Develop high performing, multidisciplinary teams within the specialist services in order to provide high quality, patient centred care that is effective, efficient and able to respond to the changing health needs of the population?.
THE SYDNEY COMMUNITY HOSPITAL (SCH
Case Study Background information: The Sydney Community Hospital (SCH), a 110 bed community hospital situated in the outer northern suburbs of the Sydney, has provided general acute medical, surgical, obstetric and emergency services to the local community. Over the last 15 years the population of the area has increased significantly to include a much larger proportion of young families and a significant number of retirement villages with nursing homes attached. The hospital is no longer able to provide the range of services and care required to meet the needs of the community and the resources allocated.
To deal with these changes the Government has allocated resources to redevelop the hospital facilities and restructure the organisation to provide a focus on the health needs of the growing population and to provide a number of specialty services including cancer, paediatric, cardiovascular, renal services, trauma services, aged care and community services. The bed numbers will increase to 200, with an increase in the capacity for community clinics in the specialties.
? The Vision statement of the hospital is to ?Provide positive health experiences for the community?
? The stated mission of the new, larger hospital is ?to provide highest quality, specialist health care in partnership with patients, carers, the community at large and other health care providers?.
? The overall strategic goals of the new organisation are ?to develop high performing, multidisciplinary teams within the specialist services in order to provide high quality, patient
centred care that is effective, efficient and able to respond to the changing health needs of the population?.
The existing hospital has a traditional, functional organisational structure but the management team is currently reviewing alternative organisational structures which might be better suited to the changing internal and external environments of the organisation and which have the potential to improve communication and collaboration across teams as well as accountability for resource utilisation, quality of care and patient outcomes.