that better support patient regularly to drive implemented and provides a Implementing continuous flow and the quality and improvement. daily snapshot of all activity improvements and safety of hospital services. and a monthly Balanced innovation Scorecard showing Business performance against all Develop and implement Performance metrics further Intelligence KPIs. improvement strategies developed and reported Tool support streamlined of change and improvement, approaches to clinical including; Acute RiskmanQ software utilised governance at all levels of Ophthalmology Service to centralise reporting of the organisation. implementation, Otology, the quality activities and Digital Health Record and improvements. theatre utilisation. Increase transparency and Central repository for accountability in reporting Riskman Q developed and of accurate and relevant implemented. Key Increasing accountability and stakeholders engaged to information about the transparency Data warehouse and performance. capture and track major organisation’s Business projects and quality Intelligence tool established Develop and implement improvement initiatives. for automated Eye and Ear change map strategies that support service organisational reporting and Data warehouse and innovation and redesign. created and implemented decision support. Business Intelligence Tool which focusses on clinical implemented, providing and business pathways line access to activity and supporting new models of The change performance reporting. care. map is in place, focussing on four major areas Implement systems that ICT infrastructure. implemented and images Improving utilisation of now captured electronically. and communications MEDPIC technology. MEDPIC image image management system management Maximise the use of health implemented. system Trial, implement and evaluate strategies that use e-health as an enabler of better patient care. Tele-health pilot identified and implemented. Tele-health prototype devices developed and trials underway. Video appointments initiated.
Implementing continuous improvements and innovation Develop and implement improvement strategies that better support patient flow and the quality and safety of hospital services. Performance metrics further developed and reported regularly to drive improvement. Business Intelligence Tool implemented and provides a daily snapshot of all activity and a monthly Balanced Scorecard showing performance against all KPIs. Increasing accountability and transparency Develop and implement strategies that support service innovation and redesign. Implement systems that support streamlined approaches to clinical governance at all levels of the organisation. Increase transparency and accountability in reporting of accurate and relevant information about the organisation’s performance. Eye and Ear change map created and implemented which focusses on clinical and business pathways supporting new models of care. RiskmanQ software utilised to centralise reporting of quality activities and improvements. Data warehouse and Business Intelligence tool established for automated organisational reporting and decision support. The change map is in place, focussing on four major areas of change and improvement, including; Acute Ophthalmology Service implementation, Otology, the Digital Health Record and theatre utilisation. Central repository for Riskman Q developed and implemented. Key stakeholders engaged to capture and track major projects and quality improvement initiatives. Data warehouse and Business Intelligence Tool implemented, providing access to activity and performance reporting. Improving utilisation of and communications technology. Maximise the use of health ICT infrastructure. MEDPIC image management system implemented. MEDPIC image management system implemented and images now captured electronically. Trial, implement and evaluate strategies that use e-health as an enabler of better patient care. Tele-health pilot identified and implemented. Tele-health prototype devices developed and trials underway. Video appointments initiated. line
257020_Annual_Report_2013_Word.docx