Södra Älvsborg Hospital
Södra Älvsborg Hospital (SÄS) Part of the Västra Götaland Region One of three large county hospitals with all medical specialisations A hospital with full accident and emergency facilities in Borås and Skene, and with several outpatient clinics offering psychiatric and paediatric care Budget volume: approx. SEK 3,4 billion Beds: approx. 500 Total visits/year: approx. 437,000 (of which for treatment: approx. 225 000) No. of employees: approx 4200 Figures refer to end of 2014
Catchment area Inhabitants in the entire area approx. 294 000 The figure is taken from Statistics Sweden at the end of 2014
Political governance
Organisation Chief Executive Officer Thomas Wallén Finance Department Finance Manager Anna-Karin Jernberg HR Department Human Resources Manager Heidi Ström Communication Department Communication Manager Maria Bohlin Development Department Develop Manager Peter Häyhänen Chief Medical Directors Jerker Isacson Lars Rex Assistant Exec. Officer Kaarina Sundelin Emergency clinic Anaesthesia clinic Surgical and ear clinic Clinic for skin, STD, infections, hospital hygiene and eye diseases Women's clinic Medical clinic Orthopaedic clinic Assistant Exec. Officer Suzanne Guregård Child and adolescent clinic Child and adolescent psychiatric clinic Bio imaging and laboratory medicine unit Neurological and rehabilitation clinic Adult psychiatric clinic Care administration service Service Service manager Martti Valkonen Coord. with Skene Premises and security department Medical informatics och technology SÄS Hotel Environment Regional service, service bookings Development projects, premises
Vision SÄS - my hospital
Vision SÄS aims to offer specialised care for improved quality of life be an attractive specialist hospital that offers high-quality training be an employer that values commitment, involvement and development be a secure care provider with a good care environment
Mission statement SÄS a health promoting hospital with good specialised health care
Fundamental values My actions and my treatment of people are based on respect and faith in patients, their relatives and my co-workers My work is important for the hospital as a whole I want to develop, learn new things and share my knowledge
Our common way of working We involve patients and their relatives in the care We work in teams and combine process and line organisation We are a learning organisation in continuous development
Our common way of working We cooperate, use resources efficiently and optimise flows We work to promote health for a sustainable future We follow up our activities, give feedback and improve
Quality goals By developing our activities towards the national quality goals for Good Health Care we come closer to our vision.
Operating strategy Optimised flows will ensure care provision and finances brought into balance. Process-oriented care Production and capacity planning Standardisation Daily improvement work
Operating plan
Focal areas 3-5 years Care-related injuries will be minimised Patient involvement will increase Care at the correct time Develop knowledge-based care A better workplace
Targets and figures Simple employee questionnaire Absence due to illness Simple patient questionnaire Care-related infections Pressure sores developed by patients at SÄS Time at emergency unit Waiting time less than 60 days Over-occupancy and relocations Quality measurements Financial outcome
Follow-up through control boards A visual system for operational follow-up
Processes Three main processes enhance the focus on clear objectives, more regular follow-up and ongoing improvements. Caring for patients who require specialised care Training future healthcare workers Preventing patients from developing health problems in the future
Process-oriented care 14 patient processes for large, complex groups of diseases that involve several clinics Specialist physicians are process leaders and have the mandate to make decisions regarding the whole care chain Quality, flows and availability are being developed from a patient perspective The processes optimise the patient s passage through the care system
Patient processes Overall hospital processes Mood disorder Hip fractur Breast tumour Knee and hip arthoris Diabetes mellitus Pneumonia Heart failure Sepsis Stroke/TIA Lung cancer Suspect maligancy/ cancer of unknown primary (CUP) Personality disorder Prostate cancer Cardiac arrhythmia
A health-promoting hospital A strategy to create more efficient health and medical care in order to prevent illness and promote health. Physical Activity on Prescription (PAP) Non-smoking operations Introduction of AUDIT throughout the whole hospital, a self-assessment form to identify risk and abuse of alcohol Contribute to sustainable development of society
Health care of the future Centre formations Integrate out- and inpatient care Private rooms and care closer to the patient Commenced with Tehuset, inaugurated in 2010.Thereafter, care development 2010+ and reconstruction of SÄS Skene
Centre formations Closely related departments are located together Facilitate interaction between specialties Facilitate interaction between professions
Integrate out- and inpatient care The same competence regardless of care form Continuity of contact regardless of care form Integrated staffing Better accessibility
Care closer to the patient The patients best interest Patient perspective and holistic approach Involved patients More and better meetings Teams care for fewer patients
Private rooms Patient integrity Reduce care-related infections Fewer complications Shorter care periods Facilitate meetings between patients and care-givers
Interior and colour scheme In care, nature is a healing power to exploit The aim was to create a hospital evironment with a lot of colour and let nature enter the building
Interior decoration and art Calm and restful environment Blonde shades and simplicity Meet hygiene requirements Meet accessibility demands The artwork create breathing space for the patient and convey a healing feeling
Södra Älvsborg Hospital www.vgregion.se/sas