Port Macquarie Base Hospital – Very Early Stages

1. Port Macquarie Base Hospital – Very Early Stages Jo Campbell Project Lead, Whole of Hospital Program Port Macquarie Base Hospital

2. Governance Team General Manager Project Lead Director of Nursing Director of ICU (became Clinical Lead) Director of Emergency Head of Department of Surgery Head of Department of Medicine Staff Specialist Paediatrician

3. What and How Who Owns The Timeline Study – 18th- 20th August, 2013 Why Am I Still Here Study – 16th – 20th September

4. WOTTL example Biggest delay was Medical Review (time from request of medical consult to time of complete medical consult) 11:51 - Triage 13:30 - Med review requested 14:38 - CT ordered 21:38 – Medical Consult Complete LOS 11hrs 30mins

5. WAISH example Biggest delay category was “Doctors delay in decision making” (either an actual delay or no communication of plan) 20/9 “stay in until next week” – no reason 23/9 “for discharge”

6. Next Steps • Communication • Communication • Communication

7. Taking Ownership

8. Address Concerns “So we are going to end up with sicker patients on the ward because they’ll be pushed out of ED at 4 hours”

10. Transparent Documentation • Top 5 solutions displayed in Boardroom • WoHP a standing Agenda Item on many forums within the hospital • Weekly activity Reporting • Regular feedback when new targets have been reached

11. Ongoing Learning • A Whole of District approach with Coffs Harbour proactively supported by our CE • Networking at WoHP Conferences • Teleconference support from WoHP • Teleconference peer support with Coffs, Lismore and Tweed

12. Outcomes

13. Key learnings It doesn’t happen overnight It does happen when you’re not looking Once it does happen it doesn’t necessarily keep happening Just because you “emailed it” doesn’t mean it was read

14. www.health.nsw.gov.au/wohpwww.ecinsw.com.au/neat