2b) Central line associated bacteraemia (CLAB) Reducing infection rates that result from central line insertions The current rate is estimated at between 6 and 8 per 1000 line days Rate of CLAB reduced to <1 per 1000 line days in all 24 ICUs Rate maintained at <1 per 1000 line days in all ICUs Extend programme to other high risk areas (eg, neonatal, renal) establish baselines and measure reductions Measurement annually of lives saved based on baseline mortality rate for CLAB (which will be measured during the first year), and estimate of reduced health costs through avoidance of CLAB incidence 2c) Surgical site infection surveillance Improving patient outcomes and generating savings through reducing surgical site infections Establish accurate baseline data for surgical infections for high volume procedures (ie, hip replacements and knee joint replacement procedures) Reduction in the percentage of surgical infections for hip joint replacements and knee joint replacement procedures Literature suggests that a reduction of between 25% and 27% should be possible 3. Falls reduction Reducing the number and impact of falls in hospital settings Establish accurate baseline data for: number of fractured neck of femur (FNOF) per 1000 admissions (age/sex standardised) mortality following in hospital FNOF – actual lives lost and rate per 1,000 admissions additional occupied bed days associated with FNOF cost of additional occupied bed days associated with FNOF Reduction in number of FNOF over two years and maintained in future years. Literature suggests that a reduction of around 30% should be possible Associated reduction in mortality and additional occupied bed days and cost will be measured 4. Surgical safety Reducing preventable complications of surgery by supporting use of good practice tools and practices Establish accurate baseline levels for: rates of surgical harm (or complications) additional Reduction in rates of surgical harm and mortality rates over two years and maintained in future years. Literature suggests that a reduction of around 30% should be possible Associated reduction in additional occupied bed
A set of core competencies in quality improvement science is developed initially relates to the Commission’s four priority areas 30 June 2013 The set of competencies is informed by people identified by DHBs and other large providers as experts in improvement science and/or who have expertise in particular areas or methods Improved quality and safety culture 80% of the milestones for 2012/13 in the Partners in Care action plan are implemented 30 June 2013 A survey of a section of health and disability sector providers shows at least 60% are aware of the Commission’s role in supporting consumer/provider partnerships Partnerships between consumers and health and disability providers 6.0 Prospective financial statements for the years ending 30 June 2015 6.1 Prospective statement of comprehensive income Planned 12 months to 30 June 2012 ($000) Forecast 12 months to 30 June 2012 ($000) Planned 2012/13 ($000) Planned 2013/14 ($000) Planned 2014/15 ($000) Revenue Ministry of Health Interest income income 14,476 47 0 14,476 241 411 12,976 80 0 12,976 45 0 12,976 45 0 Total operating revenue 14,523 15,128 13,056 13,021 13,021
Expenditure Salaries Travel Consultant and contractors Board/fees/committees Printing/communication Overhead and IT expenses Other expenses 3,318 153 643 609 201 352 14 3,028 283 1,107 524 295 716 12 4,062 277 568 460 239 584 10 4,123 258 278 452 238 572 10 4,185 258 225 452 238 561 10 Total operating expenditure 5,290 5,965 6,200 5,931 5,929 Quality and safety programmes Mortality review programmes 7,886 2,248 7,204 2,350 5,556 2,370 4,960 2,370 4,797 2,370 Total programme expenses 10,134 9,554 7,926 7,330 7,167 Depreciation and amortisation 87 110 110 110 110 expenditure 15,511 15,629 14,236 13,371 13,206 Operating surplus/deficit (988) (501) (1,180) (350) (185) Note: Numbers are rounded. 6.2 Prospective statement of movements in equity Planned 12 months to 30 June 2012 ($000) Forecast 12 months to 30 June 2012 ($000) Planned 2012/13 ($000) Planned 2013/14 ($000) Planned 2014/15 ($000) Opening balance 2,578 3,097 3,096 1,916 1,566 Equity injection 0 500 0 0 0 Total comprehensive income: Net surplus / (deficit) (988) (501) (1,180) (350) (185) Balance at 30 June 1,590 3,096 1,916 1,566 1,381 Note: Numbers are rounded.
for the NHS Institute of Innovation and Improvement, (Service Transformation) responsible for the NHS Institute’s commercial affairs and relationships in New Zealand and Australia. She is also the inaugural recipient of the 2004 New Zealand Institute of Health Management Silver Fern Award for Excellence in Health Service Management. Since 1993, Anthea Penny has worked as a management consultant, with national and regional funders and service providers of health care, aged care and rehabilitation in New Zealand and Australia. Her main role has been to review and improve organisational performance and to develop health policy and strategy across the service delivery spectrum. Chief Executive Officer Dr Janice Wilson is the Commission’s Chief Executive Officer. Mortality review committee members Perinatal and Maternal Mortality Review Committee Perioperative Mortality Review Committee Child and Youth Mortality Review Committee Family Violence Death Review Committee Professor Cynthia Farquhar (Chair) Dr Beverley Lawton Ms Bree Dr Alec Ekeroma Dr Margaret Meeks Dr Graham Sharpe Dr Sue Belgrave Dr Suzanne Crengle Ms Gail McIver Ms Linda Penlington Ms Alison Eddy Dr Leona Wilson (Chair) Dr Ngan Kee Dr Jonathan Koea Ms Teena Robinson Dr Philip Hider Dr Catherine (Cathy) Ferguson Dr Anthony Williams Ms Rosaleen Robertson Two additional members to be appointed Dr Nicholas (Chair) Professor Edwin Mitchell Dr Sharon Wong Mrs Susan Matthews Mrs Anthea Simcock Mr Paul Nixon Dr Pat Tuohy Three additional members to be appointed Associate Professor Tolmie (Chair) Associate Professor Dawn Ms Ngaroma Grant Ms Miranda Ritchie Professor Barry Taylor Ms Fia Turner-Tupou Judge Paul von Dadelszen Associate Professor Denise Wilson Roopu Māori members Tu Williams (Chair) Denise Wilson (ex-officio) Riripeta Haretuku Leanne Te Karu Rees Tapsell One further member is being appointed. Roopu Māori provides advice to the Board and Chief Executive of the Commission on strategic issues, priorities and frameworks from a Māori world view and identifies key quality and safety issues for Māori patients and organisations. Advice from this group can assist in the gathering and interpretation of data on