Annual Report 2012

DELIVERING THE
RIGHT CARE FOR
THE RIGHT PATIENT
AT THE RIGHT TIME

SEHA IS RESTRUCTURING ITS CLINICAL SERVICES DELIVERY MODEL TO AN INTEGRATED POPULATION-BASED SERVICE LINE APPROACH THAT ADDRESSES THE NEEDS OF A PATIENT THROUGHOUT THE CONTINUUM OF CARE – WHETHER INPATIENT OR OUTPATIENT.

THE BASIC PRINCIPLE IS CLINICAL EFFECTIVENESS: ENSURING THAT THE RIGHT CARE IS DELIVERED TO THE RIGHT PATIENT IN A TIMELY MANNER BY QUALIFIED AND EXPERIENCED CLINICIANS IN ACCORDANCE WITH BEST PRACTICE PATHWAYS.

IN SEHA’S NEW CLINICAL HEALTH SYSTEM SERVICES DIVISION, CLINICAL EFFECTIVENESS IS FUNDAMENTAL TO IMPROVED PATIENT CARE IN TERMS OF QUALITY OF CARE, ACCESS AND APPROPRIATENESS, AND THE SECONDARY GOAL OF COST-EFFECTIVE DELIVERY.

RATIONALIZATION OF HEALTHCARE SERVICES DELIVERY THROUGH POPULATION MANAGEMENT AND SERVICE LINES IS THE CORE FUNCTION OF CLINICAL EFFECTIVENESS. TO ELABORATE, A SERVICE LINE (SL) IS DEFINED AS A MULTIDISCIPLINARY APPROACH TO A PATIENT POPULATION THROUGHOUT THE CONTINUUM OF CARE (IP AND OP). COMPONENTS INCLUDE:

RATIONALIZATION OF HEALTHCARE IS BELIEVED TO ACHIEVE:

ENHANCED QUALITY OF CARE

  • Reduced medical errors through volume-based competency
  • Better care coordination between inpatient and outpatient services
  • Enhanced use of information technology (decision support and disease management)

IMPROVED PATIENT SATISFACTION

  • Common and shared patient experience targets and best practices
  • Streamlined workflows reduce waiting times and improve the overall patient experience

BETTER ACCOUNTABILITY

  • Focus on system/patient-centric approach establishes greater collective ownership in the overall SEHA system vision and mandate
  • Greater economies of scale
  • Implementation of shared services/ resources such as purchasing, warehousing, payroll, accounts payable, training, recruitment, etc eliminates redundancy and reduces costs

STRONGER OPERATIONAL EFFICIENCIES

  • 'Pooling' of resources in areas where shortages and disparities exist (nursing, subspecialties, paramedical, etc)
  • Standardization and shared best practice processes around operational workflows
  • Normalization of cost of providing care by rationalizing services to areas of greater volume, productivity, and delivery effectiveness

THROUGH THE DEVELOPMENT OF CLINICAL HEALTH SYSTEM BUSINESS ENTITIES, CLINICAL SERVICE LINES, CLINICAL SUPPORT SERVICES INTEGRATION COUNCILS, AND THE ENHANCEMENT OF PHYSICIAN PROFESSIONAL SERVICE (QUALITY AND PERFORMANCE), THE CLINICAL HEALTH SYSTEM SERVICES DIVISION WILL ACHIEVE DEFINED STRATEGIC GOALS AND OUTCOMES:

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Terminology explained

Service Lines (SL)
‘Service line’ describes a set of operationally and financially grouped services. For example, laboratory, operating room, radiology – even cardiac surgery – are services. When these are combined with a catheterization laboratory, and integrated for management and clinical purposes around cardiac and peripheral revascularization, ‘cardiovascular service line’ may be their appropriate operational or financial management designation. Even radiology by itself could be considered a service line although procedures such as a CT scan or an MRI scan are generally considered distinct services within the radiology service line. The ‘service line’ term is therefore used as a descriptor of single services grouped together to provide more seamless functioning within a higher order organizational unit.
IP and OP
Inpatient and outpatient. (Hospital patients who remain overnight and those who are fit to visit for treatment and then return home).
Center of Excellence
A Centre of Excellence is an advanced healthcare provider recognized as the most expert and cost-efficient in producing the best patient outcomes.