Annual Report 2010 - St. James's Hospital

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Corporate Reports I Report from the Chief Executive Report from the Chief Executive Mr. Ian Carter Chief Executive As in previous years, primary executive and operations focus for 2010 centred on achievement of planned levels of service delivery within available fi nances and specifi ed quality parameters, combined with advancement of capital development programme. Once again performance outcomes for the year were highly satisfactory. Access In terms of performance in relation to national/local access targets: • Emergency Department Patient volume waiting for admission < 10 @ 08.00 (Local Target) – SJH performance average 5 Clinical Overall patient volume targets across all key treatment groupings were exceeded. Actual 2010 Planned 2010 Planned/ Actual 2010 % variance Inpatient 24,556 22,006 12% Day Care 93,774 61,552 52% Outpatient 215,503 166,751 29% • Inpatient All patients waiting for elective admission < 6 months @ 31.12.10 (National Target) – SJH performance 100% compliant All patients waiting for elective admission < 4 months @ 31.12.10 (Local Target) – SJH performance 100% compliant 14
Corporate Reports I Report from the Chief Executive • Day Care All patients waiting for elective attendance < 6 months @ 31.12.10 (National Target) – SJH performance 100% compliant All patients waiting for elective attendance < 4 months @ 31.12.10 (Local Target) – SJH performance 100% compliant • ED attendances – increasing presenting acuity/complexity with 28% of new attendances triaged category 1/2 • Admissions – increase in number of patients requiring emergency admission – refl ecting both presenting volume and complexity value increases • Outpatient All patients waiting for appointment < 6 months booking - 31.12.10 (National Target) – SJH performance 99% compliant – increasing tertiary complex (predominantly) surgical treatment demand particularly relating to cancer. A recent internal study identifi ed for 2010 a 29% increase in cancer diagnosis/treatments predominately surgical. SJH has continued to expand range and volume of day care treatments, and in 2010 79% of (day care/inpatient) treatments were undertaken on a day care basis – particularly specialties of Medical Oncology/Haematology, where 91% of treatments were undertaken as day attendances. Within Surgery, 75% of ’25 Surgical Basket of Procedures’ 1 was undertaken on a day attendance basis. The Hospital has also signifi cantly advanced capability to effect same day admission - treatment. This combined with patient processing improvements within the Emergency Department, continuing AMAU 2 high value capability in relation to timely discharge (50% discharged within 5 days of admission), successful collaboration with the NTPF, the introduction of the Fair Deal initiative, increased OPD clinics/initiatives to reduce non attendance and ongoing appropriate pan-hospital control provisions, has enabled not only treatment volume/range increases, but as well access improvements to be secured. The NTPF identifi ed a national median wait time of 2.5 months for 2010, with SJH, having a median wait time of 1.3 months - the lowest wait time for the Major Academic Hospital Group 3 , and nationally ranked 3rd – the other 2 hospitals ranked higher, being either single specialty providers/not having an emergency department or being less than 200 beds. • Discharge – curtailment of home support necessary to effect timely discharge – curtailment of community accommodation for frail highly dependent patients. • Outpatient Referral – 6% increase in new referrals (09/10) including signifi cant referrals from geographical areas where SJH is not the responsible provider Impact of these Factors The impact of these external challenges are as follows: • capability of ED directorate/AMAU4 to manage signifi cant and increasing patient volume/acuity, has been challenged in terms of ability to ensure full adherence to ED centred clinical protocols/pathways and has resulted in less than optimal patient processing • capability of General Medicine consultant cohort/associated interdisciplinary teams to manage within current construct, presenting ED generated patient cohort/inpatient work and outpatient demand in terms of timely response to ED, securement of optimum inpatient pathway including prompt discharge and necessary out patient access has been signifi cantly challenged Key Challenge Factors Whilst overall clinical volume and access performance 2010 outcome values have generally been satisfactory, there remain certain presenting external factors that present signifi cant challenges for existing hospital capacity and capability provisions: • increasing emergency admission acuity/tertiary transfer volume of patients requiring complex surgery has routinely exceeded existing critical care capacity - leading to patient treatment delay, particularly for those patients requiring post operative critical care accommodation Note 1 : Note 2 : Note 3 : British Association of Day Surgery Acute Medical Admissions Unit MATH’s comprising: St. James’s Hospital, Beaumont Hospital, Tallaght Hospital, St. Vincent’s hospital, The Mater Hospital, University Hospital Galway, Limerick Regional Hospital and Cork University Hospital 15
Page 1: 2010 St. James’s Hospital Annual
Page 4 and 5: contents st james’s hospital Gove
Page 6 and 7: Governance and Executive I Corporat
Page 8 and 9: Governance and Executive I Consulta
Page 10 and 11: Governance and Executive I Consulta
Page 13 and 14: introduction from the chairman Prof
Page 15: Corporate Reports I Introduction fr
Page 19 and 20: Corporate Reports I Report from the
Page 21 and 22: Performance Highlights I Key Activi
Page 23: Performance Highlights I Key Activi
Page 27 and 28: Corporate Division Reports I Financ
Page 29 and 30: Corporate Division Reports I Materi
Page 31 and 32: Corporate Division Reports I Materi
Page 33 and 34: Corporate Division Reports I Human
Page 35 and 36: Corporate Division Reports I Human
Page 37 and 38: Corporate Division Reports I Intern
Page 39 and 40: Corporate Division Reports I Inform
Page 41: Services Division Reports
Page 44 and 45: Clinical Directorates I CResT Cardi
Page 46 and 47: Clinical Directorates I CResT The R
Page 48 and 49: Clinical Directorates I HOPe Inpati
Page 50 and 51: Clinical Directorates I MedEL MedEL
Page 52 and 53: Clinical Directorates I MedEL TUDA
Page 54 and 55: Clinical Directorates I SaMS Staff
Page 56 and 57: Clinical Directorates I SaMS Ophtha
Page 58 and 59: Clinical Directorates I GEMS Mortal
Page 60 and 61: Clinical Directorates I GEMS • On
Page 62 and 63: Clinical Directorates I GEMS The Ba
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Clinical Directorates I Emergency i
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Omega Ms. Patricia Eadie Clinical D
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Clinical Directorates I Omega Outpa
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Non Directorate Specialities I Depa
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Non Directorate Specialities I Psyc
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Non Directorate Specialities I Psyc
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Clinical Service Directorates I Lab
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Clinical Service Directorates I Dia
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Clinical Service Directorates I Dia
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Clinical Service Directorates I ORI
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Clinical Support Services I SCOPe S
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Clinical Support Services I SCOPe c
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Clinical Support Services I Pharmac
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Clinical Support Services I Pharmac
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Clinical Support Services I Medical
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Clinical Support Services I Medical
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Clinical Support Services I General
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Programmes Division Reports I Techn
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Programmes Division Reports I Techn
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General Support Services I Nursing
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General Support Services I Nursing
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General Support Services I Educatio
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Programmes Division Reports I Quali
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The PAC produced two ‘Welcome’
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Programmes Division Reports I Plann
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St. James’s Hospital Foundation I
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Publications Publications MedEL Bor
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Publications Fitzgerald K, Steen G,
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Publications Walsh JB, Lawlor BA. (
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Publications transcription in perip
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Publications White HE, Matejtschuk
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Publications chronic myeloid leukem
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Publications compliance with curren
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Publications P, Morris JC, Mayo K,
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The Hospital’s fundamental purpos
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Annual Report 2010 - St. James's Hospital

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