I had bloods taken in Mater Private and reported on. Later that day, I was admitted to Mater Public through A&E. They were unable to access my bloods and refused offer from relative to nip around and get a copy stating “different hospital“. Yet doctor in A&E said patients are being transferred from public to private for procedures all the time.Additionally I'd have bloods taken in Tallaght, go to James only to be stabbed for blood again 2 hours later, why couldn't the results be simply be shared by email, ( was suffering from collapsing veins and arms were black from puncture holes)
The hospital groups were set up (given a new name) to try and streamline services. That was a government decision during Reilly time but it had been talked about before that.Clinicians refer patients to where they believe the patient will get the appropriate treatment quickly and safely, not because a hospital's name appears in a box on a printed organization chart. The difference between an admin's view of health care and a clinician's or patient's perhaps?
I can understand that for many reasons and also for lots of people in Clare, Galway is a shorter journey time. I wonder was that taken into account when closing services in Clare and transferring care to Limerick on the organization chart? Travel distances, time and costs for patients don't feature on the little boxes admins look at.
I didn't get that from the article tbh. If I was trying to transform an organisation and was encountering friction across the board I might select one or two lighthouse sites where friction is lower, transform them initially and hold them up as bastions of excellence in the hope of leveraging the laggards into line.As in from the patients' angle, which is the only angle that counts if he's to use his box of tricks to improve service levels and outcomes, reduce queues and misery?
That's what disappointed me. We can all ooh! and ahh! at the tech, but the only things that matter are measured from a patient's (customer's ) perspective. Administrators focus on efficiency, increasing throughput, or getting more of the same for less cost, patients and clinicians tend to want improved outcomes, or effectiveness.I didn't get that from the article tbh. If I was trying to transform an organisation and was encountering friction across the board I might select one or two lighthouse sites where friction is lower, transform them initially and hold them up as bastions of excellence in the hope of leveraging the laggards into line.
I didn't get that from the article tbh. If I was trying to transform an organisation and was encountering friction across the board I might select one or two lighthouse sites where friction is lower, transform them initially and hold them up as bastions of excellence in the hope of leveraging the laggards into line.
I've sat in offices and rang the office I'm waiting in, just to see do they pick up. They don't.
There was an infamous case a few years ago when a lady rang into the Joe Show complaining about not being able to get onto some phone-in competition without repeated calls to the premium-rate number. As I recall Joe remarked it must have been expensive for her to ring in so many times at premium rates. "Ah no bother", sez yer woman, "sure I'm at work in the Dept of whatever." Despite being roundly criticized for her behaviour, by the time the item ended she saw no problem with her behaviour, skiving off work and wasting her employer's money on phone calls. It seems to be rife.
Hoping we hear more on the Martin Curley resignation this weekend. As a (relatively recent) HSE admin worker, I joined 2015, I must say I have found an inherent dislike of employees joining from private sector entrenched in the HSE.
In my mind employees with 35 years + service should be 'encouraged' to go. There is still far too much resistance to change & employees biding their time to increase their pension.
I certainly have heard of ageism & I think this needs to be balanced with 20/30 somethings coming through with massive mortgages/expenses but all with new ideas, innovations etc.I think this is part of a broader societal conversation we need to have. Believe me you are kidding yourself if you think a nurse with 35 years service is working the wards! If still there at that stage, they are walking round with clipboards.
Hoping we hear more on the Martin Curley resignation this weekend. As a (relatively recent) HSE admin worker, I joined 2015, I must say I have found an inherent dislike of employees joining from private sector entrenched in the HSE.
This is backed up by unions, they still operate with a 'senior most suitable' mantra in many cases where employees leave at short notice. This gives a situation where employees who have never tried to improve a process or lean towards being more efficient in their entire career given the reins, so to speak, until the leavers successor is in situ. Then that new person will be up against it for sure to turn an entire department around.
In my mind employees with 35 years + service should be 'encouraged' to go. There is still far too much resistance to change & employees biding their time to increase their pension.
Like Vincent's taking 4 full days from the time an appointment letter is printed to getting it postmarked and to the post office. Or like last week I made 16 calls to Vincent's switchboard number, 2 of them were answered, the other 14 calls just rang off. Based on my little sample 87.5% of calls to Vincent's switchboard fail. I asked to be transferred to the General Manager's office on one of those calls, and was transferred to a Nurse Manager instead. What digital innovations could rectify problems like those?What they don't seem to do is measure how long things take and why.
Like Vincent's taking 4 full days from the time an appointment letter is printed to getting it postmarked and to the post office. Or like last week I made 16 calls to Vincent's switchboard number, 2 of them were answered, the other 14 calls just rang off. Based on my little sample 87.5% of calls to Vincent's switchboard fail. I asked to be transferred to the General Manager's office on one of those calls, and was transferred to a Nurse Manager instead. What digital innovations could rectify problems like those?
There's a heap of stuff they should be doing, would be doing or could be doing if they'd organize themselves and "someone" in there showed some initiative and leadership.They should also be logging missed calls.
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