThe revised survey hasbeen developed to obtaininformation from patientsabout their health careexperience and is onlyone of several strategiesbeing used by thehospital to gain acomplete picture of thepatient experience. Thisis supported by the formalcomplaints system andthe 22-Touch (228 6824)hotline.By surveying patients

regularly, the QEH hopes tokeep in touch with thoseaspects of care that areespecially important topatients. The informationbeing gathered is considerednecessary for devisingimprovement plans to servepatients better. It is all partof patient-centered care.

Taking nurses to a higher level

Ongoing staff

development continues to bea priority for the QEH, with asteady number of nursingstaff trained for the recentperiod at the BarbadosCommunity College.

Currently, 27 nurses arepursuing the AssociateDegree in Nursing, all fully-funded by the QEH. Fournurses are also training inmidwifery and 1 other inmental health nursing.

For Director of NursingServices, Bernadette Harris,

the advancement of hernursing staff represents thehospital’s commitment todeveloping staff and

enhancing the quality ofnursing care.

All nurses areencouraged to pursue

courses as part of theircareer development andcontinuous professionaleducation. There are a

plethora of coursesavailable. Recently providedcourses include enteralfeeding, diabetes

management and the newlyintroduced training in theuse of mechanical hoists- anew initiative at the QEH.

Initiativesgeared towardbetter service

Message from Reverend Guy HewittChairman, The QueenElizabeth Hospital

ON THIS OCCASION – the 46th anniversary of TheQueen Elizabeth Hospital– I would like to take theopportunity to thank allBarbadians, inclusive of ourpatients, visitors and staff, in helping to make 2010successful for us as theisland’s main public healthcare institution.

I am proud to be thechairman of this treasuredand valuable health careprovider and I believe thatthe coming years bring newoptimism and an improvedplatform for service-deliveryand patient care. This givesme confidence that we willachieve our objective ofGetting Better Togetherand indeed, realise ourmission of providing prompt,skilled and compassionatehealth care to you – ourpublic.

But, as ever, we all need to remain vigilant inensuring that the inevitablechallenges are mitigated.This calls for us, as healthcare professionals, to bemindful of the precise needsof the public. Through therecently launched patientsurvey and the new Hotlineservice, we are certain thatyour thoughts and views willbe better heard.

With a commitment toimprove and enhance on ourpatient-care, we are also

sure that the variousmechanisms already put inplace will reap positivereturns for all who accessour services, whetherdirectly or indirectly.

With respect to ourservice delivery, we continueto view this as an evolvingprocess. With over 20 000admissions each year, theneeds of the patient arediverse. Moreover, thevarying health care needs ofthe patient bring with it arequirement for us, asproviders of good healthcare, to keep pace with themany technologies andother advancements in the field.

As we take continuedstrides forward, werecognise themultidisciplinary nature ofhealth care will call for us tomanage a plethora of areasin an efficient and effectivemanner. At any one time,our teams can be working toimprove on the aestheticaspects of the building; toincrease our electricalcapacity; to respond to theinternational requirementsfor falls prevention or to roll-out wireless capabilities forour doctors to interpret andreport on CT scansremotely.

This is but a minorportion of a whole packageof service improvementsaimed at enhancing ourservice delivery andensuring a consistent andpositive experience for ourpatients, visitors and staff

alike.As we move closer to the

half-century mark, I wish toexpress, again, my heartfeltthanks to all of our staffmembers; who in their ownway, contribute significantlyto the diverse functions ofthe QEH. Some of you havesupported this institution andits patients through over 40years of sheer hard work;whilst the tenure for some

may not be so long but yethas already yielded highreturns with respect to thecare of patients. For thatunerring commitment, wewish to express ourgratitude. We, as the boardof management, respect andvalue you and remaincommitted to supporting youto carry out your duties.

I also wish to thank ourvarious sponsors, who

demonstrate great acts ofgenerosity and commitmentto a key component of ourcommunity. Without you, wewould be challenged toacquire essential pieces ofequipment and to carry outessential physical works.

We also wish to saythank you to our patientsand visitors who continue totrust in us as the island’smore recognised health care

provider. With such needsand emphasis placed on us,we continue to strive forbetter and to do better, withthe health of our fellowcitizens foremost in our

46TH ANNIVERSARY6. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION EXTRA 7

Focus for future:Improved patient care

BOARD of management of The Queen Elizabeth Hospital.

REVEREND GUY HEWITT:CHAIRMAN, THE QUEEN

ELIZABETH HOSPITAL (GP)

THE QUEEN ELIZABETHHOSPITAL (QEH) takes aholistic approach to thedelivery of care for itspatients.

Towards that end, themanagement and staffcontinue with a vigorous planto plough all efforts intoensuring the aesthetic appealand comfort of the physicalenvironment besides clinicalaspects.

