Chapter 3. Chief Executive s Report

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1 Chapter 3 Chief Executive s

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3 Chief Executive s 24 Hospital Authority Annual is a year of consolidation amidst daunting challenges. Despite all challenges, our staff continue to demonstrate commitment, compassionate care and utmost professionalism. Manpower shortage not only has adverse impact on the morale and turnover of the existing workforce, but is also a major hindrance when we discharge our responsibilities. In , we put particular focus on creating additional senior posts, improving working conditions and career planning pathways for retaining our staff. To motivate and retain high performing staff, we strengthened promotional opportunities by adding new Associate Consultant and Senior Consultant posts for all specialties. We broaden opportunities for training and development and facilitate our staff in their career advancement. We put more resources into building professional competencies, including introducing pilot schemes for senior healthcare administrators to gain exposure to a wider range of management and administrative functions. We increased the number of specialist training programmes at the Institute of Advanced Nursing Studies from 12 to 23 and doubled the training quota to around 700.

4 Hospital Authority Annual Chief Executive s Improvements in remuneration were introduced to recognise hard work and dedication, including enhancing the honorarium scheme for doctors in departments with acute manpower shortages and the allowances for nurses working extended night shifts. We implemented measures to expand capacity and reduce waiting time to improve efficiency, particularly in high-pressure and priority areas. We increased Neonatal Intensive Care Unit (NICU) beds from 85 to 110 and our midwife training capacity from 80 to 100. To ensure adequate provision of obstetric services for local expectant mothers, bookings for delivery by non-local pregnant women were suspended between April and December 2011 and the quota for 2012 was reduced. We introduced new models of care that enable more patients to remain in their local communities without compromising the standards of care, and to more efficiently manage high demand for certain services. We expanded the cancer case manager programme, increased the number of acute in-patient and ICU beds, took steps to cut waiting time for diagnostic imaging services, and enhanced our ability to care for stroke patients and those with end-stage renal conditions. To prevent avoidable hospitalisation, we rolled out the integrated care model for elderly patients across all clusters.

5 Chief Executive s 26 Hospital Authority Annual To meet growing demand of aging population, we added 3,000 cataract procedures through good synergy with private ophthalmologists under the public-private partnership (PPP) Cataract Surgeries Programme. Longer operating hours at CT and MRI scanner facilities increased total patient capacity by 4,000. Dispensing hours at five hospital pharmacies were extended. Process improvements in technology and equipment upgrade supported our people in efficiently discharging their duties and offered faster, less invasive and more accurate diagnosis and treatment. We invested in over 750 pieces of new medical equipment, including replacement of older CT and MRI scanners to address growing demand for diagnostic imaging service. We enhanced patient comfort and reduced physical stress on staff with the purchase of 2,500 new electrically operated beds and 1,500 pressurerelieving mattresses. Two clusters implemented a new pharmacy software system to automate appropriate tasks and enable better monitoring of drug quality and supplier performance. We expanded the clinical applications of nine drug groups in the HA Drug Formulary and increased the number of pharmaceuticals covered by the Samaritan Fund. We launched the first and second phases of the Community Care Fund Medical Assistance Programme to alleviate the financial burden of patients in need. Under the direction of the Hong Kong Government and as part of our initiatives to offer patients more treatment options, we have been setting up Chinese Medicine Centres for Training and Research (CMCTR) under a tripartite collaboration model in each of Hong Kong s 18 districts. The Kowloon City district CMCTR that commenced operation in December 2011 brings the total number of Centres to 16.

6 Hospital Authority Annual Chief Executive s Besides ongoing financial support, we are delighted that the Government has approved our plans for the modernisation and expansion of Kwong Wah, Queen Mary, and United Christian Hospitals. We aim to complete the construction of North Lantau Hospital by the end of Senior executive appointments in welcomed Dr Derrick Au Kit-sing as Head of Human Resources and Ms Margaret Cheung Sau-ling as Head of Corporate Services at HA Head Office. I wish to express my heartfelt appreciation to all our stakeholders for their invaluable support. With the unwavering commitment and tireless dedication of our staff and significant contributions of the Government; HA Chairman and the Board, all Hospital Governing Committees and the three Regional Advisory Committees; and the local community, the HA has built a system of medical care that played a major role in safeguarding the health of the people of Hong Kong. We understand that there is no time for complacency. Although we have made a modest start in resolving our manpower and service capacity issues and in improving staff morale and attrition, we recognise there is still much to do. We have developed a comprehensive strategy that will help us navigate challenges and chart new success as we move forward to achieve our mission of helping people stay healthy. We will continue to operate efficiently, effectively and with great accountability to the lasting benefit of our patients and the public of Hong Kong. P Y LEUNG Chief Executive

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