Gisborne Hospital Report - Health and Disability Commissioner

Gisborne Hospital 1999 – 2000
PSA Testing Procedures
7.4 The good work of Ms Beverley Petersen in discovering the error should be
acknowledged, as should the impressive achievements of the Quality 2000
Project team led by Mr Brian Cowper. THL has been fortunate in securing the
services of Mr John Sharman, who has put his considerable experience at its
disposal.
The way forward
7.5 The primary aim of any laboratory service is to provide a timely and reliable
diagnostic service for the ultimate benefit of the patients. With this common
aim, it should be possible for the whole team to communicate so as to produce
a cost-efficient and reliable service. A measure of goodwill and trust is
essential if the problems, which have dogged this laboratory for a number of
years, are to be resolved.
7.6 For some time to come, there will be a considerable focus of attention on the
biochemistry section of the laboratory at Gisborne Hospital by the community,
the clinical staff, the Board, IANZ, and the media. It is in the best interests of
all concerned that the laboratory provides a consistently reliable service from
now on. If it fails again, then it is likely that the reputation of all members of
senior management, laboratory management and the technologist team will
suffer equally.
7.7 It is vital that the risk of recurrent problems is minimised, but this will take a
concerted and continuing effort from all staff involved in managing and
providing the laboratory service. As stated in the Gowland report:
“There is no fundamental reason why the laboratory cannot become top
class, but attitudes will need to be proactive for positive advances, not
simply reactive, especially to financial pressures.”
7.8 The laboratory needs a vision and values statement that has quality and
teamwork at its core. All staff need to be involved in creating this statement.
All staff need to be involved in training on how to achieve and maintain a
quality service. A few key performance quality indicators need to be set and
staff need to be able to see results of their team performance against the
indicators on a regular and timely basis. Staff need to take part in a trusted
performance review process. An equal emphasis needs to be given to
performance review and performance planning. All staff need a skills
development plan that reflects the quality goals of the laboratory.
7.9 Tairawhiti District Health stated that its management team is committed to
achieving sustained excellence in laboratory management practice. Tairawhiti
District Health noted:
“There has been a clear improvement in staff morale and work practices
throughout the laboratory. New staff in particular have a willingness to
be more flexible and are keen to learn new skills. The skill and integrity
of laboratory management and the technologists determine the reliability
of the diagnostic testing service for the benefit of patients.”
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