Late last year, chiefexecutive officer, Dr DexterJames and his team ofexecutive directors outlined afull programme of works,including the refurbishmentsto the Lions Caribbean EyeCare Centre (LCECC) and themain entrance upgrades. It has also been indicated that the QEH Trust, set to launch in early 2011, will foster a better route for donations; integral to the QEHfunction and hugely important in generating some of the refurbishment programmes.

Here, we take a look at some of the activities which are coming to fruition and which look set to greatly enhance the hospital experience:

New Surroundings For Select Clinics

The recently relocated clinics to the Enmore compound on Martindales Road nowprovide a newly refurbished environment where patients can comfortably await theirrespective services. It is envisaged that the move and refurbishment, costing in theregion of $200 000, will allow clinics to operate to their maximum capacity with the long-term aim to house them more permanently under the roof of the Lions Caribbean EyeCare Centre. With the intention to maximise the seating capacity to 50 persons, through

46TH ANNIVERSARY8. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION EXTRA

Changesfor thebetter

the use of an outdoor seating area, the Project team isworking fervently to ensure that the area is enclosedwithin the next few weeks. The addition of an airconditioning unit for this area will also manifest itself ingreater comfort levels for patients.

Having moved over to the former residents’ compound,the following clinics can now be found in building No.8:ENT, Paediatrics, Dermatology, Neurology andNeurosurgery.

A More Comfortable Wait in Accidentand Emergency

The wait in A&E has become a far more pleasing onefor patients; ironically, as intentions are stated to reducethe waiting period from arrival to being seen by a doctor.

Thus far, extensive work have been carried out interms of paintwork, installation of a water cooler systemand the painting of the ambulance bays. In the weeks tocome, patients and visitors can also look forward to theprovision of health care information via LCD TV as well asnew, standardised signage.

As the patient advocates make a noticeableimprovement to the communication channels between thedepartment and patients/visitors, the stage looks set topresent a far more favourable A&E experience.

Public Washroom Overhaul

The QEH recently opened its doors to its revampedpublic washrooms with brand new fixtures and a batch ofbrightly-coloured signage to boot. Besides tank-lesstoilets, which minimise the amount of water used betweeneach flush, the public will welcome a new extraction

IMPROVED SINGAGE is among the positive changes being made atthe QEH. (RC)

• Continued on next page.

PRIVATE WAITINGAREAS for families arealso part of the positiveimprovements beingmade at the QueenElizabeth Hospital. (RC)

46TH ANNIVERSARYWEEKEND NATION EXTRA. FRIDAY, NOVEMBER 26, 2010. 9

• From Page 8.

system which minimisesodours. Wall-hung toilets andgreater tile coverage willallow for an easier cleaningprocess too.

It’s all part and parcel of a$80 000 package of workswhich recognise that thecomfort of all visitors andpatients to the hospital is key.

There’s a sense now thatone is not too far from homewith the more invitingsanitary facility. Moreover,users are being urged to preserve thecondition of the area.

As such, persons are kindly askedto respect the newly refurbished units,including the addition of a disabledtoilet for both males and females.

The management also extends a heartfelt ‘Thank You’for the patience of the public whilst works were carried out.

Private Area for Families

“Excellent, fantastic surgery” and“amazing care” sum up the sentimentsof Ms Maria Boyce-Taylor towards theservices received by her late father atthe Queen Elizabeth Hospital up toand during 2009.

It also puts into context the

motivation for her and family members maximising efforts to create a private, comfortable space for those persons who are visitingpatients at the hospital and who may require a confidential area when liaising with medicalprofessionals also.

Following a great deal of work bythe Boyce-Taylor family in conjunctionwith corporate sponsors; the resultingoutfitting of the room and the additionof a sofa, drapes, microwave and otheritems looks to reap tremendousbenefits.

Situated within the HighDependency Unit (Ward A3), the new-look $8 000 room also holds a conference table and chairs plus a refrigerator.

Visitors’comfort

a priority

THE QUEEN ELIZABETHHOSPITAL (QEH) isencouraging members of thepublic to pick up thetelephone and call 228-6824(22-TOUCH).

Extending beyond ageneral switchboard, theQEH Hotline represents avery real way in whichpeople can affect changewithin this very criticalaspect of the healthcaresystem and contributetowards the smooth runningof the QEH.

With the view thatmembers of the public arebest suited to help withdetermining the future of theisland’s main hospital, theQEH Hotline has been set up as a central featureof customer-care endeavours.

However, since its launchon April 19, 2010, take-up of the service hasbeen slow. While thevolunteers have beendedicated to working the phones, thenumbers calling in have been modest.

Still, the QEH is keen to sustain efforts toconnect to the publicwith a realisation thathealthcare objectivesare best met in tandemwith public opinion. To that end, themanagement is againcalling on the public to have their say in the process.

