Södra Älvsborg Hospital - Västra Götalandsregionen

Södra Älvsborgs Sjukhus

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 3,5 billion

Beds: approx. 500

Total visits: approx. 411,000

(of which for treatment: approx. 223 000)

No. of employees: approx 4300

Figures refer to end of 2015


Catchment area

Inhabitants in the entire area approx. 297 000The figure is taken from Statistics Sweden at the end of 2015


Political governance


OrganisationChief Executive Officer

Thomas Wallén

Finance DepartmentFinance Manager

Anna-Karin Jernberg

HR DepartmentHuman Resources ManagerHeidi Ström

Communication DepartmentCommunication ManagerMaria Bohlin

Development Department

Develop Manager

Peter Häyhänen

Chief Medical DirectorsJerker 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

• Medical informatics och

technology

• Neurological and rehabilitation

clinic

• Adult psychiatric clinic

• Care administration service


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

• Process-oriented care

• Production and capacity planning

• Standardisation

• Daily improvement work

Optimised flows will ensure care provision and

finances brought into balance.


Operating plan


Focal areas

• Care-related injuries will be minimised

• Increase patient involvement

• Care at the correct time

• Develop knowledge-based care

• A better workplace


Targets and figures • Number of inpatience care nights

• Medical quality measurements

• Time at emergency unit

• Over-occupancy and relocations

• Waiting time less than 60 days

• Care-related infections

• Pressure sores developed by

patients at SÄS

• Simple patient questionnaire

• Simple employee questionnaire

• Absence due to illness

• Financial outcome


Follow-up through control boards A visual system for operational follow-up


Processes

• Caring for patients who require specialised care

• Training future healthcare workers

• Preventing patients from developing health problems in the future

Three main processes enhance the focus on clear

objectives, more regular follow-up and ongoing

improvements.


Process-oriented care

• 10 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

Sepsis

Breast tumour

Diabetes mellitus

Cardiac arrhythmia

Hip fracture

Neuropsychiatric symptoms

Personality disorder

Prostate cancer

Pneumonia

Stroke/TIA

Overall hospital processes


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


• 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

Health care of the future


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 contactregardless 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


Södra Älvsborg Hospital - Västra Götalandsregionen

Documents