Beyond 20,000
• Video
Change
• Change we want to see
• Transform NZ health
and healthcare
If we can improve
care for one patient,
then we can do it for ten.
If we can do it for ten,
then we can do it for 100.
And if we can do it for 100,
we can do it for a 1,000 …
We will be
• Place the world looks to
• Small country exceptional
ambition
• Excellent system with great
culture
• From structural change to
system change
• From outbreaks of
improvement to systematic
sustainable change
• Building our workforce – our people
• Embedding quality & innovation into our
system
• Delivering the right data & information –
including measuring our “system
performance”
• Building our Health Services Research
• Closing the “knowing doing gap”
• Building Will & Ideas – but crucially Executing
change
• Moving from an archipelago to a system
Network
We are part of an
community:
• Locally
• Nationally
• Internationally
Between the health care we have
and the care we could have, there
lies not just a gap, but a chasm
The challenge is to bring the full
potential benefit of healthcare to
all.. This challenge demands a
readiness to think in radically new
ways about how to deliver health
care services
Health Round Table
• Counties Manukau Health and the 20,000 Days
Campaign were well represented by six
Collaborative teams from phase one who presented
posters at the Health Round Table Innovation
Awards on 7-8 November 2013 in Brisbane.
• Delighted with the success of the teams SMOOTH
(Safer Medicines Outcomes on transfer Home),
Delirium Care and VHIU (Very high Intensity Users)
all won their categories and VHIU won their overall
stream.
Evaluation
Evaluation headline findings
Details
Campaign did save bed days
Interviews revealed streamlining the patients’ journey
and building the overall capability for change of greater
or equal importance than the exact days.
Campaign was pushing on
an open door.
CMDHB culture receptive and responsive to change,
broader policies reinforced the priority of the goal, and
there was good evidence of the need to do things
differently.
Campaign was very
successful in keeping the
energy and motivation of
participants.
80 % of questionnaire respondents agreed or strongly
agreed that the Campaign made a contribution to
building a culture of quality improvement.
78 % agreed that it was the best thing CMDHB had
done in a long time.
71 % said it was a huge success.
Evaluation headline findings
continued
Details
Campaign adapted and
learnt to cope with the
unusual diversity of
change concepts.
Lessons were transferred into Beyond 20,000 Days
via the Dragon’s Den process and included;
• seeking those teams with a mind-set open to
testing a change idea, rather than
implementing a well established solution; and
• ensuring potential on-going costs, and who is
going to pick up any successful change is
thought about early.
Applying the Model for
Improvement generally
worked well
Campaign participants reported applying
improvement tools such as Plan Do Study Act
(PDSA) but were more tentative when assessing
how well they measured progress.
Spread
• Singapore
• Wales
• Scotland