Putting patients first is not just a sloganbut a clearly envisaged objective – with thehospital keen in its commitment to allow adirect route to the decision-makers at bothoperational as well as board level in aconfidential manner.

Facilitating a thorough feedbackprocess for patients and public

As a complement to the hospitalswitchboard, the QEH Hotline seeks toprovide a conduit by which all members ofthe public can call to share or discuss anymatter pertaining to the hospital.

Be it a commendation or a suggestion,a team of 17 hotline volunteers have beenfully trained to deal with such calls andremain ready to do so on a Monday toFriday basis, from 8 a.m. to 6 p.m.

If there’s any doubt thatyour call can make adifference, consider thesentiments of Chaplain forthe QEH, Canon NoelBurke, who takesresponsibility for managingthe team of volunteers. Heshares that there’s a verysystematic approach todealing with each call; withthe chief executive officer(CEO) and departmentheads keen to embrace theviewpoints of the public.

From the point of pickingup the telephone, thecustomer’s query ismanually logged. At the endof each two-hour shift,papers are collated and atthe end of each day, thebatch of enquiries isdelivered directly to CEO, DrDexter James.

James has continuallymaintained a position ofensuring that the thoughts

and concerns of the wider public areintrinsic to patient-focused care and theprovision of information for improvementsin the quality of care.

Each call is dealt with on an individualbasis so while some may require a fullinvestigative process of up to two weeks toensure a response and possible action;other instances may take just a half hourto identify an adequate response and havethe appropriate department address thematter.

It’s a wonderful opportunity to air yourviews with a volunteer who is impartialwhile not being impersonal, and who willalso ensure a completely confidentialservice from the initial point of call rightthrough to the point of submission to theBoard of Management, if deemedappropriate.

46TH ANNIVERSARY10. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION

QEH hotlineawaits

your calls

CANON NOEL BURKE, chaplain of the QEH,manages the team of Hotline volunteers . (FP)

THE QUEEN ELIZABETH

HOSPITAL (QEH) is currentlycelebrating the 25th anniversary ofthe HIV/AIDS Diagnostic Laboratory,which has been the Central TestingLaboratory for HIV/AIDS inBarbados since 1985.

The laboratory first started withone person trained to test for HIVusing very basic technology. Today,there is the use of technologicallyadvanced analysers and a staff often highly qualified, trainedtechnologists. Barbados can boastof having established the firstHIV/AIDS Testing Laboratory in theEnglish Caribbean region. Thelaboratory was established in May1985, by Dr Delores Lewis,Consultant Medical Microbiologistand Head of the HIV Diagnostics.

Dr Lewis also heads the Pathology Laboratory of theQEH.

At that time, tests were done primarily on patientswho presented to the hospital with clinical signs andsymptoms of HIV/AIDS, and those making blooddonations to the hospital. This was expanded inNovember 1985, when testing kits became availableworldwide. Tests were extended to all individuals, andthe Ministry of Health, deemed that these tests would befree to all Barbadians.

One in 100In March 1985, Dr Lewis was asked by the then Head

of Pathology, Dr Harold White, to embark on a four-weekPan American Health Organisation (PAHO) coursesponsored training at the Centre of Disease Control(CDC) in Atlanta, Georgia. The course was offeringtraining in HIV/AIDS testing, approximately sevenmonths before the HIV AIDS test kits became availableon the market.

Dr Lewis admitted that initially, she was apprehensive,as not much was known about the HIV virus at that time,and it was simply known as the “Killer Virus.” There wasalso no known treatment available in those early days.

Her courage to venture into “unknown waters” wasdue to her years of having worked with infectious agentsand her knowledge of how to handle such agents. DrLewis was the only Caribbean person among a class ofover 100 investigators from around the world attendingthis training. She was privileged to train on all availableHIV test kits, ELISA testing, as well as how to performthe confirmatory western blot test. On completion, sherequested test kits from the CDC, and transported themto Barbados.

She smiles as she relates when asked by animmigration officer at the airport what was in hersuitcase, and she replied, HIV/AIDS testing kits, that shewas quickly whisked through Immigration.

Due to the early hysteria and fear of this disease andthe handling of specimens, tests were done only by DrLewis. Gradually, she was able to interest the technicalstaff into receiving training.

It all began when she was asked by the Ministry ofLabour to test 1 500 Barbadian farm workers who werepreparing to work in Canada. Dr Lewis realised it wasimpossible to test this number of persons alone, andmeet the ministry’s required deadline.

She asked one of the more experienced technologistto assist, and recalled it took a while to convince thisindividual there was no harm in handling specimenssuspicious of HIV. When the technologist came onboard, others followed.

First caseThe first laboratory confirmed case of HIV/AIDS in

Barbados was detected by Dr Lewis in June 1985, andconfirmed by the Caribbean Epidemiology Centre inTrinidad.

