Case Studies

Case Study 1

Montserrat Day Hospitals

Starting with limited resources and a new facility we set about the development of the group.

Before

Initial tasks involved the setup of a gastroenterological facility and the establishment of processes covering: 

  • human resources (recruitment, training and management), 
  • information technology, 
  • hospital administration,
  • infection control, 
  • central sterilising division management, 
  • medical records management, and
  • corporate and clinical governance activities.

During 

During the expansion stage as extra hospitals were planned, built and commissioned, it became evident that a key component of the development was a health expert to manage the hospital and clinical pathway issues.


This enabled Monserrat to:

  • Strategically expand their medical services to include surgical procedures,
  • Build staff culture and compliance protocols,
  • Develop Systems across multi-sites,
  • Exploit economies of scale, and
  • Drive standards improvements and compliance.


After

Through Leith’s knowledge, skill and experience Montserrat Day Hospitals were able to continue to roll out consistent and effective systems.


While the expansion continued after Leith’s role ended, Montserrat grew from one procedure room to over 15 facilities across Australia.

TESTIMONIALS
Case Study 2

Miami Day Hospital

Transfer the day hospital license to an overnight hospital facility.

Before

Miami Day Hospital was a new Private Hospital consisting of:


  • 3 Operating Theatres 
  • 1 Procedure Room
  • Overnight Facilities


The challenge involved the license transfer from a day hospital to an overnight facility accommodating patients undergoing lipoedema extraction surgery.

During 

Day Hospital Consulting lead the changes required from elevating from a day hospital to an overnight facility by:


  • Address changes required for the physical facility to accommodate overnight stay with the health expert architect; and in order to comply with the Queensland Building Code and the Australasian Health Facility Guidelines.


  • Complete the necessary changes required to the Private Hospital License application,


  • Modify the quality management system, commencing with change of branding, reviewing all policies and procedures, documents, forms, audits etc so that they upgrade to accommodate a private hospital requirement,


  • Lead the Miami Private Hospital through a State health audit,


  • Manage the team through a certification with the Accreditation body against the National Safety and Quality Health Service (NSQHS) Standards newly released version 2, and


  • Educate both upper level and lower level management in the processes and regulatory requirements of a private hospital.


After

Physical changes made to the facility enabled accommodation for overnight stay patients, with a licensed, accredited facility against the NSQHS version 2. 


This has enhanced the services and lifted the profile of the Miami Private Hospital and is recognised as a world leader in the treatment of lipoedema patients.

Case Study 3

Far North Day Hospital

Takeover of a two-theatre day hospital in a regional Queensland.

Before

A one discipline day hospital with minimal use bought by a prominent cohesive business minded group of Medical Practitioners.


The group had not owned or governed a Day Hospital facility and had not understood the regulatory and legislative requirements for the State or the accreditation requirements. 


The Clinical Staff were professional, skilled and competent, but also had not managed a Day Hospital before.

Immediate challenges included:


  • Accreditation status due to expire,
  • Compliance with the newly released National Safety and Quality in Health Service Standards (NSQHS) version 2, and
  • Need for new surgical service Implementing.


During 

We were given 90 days to develop and complete a newly revised quality assurance program to meet the NSQHS Standards version 2.


Day Hospital Consulting was engaged to:



  • Mentor the key personnel into the corporate and clinical governance functions and requirements


  • Comply with the Queensland Health Private Regulations. 


  • Introduce the LogiQC Quality Management System (an electronic quality management system


  • Create a new brand 


  • Implement consistent documentation for the policies and procedures, audit tools, forms, templates etc that adhere to each of the NSQHS standards


  • Create a ‘can do’ culture focused on quality and safety by educating the staff and Medical Practitioners on the needs and requirements whilst embracing quality as part of the everyday work practice


  • Allocate one standard to each of the staff so that they assisted in the setup of the quality assurance program


  • Lead the management functions of the day hospital so that the Medical Practitioners and staff were all appropriately orientated,


  • Provide relevant training and education by implementing systems for governance – credentialing, infection control, meeting etiquette, consumer engagement activities, data reporting, clinical governance management and monitoring and reporting


After

Accreditation was successfully achieved within the agreed timeframe.


By initially allocating key staff to one standard each, they gained ownership of quality and have successfully developed a healthy reporting and quality improvement focused day hospital.


There has been continued growth in clinical services with increased utilisation and more robust systems to support the growth. 


The Medical Practitioners have established strict meeting protocols and are accountable for all clinical and corporate governance issues. 


Day Hospital Consulting achieved these results for the Far North Day Hospital in under twelve months.

TESTIMONIALS
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