5.3 Promote the utilisation of project management tools to plan, develop, implement and evaluation projects.
The SERT Institute and DASO Unit is primarily a paperless department with a high to expert competency level in Microsoft Office Suite, project management, Power BI and statistical analysis tools, REDCap and NSW Health ICT programs. In addition, we promote Agency for Clinical Innovation (ACI) project management tools and Accelerating Implementation Methodology (AIM) and the Clinical Excellence Commission (CEC) Applied Safety & Quality Program. Knowledge of these programs ensures surgical projects are accurately documented, risk assessed, monitored and supported from initiating tools to final reporting.
5.4 Strengthen connections and alignment with stakeholders for project sustainability and scalability To ensure the data needs of RNSH surgical departments are identified and met, a GAP analysis was conducted, that also captured academic and commercial partnerships and accountability to national and state registries. The DASO data managers focuses on strengthening surgeon engagement and improving clinical audits, M&M meetings, documentation compliance and activity reporting which translates to improvement in patient care/outcomes and increased research output. There is enthusiasm across surgery to explore the possibility of the SERT Institute transitioning to a District-wide service and provide a similar level of support to surgeons at both Hornsby and Ryde hospitals. In October 2024, the the NSLHD Clinical Director for Surgery and Anaesthesia approached the SERT Institute to explore the possibility of extending support to Hornsby and Ryde hospitals. The SERT Institute committed to creating surgical profiles for both facilities, a workforce and data GAP analysis. In addition to identifying suitable RNSH databases for adaptation and implementation and resources required to support the implementation, management and sustainability.
The report was presented in the SERT Institute Advisory Committee in November 2024.
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Operational Plan Report: Key Priority 5
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