AcknowledgementsACS Clinical Staff

John Atkinson, Mathew Eldridge & Raelene Costello

Mr Barry Hunter, Mr Christoph Groger, Mr Bill Davies

Conclusion

We still have a way to go…

Four ‘in scope’ solutions were identified and rolled out at single sites.

While each of these solutions has had some positive impact on internal processes, this impact has not been as significant as anticipated in terms of patient flow. The current measurement of our objectives are demonstrating this.

We found that big problems most likely need big solutions.

And there have been lessons learned along the way…

The Redesign methodology, robust diagnostics phase and large data collections for this project are being used for future service planning and other projects.

Case for changeIncreased team caseloads by 55% in 18 months

Patients waiting longer to be seen or not seen at all.

Frequent appointment changes

Care may not be meeting needs

Decreased clinical time available

Diagnostics

Results

Kim Edwards, Shanae Fletcher, Solange VillagranMental Health Services Coffs Harbour (CH), Port Macquarie (PMQ) and Kempsey (KMP)

GoalTo improve the flow and patient journey through the MNCLHD Mental Health Acute Care Services

Objectives: By July 2017…

Methods

Sustaining changeSolutions are included in standard Mental Health Service local procedures

All solutions are to be rolled out across all three sites

One unused solution is being developed into a large scale LHD project while another is being considered in the “Productive Communities” improvement project

ContactKim Edwards, CNC3 0413 175 281 kim.edwards@ncahs.health.nsw.gov.au

ACS Patient Flow

Data analysis Process MappingPatients complaints (n=7 ) Staff Interviews (n=12 )

KPI DevelopmentRoot Cause Analysis Focus Groups

Staff Surveys (n=6)

Start

Length of Stay (LOS) PMQ &

KMP = 62 days

Readmit at Coffs = 20%

Gap

LOS +18 days PMQ &

KMP

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