情繫港怡
GHKConnect
GHK Connect is a monthly e-newsletter that brings you updates on GHK and helps staff better understand the values we embrace.
|
|
Dear colleagues,
Our hospital is now celebrating its half-year anniversary! How time flies! It seems only very recently when the first services were launched. Recently, we launched three more SOCs and also officially opened our automatic lab system and Dialysis Centre. Soon, we will be opening our 24/7 A&E services and our Obstetrics services. That will close the second phase of service launches after opening.
This month, I would like to address two themes: our initiatives to create better offerings for our patients, and our initiatives to address and create a “GHK culture”.
First, our offerings for our patients. We have in the past six months received a lot of feedback from doctors, patients and of course yourselves, where things could be improved or changed. We have taken a number of these ideas on board and are planning to introduce a number of changes on 4 October.
Firstly, we will be introducing a new room class structure (with new competitive room rates), which we believe will create more patient choice, while always offering room options in each class that would fall within most insurance plan thresholds. We have come to realize that to be in line with insurance thresholds is critical to enable sales of our packages. Secondly, we will soon launch a series of new packages covering a wider range of specialties at attractive rates, to follow up on our promise of more price assurance and enhancing their applicability to more patients. Thirdly, we are making some adjustments to our pricing of a range of items, based on feedback from doctors and patients alike, in order to make our offerings more competitive. Watch out for these changes after October 4, so that you are aware of what our new offerings are and you can articulate these to our patients and doctors if needed. HODs will also be briefing their respective teams such that all staff know and understand these initiatives.
Second, our initiatives to address and create a “GHK culture”. Inevitably, in a new hospital, many new colleagues with a diverse set of backgrounds and ways of working come together. It takes time and effort to “blend” these diverse cultures together into a new, shining “GHK culture”. I have addressed this issue many times before, and I always mention this when I greet new staff on their first working day. I ask everyone to open up to new ways of doing things, and together with their new colleagues forge a new culture which incorporates the best elements of all the cultures we house in GHK. This is not easy and in a recent culture survey participated by staff, we have found that not all departments are on track to realize this. Specifically, blame, defensiveness, and a lack of cooperation and communication have been identified by some staff as undesirable aspects of the current culture in GHK.
Recently, we gathered all HODs at a retreat to discuss what should be the values and behaviours we would like to see at GHK. Some of the desired behaviours identified are aligned communication, collaboration and understanding. We are actively following this up by identifying what we need to do to achieve these behaviours.
We think it is critical to build our GHK culture into a formidable strength that will attract and retain the best people. We also believe that our people culture will have direct impact on our service quality. This will demand of all of us to step up and take a role in this, and not sit back and let others take the lead. I hope all of our staff will take this to heart as we take the next steps to reinforce this culture.
Thank you.
Dirk Schraven
Chief Executive Officer
|
|
|
Embracing new positioning, building GHK cultural values
|
|
|
|
In a special Town Hall Meeting on 28 September 2017, our CEO Mr Dirk Schraven shared with staff GHK’s new positioning and cultural values.
Over the past six months since opening, we have been listening to opinions, suggestions and expectations from patients, doctors, business partners, stakeholders and staff. In reviewing these views, it has become clearer that we needed a more clearly-defined proposition to help us reinforce our position as a high -quality, competitive healthcare provider. In essence, Proven Experience & Expertise, Price Assurance, Tranquility & Holistic Care are the three unique qualities that differentiate from others. This new positioning in turn sets GHK’s strategic direction in terms of our target segment, service focus and unique offerings.
(click on the images to enlarge)
Also shared during the session were the cultural values that GHK would like to build. Subsequent to some internal exercises on understanding our current values and the behaviours that staff aspire to see at GHK, the five core desired behaviours identified are: We, Understanding & Appreciation, Collaboration & Open, Aligned Communication, and Leading. Building cultural values is an ongoing process and can only be successful if all play a role in it. While different work groups have been set up to map out how we can achieve the desired behaviours, we call for the support and participation from all members of staff in realising these shared ambitions.
