Improving Specialist Outpatient Service Waitlists

Hunter New England Local Health District


John Hunter Hospital aimed to improve timely access for patients referred for specialist outpatient services. They implemented a collaborative whole-of-service approach designed to engage and enable staff and stakeholders to improve access to care. 

A suite of data-informed and clinically-led strategies were introduced within and across specialist outpatient services. Executive leadership support and collaboration with partners were integral to the success of this program. 

Results showed:
  • Over the past four years, the number of patients waiting more than one year without a scheduled appointment fell by 68% (5711 patients)
  • The longest wait time for a patient without an appointment has more than halved.

Thinksulin App

Agency for Clinical Innovation

Thinksulin
Thinksulin is a point of care application providing information and decision support for junior medical officers (JMOs) and nurses. The application supports the development of knowledge, confidence and skills of the workforce in diabetes management, and improves the experience and outcomes for people with diabetes in hospital.

It was developed because patients with diabetes are frequently admitted to hospital for treatment of conditions other than diabetes. Therefore, insulin orders, administration and glycaemia management are the responsibility of general ward clinicians.

Evaluation of the NSW subcutaneous insulin chart found "a lack of understanding about components of best practice management of people with diabetes", showing the need for a tool to support JMOs and nurses in the management of diabetes.

Wollongong Hospital Whole of Health Program - Length of Stay Project

Illawarra Shoalhaven Local Health District

Wollongong Hospital Whole of Health Program Length of Stay Project.
Wollongong Hospital measures patient care performance including Emergency Treatment Performance (ETP) and length of stay (LoS). Results in 2017 were declining in performance from the previous year. Using a unique collaborative approach, strategies were implemented focussing on improving admission to discharge processes and increasing the use of data to drive decision-making.

Significant cultural changes were experienced as a result of the consultative and inclusive change-management process.

Results showed: 
  • the average LoS reduced by 0.6 days
  • the ETP improved by 9.4%
  • 11,104 bed days were saved equating to $10 million productivity
  • readmission rates are 1% below the 2017 average.
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Current as at: Friday 7 September 2018
Contact page owner: Strategic Communications and Engagement