Indicative Implementation Timeline

System and service changes will only occur once enough capacity has been created in our hospitals by introducing new ways of working and improving things like emergency and surgical pathways, so patients are better able to access and use the services they need. They will include:

  • developing clinical projects and initiatives to create capacity, such as improving emergency pathways and surgical pathways
  • developing the governance and statewide networks to lead, support and sponsor the implementation of evidence-based models of care
  • building, refitting and refurbishment work
  • introducing new ways of working
  • shifting activities between sites, in line with the hospitals’ new profiles
  • realigning the work of non-clinical staff to support the changes
  • creating new models of care
  • establishing standardised and integrated patient pathways to provide the best access to care.

Improving how patient’s access and move through hospital requires a redesign of how our hospitals work. It’s not just about the Emergency Department, but all of the support services that link-up to make it a seamless journey into a bed and back home when patients are ready for discharge. Improving this access and flow is an immediate priority for Transforming Health.

Find out more about the projects that are being implemented as part of Transforming Health.

The indicative timeline of the transformational impacts are detailed below.

2014/15

Capacity building:

  • Work will start on initiatives that improve patient access and flow, which will create hospital capacity and support improving the flow of patients through Emergency Departments. Initiatives will include the Winter Demand Management strategy priorities in the Southern AdelaideHealth Service, Central Adelaide Health Service and Mental Health.

Engagement:

  • Collaborate with the Health Consumers’ Alliance of South Australia to co-create the consumer and community engagement strategy and principles.
  • Establish the peak Research, Education and Translational Practice forum with Universities, research institutes, and any other key partners.
  • Establish formal Transforming Health union consultative forums.
  • Establish clinical engagement programs.
  • Finalise the plan for leadership and capability support and training for staff.

Ways of working:

  • Implement the governance structure and teams (internal and external) to support Transforming Health.
  • Establish clinical groups and begin activities to support statewide governance and models of care in key areas like stroke, cardiothoracic surgery, neurosurgery, surgery for paediatrics, SA Ambulance Service protocols.
  • As a priority, establish the clinical group and begin activities to introduce statewide governance for neonatal services.

Capital planning and development:

  • Plan for building the infrastructure will begin, including exploring opportunities to construct new Ambulance stations.

2015/16

Capacity building as above, plus:

  • Create more capacity in the system by implementing productivity initiatives, for example conducting more day surgeries, establishing an orthogeriatric pathway of care and restorative care beds.

Engagement:

  • Start the process of employing additional senior staff for out of hours work where needed, for example senior doctors and nurses and allied health staff who will be rostered over 7 days a week.
  • Implement engagement strategies.

Ways of working:

  • Start implementing service moves, in line with identified clinical networked models of care, for example cardiothoracic surgery.
  • Start implementing service moves in line with service delineation by, for example streaming elective surgeries.

Capital planning and development

  • Contracted completion of the new Royal Adelaide Hospital.
  • Begin construction of new facilities at Flinders Medical Centre, including rehabilitation building, Older Persons’ Mental Health Service and a multi-level car park.
  • Start refitting acute rehabilitation facilities at the Lyell McEwin Hospital to include gyms integrated within wards
  • Start refitting Modbury Hospital to improve inpatient rehabilitation, including a gym and hydrotherapy pool.
  • Start refitting wards at The Queen Elizabeth Hospital to improve inpatient rehabilitation with a gym and hydrotherapy pool.
  • Investigate bringing forward the relocation of the Women’s and Children’s Hospital to the South Australian Health and Biomedical Precinct on North Terrace with the new Royal Adelaide Hospital.

2016/17

Capacity building, as above plus:

  • Continue to create more capacity in the system by continuing with productivity initiatives such as increasing day surgery, implementing the orthogeriatric pathway of care, introducing restorative care beds, criteria led discharge and agreed models of care.

Engagement:

  • Ongoing engagement strategies continue.

Ways of working

  • Transfer any remaining activity from Hampstead Rehabilitation Centre to the new Royal Adelaide Hospital (spinal and neuro acute rehabilitation).
  • Consolidate any remaining specialities and services.
  • Shift any remaining appropriate activity to local catchment.

2017/18

  • Start transferring services from Repatriation General Hospital to the new buildings at Flinders Medical Centre.
  • Continuous clinical improvement and engagement.