Health Targets - Quarter 1 resultsback to Health Targets
We have the six-hour target in our sight
We have done better since then – now up to 74 per cent - but we still have a long way to go to achieve the 95 per cent target by 30 June next year.
It is clear that we need a staged and sustainable approach involving a whole of hospital response.
We now have a real time report running in the department, with six-hour target screens constantly updating. These raise the profile of the target and spark conversation and actions among staff.
This is what we do know about Waikato Hospital’s emergency department:
Alternatively, think of a patient’s journey through our hospital as a busy road. Too much braking, slow driving and people stopping for even just a few seconds creates a ripple effect that moves backwards through traffic, grinding everything to a halt for kilometres.
Emergency departments provide acute health care so the timeliness of treatment delivery (and any time spent waiting) is important for patients.
Long stays and overcrowding in the Emergency Department can obviously affect patients and the speed with which they get care and start the process of healing. Neither is it a good and safe environment for our staff to work in.
Waikato Hospital is a big place and a complex system, to improve, and to eliminate waste takes time if it is to be done well.
While not all change is improvement, we cannot expect improvement if we do not change what we are doing.
Everyone who works at Waikato Hospital – from doctors and nurses, to attendants, cleaners, administration staff and duty managers – all play a part in achieving this 95 per cent target. Emergency Department staff cannot do it by themselves. We accept the six-hour target is a good thing so long as the focus remains on the patient, and you have our commitment that it will.
Dr Grant Howard
Outstanding surgery results for Waikato
Waikato DHB improved access to elective surgery in quarter one achieving a result of 113 per cent.
We are justifiably proud of the improvement in the amount of elective surgery we performed in the last year.
We made more use of the private sector on our behalf and the effort and thought put in by all involved staff was impressive.
But that’s only half the story.
There will no doubt be many people who are still waiting for surgery who read these results and find them cold comfort. We hear from them often, and we also hear that the public system is not coping, and that “going private” is the only option if you want what you need, right now. We are listening.
Waikato Hospital is committed to providing a level and quality of service we can all be proud of and which meets the essential demands of the area.
A service we can trust ourselves and our family to.
Recently the mother of a 21-year-old told us how her GP said Waikato Hospital had long waiting lists for surgeries.
Her son needed a benign tumour removed which would cost her $3000-$4000 in a private facility.
Within three months he had completed all his clinic appointments and had day surgery at Waikato Hospital in the public sector where one of the country’s top plastic surgeons removed his tumour.
So while we are entitled to feel good about our performance, we do so with a sense of determination that we can do better.
Immunisation target hits the road
Between November 2008 and June 2009, the Mobile Immunisation Service delivered 1100 immunisations to under six-year-olds in their homes or on the mobile immunisation van.
The team delivers 190 child immunisations per month. All clients have their immunisation status updated and notified to the GP within 48 hours of delivery.
Waiting times for cancer treatment
Better help for smokers to quit
Diabetes and cardiovascular services
Good results require doctors and nurses to reach an increased proportion of people at risk of diabetes and cardiovascular disease and then provide good quality follow-up.
The best performing DHBs, like Waikato, appear to have good quality primary care and good integration between primary care and hospital-based diabetes services. Diabetes management is one of the most challenging indicators of quality of care for people with diabetes.
The top DHBs in this period are doing very well by any international standard, and the remaining DHBs need to work with PHOs and other diabetes services to improve their results.