To help all members of staff understand our new positioning and cultural values, HODs will further brief team members within their respective departments in the coming days.
|
|
|
Staff’s voice addressed at Town Hall Meeting
|
|
|
Open dialogue is key to fostering effective communication and building a culture of collaboration. Other than inviting staff on the floor to ask questions, staff were also invited to send in their questions and comments related to their work in advance of our fourth Town Hall Meeting on 4 September 2017. The initiative was well received and staff from different department sent in their voices on a spectrum of areas including policies, staff welfare, training, systems and processes etc.
Following a sharing of GHK’s latest operation updates, Mr Schraven, together with respective heads of departments, addressed in person questions, concerns and suggestions received and actions for improvement that were being planned.
|
|
Following the Town Hall Meeting on 4 September 2017, a number of changes and improvement specific to the concerns raised have already been implemented and some will be in place soon. While some of the matters will take longer time to find the best solutions, we believe that it is a good start.
Below are some highlights of actions taken:
Staff welfare 
- Shuttle service at 10-min intervals starting early October
- Enhanced shuttle service for staff reporting duty under typhoons and adverse weather
- Provided wider menu options and more flexible choices for staff meals
- Introduced sealed payslips for better privacy
System and process
- Some 337 upgrades HIS are planned for October, around 70% of which are tailored for clinical departments
- Launched new features on HIS to facilitate clinical operations
- Streamlined steps for OT booking and admission booking
- Enhanced discount logic, consultation fee, differential pricing etc
Communication
- Started CEO small group sharing sessions with frontline staff
- Scheduled regular meeting among NMs, SRN and nurses to allow two-way communication and understand staff’s needs
- Enhanced ward communication system to avoid miscommunication and misinterpretation
Work arrangement, policy and training
- Produced guidelines on Nursing teams’ work arrangements under typhoon and adverse weather
- Established guidelines on duty roster and annual leave request to all Nursing teams
- Reinforced training on billing procedures, oncology procedures etc and provided training feedback
- Provided more intensive training to seconded staff to Chemotherapy Centre, and conducted chemical spillage training and drill for all ranks of nurses
- Restructuring Nurse Mangers’ (NM) and Senior Registered Nurses’ (SRN) roles and duties to better utilise their expertise
|
|
|
Hospital Authority visits GHK
|
|
|
|
GHK widening its scope of services
|
|
|
With the joint efforts of our different teams, nurses and doctors, GHK celebrated in September the opening of three additional Specialist Outpatient Clinics – Orthopaedic Surgery, Skin & Laser, and Haematology & Oncology Clinics, the fully-automated track system in the Clinical Laboratory, and the Dialysis Centre.
In addition to consultation, the Orthopaedic Surgery Clinic also provides minor surgeries such as minor suture, apply POP, knee tapping, incision and drainage, intra-articular injection etc. The Skin & Laser Clinic offers services from dermatologic diagnosis and skin prick test to onychomycosis treatment, cryotherapy, skin biopsy and a spectrum of aesthetic and laser treatments. The Haematology & Oncology Clinic provides holistic care to cancer patients, other than administering chemotherapy, targeted therapy and immunotherapy, the clinic also provides tailor-made pre-treatment education according to patients’ needs to empower them to overcome treatment-related complications.
 
   
 
GHK houses the first fully-automated track system in Clinical Laboratory is the first one in local private hospitals. Capable of handling 4,000 specimens per day and conduct around 70 routine haematology and chemistry tests, the system improves test turn-around time and efficiency, streamlines workflow from test ordering to result reporting, and provides more consistent test results.
The newly opened Dialysis Centre features nine state-of-the-art dialysis machines of the latest model, providing online haemodiafiltration treatments for patients. Each dialysis chair comes with individual television for a more comfortable treatment. The Centre also manages a dialysis machine in Critical Care Unit, complemented by a portable reverse osmosis water treatment machine for emergency services.
 
|
|
|
Sharing the happiness of GHK’s half-birthday
|
|
|
|
|
