Good Practices and Innovations in Public Governance 2003-2011

Good Practices and InnovATIONS in Public Governance
system and even respond in some parts of service delivery. It seems that they
enjoy helping the patients and the personnel.
The collection data OPD service timing is fixed by form. Each unit writes down the
time. The forms are included with the patient’s history file. After one month each
patient from the analyzed results found that the waiting time was only 56 minutes.
(Standard waiting time is less than 90 minutes.) Patient comments included: “The
hospital area environment is clean”; “The service is impressive”; “quick”; “excellent”;
“the providers are giving service by smiling heartily”; “Nice talk”; and “Good
service indeed”. In 2004, the hospital received the first regional prize for good quality
public service.
The hospital lets the winning team attend seminars focusing on good organisation,
gives special bonuses and rewards the team by declaring a job well done. There is a
budget for cleaning, tidiness, and improving the environment. The hospital won the
first prize for the cleanest toilets in the Public Health region. The Patient Satisfaction
results after developing and implementing turnaround strategies were as follows:
January 2005 87.45%
January 2006 88.3%
January 2007 89.4%
July 2007 92.3%
Lessons Learned
One of the main lessons learned is that in order to achieve good results, it is necessary
to work in a team. That has meant holding frequent meetings to evaluate all
the problems from patients who entered the medical cycle. Building a positive environment
with Thai music, karaoke, and a meditation room, along with having a
health club, has also contributed to the success of the initiative. An equally important
part of its success is related to the fact that clear policies were set by the management
of the hospital; and that individuals were committed and dedicated to
improving services and to relying on the extensive networking with communities
and the private sector.
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