Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance 2008 Category 2 Improving the Delivery of Public Services Region Country Initiative Description Pg Africa Botswana Princess Marina Referral Reducing “patient waiting time” by integrating medical 227 Hospital, Botswana services through a one-stop shop Africa South Africa Transnet-Phelophepa Health Care Train, Johannesburg Bringing health services in remote rural areas: The Transnet-Phelophepa Health Care Train 230 Asia and the Pacific Australia JobAccess, Department of Edu., Employ. & Workplace Relations Special online portal and phone services to improve access of people with disability to job markets 236 Asia and the Pacific Thailand Yasothon Hospital, Thailand Providing holistic and speedier medical care by integrating services and reshaping work flow 242 Europe and North Am. Puerto Rico Commonwealth La llave para tu negocio, Banco de Desarrollo Económico Giving citizens a “key” to their own business: the Economic Development Bank of Puerto Rico 247 Europe and North Am. Sweden Public Library 2007, Umeå Region, Sweden Increasing access to public library services, especially for the disabled 249 Western Asia Saudi Arabia SADAD Payment System, SA Monetary Agency, Riyadh Single shared national platform payment system to promote efficiency and equality 255 Rwanda India Singapore United States Brazil Botswana South Africa Australia Thailand Puerto Rico Sweden Saudi Arabia Commonwealth 226
2008 Category 2: Botswana Africa Botswana 2008 Category 2 Finalist Princess Marina Referral Hospital, Botswana Description Reducing “patient waiting time” by providing integrated medical services through a one-stop shop in the Princess Marina Referral Hospital in Botswana. Summary Through the Project entitled “Long patient waiting time” at Princess Marina Referral Hospital Outpatient Dispensary, the dispensary managed to integrate all medical services while reducing the long patient waiting time for health examinations and drugs. The Problem One of the biggest problems at the Princess Marina Hospital Outpatient Dispensary was that patients waited for too long before getting their medications. Data collected during the month of October 2006 before the initiative was implemented showed that 95% of sampled patients waited for an average of two hours and 21 minutes instead of the expected one hour (a target the team decided on) due to the flow of work such as frequency of meetings and rotational schedules; inadequate allocation of Pharmacy staff within departments, and the high volume of patients. The above resulted in some patients going away without their medication, staff fatigue and strain due to over-time. The Solution A team within the Hospital made up of doctors, pharmacists and other relevant stakeholders was formed in order to tackle the above problems. The Pharmacy Total Quality Management team took various steps in trying to redress the problem, i.e., brainstorming; clarification of objectives; multivoting; theme selection matrix, Fishbone diagram, Pareto Chart, Countermeasure Matrix and Standardization. The brainstorming aimed at highlighting all the problems the department encountered. The Theme Matrix Selection was undertaken to select the process to be adopted based on the impact on the external customers (patients) and the need to improve. The Fishbone Diagram was used to analyze and identify the root causes of the problem. This was followed by a Pareto Chart to prioritize the actions to be taken in relation to the root causes. The Countermeasure matrix was developed in order to help the team compare the different countermeasures for each objective and decide which 227
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2009 United Nations Public Service
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The Impact of the UNPSA on InnovATI
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Lessons Learned on InnovATION in Go
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This publication provides an overvi
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