Celebrating 20,000 Days

It’s been another magnificent week at CM Health, as we celebrated the successful completion of Phase One of the 20,000 Days Campaign. This campaign, to reduce demand on our hospital by giving back 20,000 well and healthy days to the community, has gone from strength to strength, and it was great to take the time to celebrate the difference it has made. Today I’m joined by David Grayson (Clinical Lead) and Diana Dowdle (Campaign Manager) to tell you more about the successes, the learnings and where to next for 20,000 Days.

On Tuesday we celebrated the achievement of saving 22,940 days by 9am 1 July 2013 for the people served by CM Health. It was a great occasion, particularly when we heard firsthand accounts from patients and their families about what it meant to them to experience care in the Healthy Hearts and Very High Intensity Users programmes.  A newsletter summarising the 20,000 Days Campaign has been compiled and we encourage you to read it to find out more about the collaborative teams’ achievements, highlights and the difference saving a day makes to patients, families and staff 

As the Clinical Lead and Campaign Manager for the campaign, we are very proud of the achievements of all the collaborative teams who are passionate about finding new approaches to keep people healthy and well in the community.  We acknowledge the strong leadership of the Clinical Leaders, Managers and Improvement experts who have supported their teams to be innovative, test ideas and commit to improvements for patient care.  We have been so impressed by the shift in mindset that has occurred over the last two years. We are seeing a move away from a threatening scepticism or what the Russians call ‘netovshchik’ to an acknowledgement that using improvement science has a role in tackling the complex challenges of healthcare delivery.

20000 Days Dashboard

The individual collaborative teams’ dashboards and the overall system dashboard have helped us learn to see and understand our system better. The latest dashboard shows ‘special cause’ effects or changes not attributable to chance in four charts: Average length of stay, Emergency Care presentations, Occupancy and Dot Days. Something is happening! We now have the opportunity to look deeper into the data and we would encourage everybody to contribute to help us improve things further.

CM Health is demonstrating leadership for a modern approach to healthcare by seeking excellence through the eyes of our staff and the people we serve in our community. This is what success means to us and it is a privilege to be involved in such a positive atmosphere for change. The enthusiasm and collaboration of the collaborative teams is contagious.

The next phase of work is already underway and we are excited about the potential exponential improvement we will see as we continue ‘Beyond 20,000 Days’. The campaign team will also continue to support seven collaborative teams who are implementing their changes permanently over the next 12 months to ensure the improvements are sustained.  Check out our website for more information on where to next.

Diana and David

I would like to add my thanks and congratulations to all collaborative teams involved in Phase One. Your efforts have undoubtedly helped us manage the demand for our services and prevented Middlemore Hospital from seizing up. That’s a huge achievement, and one I am excited about building on as we look ‘Beyond 20,000 Days’ and continue developing a culture of quality improvement.



Author: Geraint Martin

Geraint Martin was appointed Chief Executive Officer of Counties Manukau DHB in December 2006. It is one of the largest District Health Boards in New Zealand and services a population of half a million. He has significant experience over 30 years in national policy & in managing both primary and secondary care . Previously, he was Director of Health and Social Care Strategy at the Welsh Government .He authored a radical 10 year strategy of reform, including the successful “Saving 1000 lives” Campaign.Until 2004, he was CEO at Kettering General Hospital & had held senior positions in London & Birmingham.He has worked closely with clinicians in improving clinical standards,patient safety,chronic disease management & managing acute care to reduce hospital demand.In NZ, He has promoted clinical quality and leadership as central to improving patientcare. This has led to a significant increases in productivity and access, whilst maintaining financial balance. CMH has completed in 2014 a $500 m capital redevelopment programme, the largest in New Zealand. A central part of this is the establishment of Ko Awatea,the Centre for Innovation and Research which will underpin CMH as one of the the leading health systems in Australasia.In 2008, he chaired the Ministerial Review of Emergency Care in New Zealand, and in 2013 was an member of the Expert Advisory Panel on Health Sector Performance. Geraint has an MSc in Health Policy from Birmingham University .His post-graduate work has focused on health economics and Corporate Strategy . He is adjunct Professor of Healthcare Management at AUT and Victoria University, Wellington Elected in 2006 as a Companion of the Institute of Healthcare Management, previously he was an Associate Fellow at Birmingham University.He is is Chair of the Auckland Philharmonia Orchestra, a member of the Institute of Directors, on the Board of the NZ Institute of Health Management & previously the Board of The NZ Health Quality and Safety Commission.

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