Page 153 - Hospital Authority Convention 2018

Symposiums

S11.1 Value Driven Healthcare 14:30 Convention Hall B

Better Quality through Leadership
Dennis C
Australian Council on Healthcare Standards, Australia
The importance of good leadership in healthcare quality improvement is acknowledged unquestionably. HOSPITAL AUTHORITY CONVENTION 2018

However key findings following inquiries into high profile system failures, repeatedly raise issues about leadership and culture,
accountability and responsibility and, systems for safety and quality. For example, Australia 2002: ‘Lessons from the Inquiry
into Obstetrics and Gynaecological Services at King Edward Memorial Hospital 1990-2000’ identified that a lack of active
involvement in important safety and quality issues at Board and hospital management levels had occurred over many years.
The Hospital’s leadership and management problems were evidenced by a negative work culture, non-existent effective
support systems, inability to make important decisions affecting safety and quality and, non-compliance by senior staff with
hospital policy.
Bundaberg Base Hospital (BBH) and Queensland Health made national headlines in May 2005 as a result of Dr Jayant Patel,
a general surgeon employed at BBH, being named in Parliament by the local Member of Parliament, who was briefed by a
whistle-blower. The inquiries and events that followed led to the resignations of the Queensland Minister for Health and the
Director-General of Queensland Health; in BBH, the General Manager and the Director of Medical Services resigned, and the
Director of Nursing was suspended.

In February 2013, the report of the independent inquiry by Robert Francis QC into events at Mid Staffordshire NHS
Foundation Trust from 2005-2009, described leadership that was more interested in finance, targets and achieving foundation
status – putting corporate self-interest ahead of quality care and patient safety.
The role of leadership in relation to instilling cultures of patient safety and high performance is critical. The presentation will
explore this further in the context of high profile system failures and the lessons learnt and, sometimes not learnt, by health
service leaders.

S11.2 Value Driven Healthcare 14:30 Convention Hall B

Delivering Value in Healthcare by Design
Yip JWL
Academic Informatics Office, National University Health Systems Singapore, Singapore

Incorporating value into healthcare begins design thinking principles of understanding the problem statement, defining the
problem, ideating a solution, prototyping a solution and reiterative testing. Value-driven outcomes (VDO) seek to improve
quality and outcomes for patients while rationalising the costs. Healthcare providers are used to the process of quality
improvement but are seldom equipped with financial knowledge to drive cost optimisation. VDO sets up a framework to
help organisation understand the drivers of cost in standardised procedures and to see variation among providers. It also
creates a framework where quality is not only measured in terms of safety and appropriateness of care, but also puts
patient’s perception of experience and patient reported outcomes as a prime indicator of quality. The organisation needs Tuesday, 8 May 2018
to create an effective informatics solution to collect, aggregate and analyse patient data for measurement of financial and
quality performance on a continuous basis and allow the clinical teams to embark on a virtuous cycle of continuous work
improvement. In addition, cultural change management must occur as part of design cycle to ensure that these change
processes are not punitive but positive motivators for self-improvement.

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