The HIV/AIDS Laboratory now tests approximately 35000 specimens per year, and is responsible for ensuringthat all blood donations are free from HIV and otherinfectious agents. To date, the island has never recordedany cases of HIV transmission from blood transfusion.

For the past 25 years, the laboratory was responsible

for testing persons from the Organisation of EasternCaribbean States (OECS), who were seekingimmigration status to the United States (US). However,this was discontinued by the US government lastJanuary.

The laboratory is also the only one of its kind in theCaribbean region, which uses an antigen-antibody 4thgeneration test for testing not only its blood supply but allpersons requesting tests at the QEH.

Dr Lewis has kept up-to-date with the latesttechnology in HIV/AIDS and has also kept the laboratorywell equipped with up-to-date technology. In the earlydays of antibody tests for HIV/AIDS, persons who wereHIV positive could only be detected within six weeks tothree months of infection. Today, HIV/Positive personsare detected within ten to 15 days of infection.

From its beginning, the laboratory participated inexternal quality control proficiency testing to ensure thereliability and accuracy of its results. It can boast ofhaving a 100 percent rating in accuracy from all itsexternal proficiency testing programmes.

Seven years ago, the laboratory introduced HIV RapidTesting in an effort to accommodate pregnant women,whose HIV status was unknown at the time of delivery.This has assisted significantly in keeping the mother tochild HIV transmission rates at a minimum, since early

treatment could be instituted without delay, until tests areconfirmed the following day.

Excellent testWhile the Rapid Test is an excellent test to use when

a quick result (30-minute test) is required, it is anantibody test and is unable to detect early infections.However, it can play an important role in voluntarycounselling and testing in the community.

Since the first laboratory diagnosed case in 1985 ofHIV/AIDS in Barbados, surveillance data on the numberof persons infected with HIV/AIDS in Barbados isprovided on a regular basis to the Ministry of Health.

The laboratory will soon acquire state-of-the-artequipment, including an analyser which will allow for thetesting of all infectious diseases including HIV/AIDS froma single blood donor sample. This will enhance thelaboratory’s ability to respond to emergencies whenblood or blood products are required.

The QEH salutes Dr Lewis and her technical staff fortheir outstanding contribution during the past 25 years.

Congratulations are especially extended totechnologists, Ken Clarke and Esther Broome-Webster,who have been with the programme from its genesis,and to Juliana Applewhaite and Donna Alleyne for 23years’ service.

WEEKEND NATION EXTRA. FRIDAY, NOVEMBER 26, 2010. 11

46TH ANNIVERSARY

DR DELORES LEWIS, consultant medical microbiologist and head of the HIV Diagnostics. (RC)

QEH celebrates25 years of HIVtesting in Barbados

Warrens, St. Michael. Tel: 417-7777 www.simpson-motors.com

Warrens, St. Michael. Tel: 417-7777 www.simpson-motors.com

We Congratulate

Anniversaryon their

The Queen Elizabeth Hospital

46th

46TH ANNIVERSARY12. FRIDAY, NOVEMBER 26, 2010. WEEKEND NATION

Printed and Published by THE NATION PUBLISHING Company LTD., Nation House, Fontabelle, St. Michael, Barbados. Telephone (246) 430-5400

“THE BOARD OFMANAGEMENT,executive managementand staff of The QueenElizabeth Hospital (QEH)express sincerestgratitude for the countlessacts of generosity whichcontribute tremendouslyto the work that we do.

With your support, weare able to achieve thatmuch more for ourpatients.

The increasedawareness for the needsof the Hospital and thesubsequent benevolencefrom both the public andprivate sector has led to a

need for the setting up of a QEH Trust.

The New Yearpromises to bring togetherthe network of individualsand groups, facilitating an even greater potentialto positively impact our primary concern – the patient.”

by CANON NOEL A. BURKE

ALMIGHTY AND EVERLASTINGGOD, you have brought healing andstrength to the human race and inyour Son Jesus Christ gave us thepower and ability to heal. Bless, wepray, with your continual grace andpresence The Queen ElizabethHospital, have mercy on all who aresick, and comfort those who watchand wait over their sick loved ones.

Give wisdom and insight to thosewho are charged with theresponsibility of making decisions forthe hospital, especially the chairmanand members of the Board.

Grant your ever present grace tothe chief executive officer, theexecutive officers, senior staff and allpersons in the various departmentsand offices, that your Holy Spirit maylead and guide them as they providethe environment that leads to thegood health of our nation andregion.

Give them the assurance thateven in difficult circumstances yourjoy and peace will be their constantcompanions and that with patience,gentleness and understanding theywill meet the needs of the public.

These things we ask, throughJesus Christ our Lord. Amen

Sincerest thanks to all

A Prayer for The Queen Elizabeth Hospital

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