Oslo University Hospital Strategy

Transcription

1 Oslo University Hospital Strategy We develop the treatments of tomorrow in cooperation with our patients A new age for Oslo University Hospital Norway s largest medical and health scientific community was established after the merger of Oslo s four university hospitals in This makes Oslo University Hospital (OUS) the largest and most comprehensive hospital in Norway. Along with functioning as a local hospital for the people of Oslo, it is also a regional hospital for the people of south-eastern Norway. The hospital also has numerous national functions, and is a major Norwegian research and education facility. Challenges towards 2018 The new hospital has faced many challenges. A lack of capacity can cause unwanted delays for patients. Some reports state that patients find our services to be fragmented and uncoordinated. For the foreseeable future our activities will continue to take place in numerous different locations, preventing our personnel from establishing a joint sense of identity and purpose. In recent years, the hospital has experienced budget deficits. Many of our buildings, IT and medical equipment are old and obsolete. As a result, the hospital must adjust its activities accordingly in order to reach our economic goals, and make new investments and upgrades in accordance with the hospital s long term plans. Many strengths and opportunities Despite our challenges, patient care at the hospital is excellent. We set the national standard in a number of medical fields, and have many excellent and internationally competitive professional communities. Oslo University Hospital has, together with the University of Oslo, medical research clusters in all of our eight medical clinics. We are responsible for approximately 50 % of all medical research articles published by Norwegian medical institutions. We dominate the Norwegian medical innovation field, and contribute to the education of more health workers than any other Norwegian hospital. In recent years, medical progress has createdbetter opportunities to diagnose and treat large Oslo universitetssykehus er lokalsykehus for deler av Oslos befolkning, regionssykehus for innbyggere i Helse

2 2 groups of patients. The understanding of basic medicine is improving. This opens up new opportunities for targeting and individualizing medical treatment. Never before has the environment for developing new scientific knowledge and patient treatment technology been better especially for university hospitals with strong ties to research and innovation communities. New needs and new demands Population growth within the hospital s area, demographic changes in age and lifestyle, and an increasing diversity in cultural backgrounds, strongly affect the demand for medical services. People expect to be offered the latest within medical treatments. They expect their views on our services to be heard, and they seek to have more power and influence over their own situations when they are ill. Increasing awareness of legal rights and medical opportunities lead to a new distribution of power between patients and health care providers. The time has come for real patient involvement and power. Prioritizing and cooperating to solve important tasks Oslo University Hospital cannot offer everything to everybody. This would not be sustainable medically or financially. Clear prioritization is required to protect and develop medical care offered to those patient groups that need our specialized care the most. Therefore, we must cooperate with other health care services to find the optimal division of responsibility and labor. Cooperation is vital to ensure the population receives safe, efficient and equal health services no matter their location or condition. - taking the patients perspective Choices and priorities made at the Oslo University Hospital will be based on the needs of its patients. Oslo University Hospital will ensure that the people of Oslo have access to highquality local hospital services. Medical treatment of patient groups who need our specialized care the most, will be given the highest priority. We will be a leading hospital within traumathology and emergency medicine. Patients will receive high quality care regardless of whether their condition is psychological, physical or related to substance abuse and addiction. This also applies to patients with complex needs and multiple diagnoses. We will have a special focus on ensuring that children receive the best care services from us. Patient s and their next of kin concerns will be taken seriously. All patients will be informed and educated about the medical treatment of their condition, and will be given a real opportunity to influence decisions regarding their own treatment. Patients will experience that we cooperate closely with other health care services

3 3 to provide predictable and well coordinated examinations and treatments. We seek to minimize waiting lists and disruption of patient critical pathways*. The organization of the hospital is based upon standardized and well coordinated patient critical pathways. When possible, multiple disciplines that are involved in the medical treatment of one specific illness or condition will be located together. This facilitates the establishment of robust medical and research clusters, and is amore efficient use of the hospital s resources. We will systematically register and analyze information about risks, need for improvement and unwanted incidences in our hospital. We will analyze and learn from our mistakes in order to avoid harming patients who undergo medical examination and treatments. In our efforts to improve the quality of our offered medical treatments, we will examine treatment results and other measures of medical quality relevant to our patients. These medical results will be made public. * Patient critical pathways is a comprehensive, chronological description of the contact one or more patients have with various health care providers for the purpose of examining, diagnosing, treating and providing after care for a specific ailment. - having an open and respectful work environment Oslo University Hospital is a good place to work, and an employer to be proud of. Oslo University Hospital focuses on good leadership. We need visible, good leaders who take responsibility for the work environment, and who communicate and generate support for the hospital s overall goals. Our staff takes responsibility for, contribute to and influence their own work environment. Internal work processes are open. The premises for important decision making are always communicated to and made understandable to affected members of staff. Oslo University hospital will facilitate employee development and education, ensuring their skills are put to the best possible use. Oslo University Hospital will strive to prevent staff injuries and illness, and will promote a healthy and safe working environment for its staff. Buildings and equipment will be well maintained, developed and renewed to create a good and safe work environment.

4 4 - being an excellent university hospital, and a learning and creative organization We will develop our standing as Norway s leading university hospital with a national responsibility offering specialized, high quality diagnostics and treatment. We will continuously work to improve patient services through developing, implementing, sharing and evaluating new knowledge. We will participate in regional, national and international networks in order to do so. For certain small or very special patient groups we will consider establishing treatment partnerships with other hospitals in the Nordic countries or elsewhere. Oslo University Hospital will, in close cooperation with the University of Oslo, continue to develop as a leading academic centre of research, education and innovation. We will provide high quality research, education and innovation throughout the full spectrum of the hospital s medical disciplines, along with focusing on certain prioritized fields. The combination of patient care, research, education and innovation enhance quality and will remain closely integrated in clinics that conduct substantial research. We will systematically register treatment results in medical quality databases. Thus making sure our offered treatments remain of the highest quality. Patients will be offered the opportunity to participate in relevant research. We will cooperate with the University of Oslo and the City of Oslo to strengthen and market Oslo as a national centre for life sciences. The importance of education within the hospital will be highlighted and form a major pillar in the branding of the hospital. Innovation is the order of the day at Oslo University Hospital. New and innovative thinking will be rewarded. - being a good partner and a responsible civic institution By cooperating with other primary and specialist health care providers, we will make the best possible use of the public health services resources and skills. We will contribute to the placement of responsibility with the provider that can execute a given task most

5 5 efficiently. We will focus on ensuring good distribution of medical services and functions in the greater Oslo area. We will contribute to the implementation of the Health Care Coordination Reform through a mutual cooperation with the City of Oslo and other municipalities. We will develop new methods for running the hospital and cooperating with others, especially ensuring closer relationships with general practitioners and other hospitals. When redistributing medical responsibility, we will focus on developing systems for mutual support and skills transfer. Both ethics and cost effectiveness will be major considerations before implementing new technology and treatments. We will actively participate in the public discourse concerning health, medicine and research. We will contribute to developing health services both regionally and nationally. In cooperation with universities and professional colleges, we will educate health workers and focus on shaping future medical education to meet future medical needs. We will take a public health perspective. We will contribute to the prevention of public health problems, and implement measures that promote good health. We will also provide knowledge of major medical challenges, and the prevention of these. We will focus on global health, and share our knowledge and skills with developing countries. The hospital will be operated with sustainable and climate friendly solutions.