Excellence in Non-clinical Services

Winner: The South Australian Medicines Evaluation Panel

Public Health and Clinical Systems, Department for Health and Ageing

The High Cost Medicines Formulary was established in 2011 to address inequities in access to high cost medicines (HCM’s) between hospitals and within South Australia.The South Australian Medicines Evaluation Panel (SAMEP), a multi-disciplinary expert panel, was formed to review medicines for inclusion on the formulary.The successful implementation of the state-wide formulary has been contingent upon collaboration with key stakeholders, including hospital drug committees, clinicians, consumers and State-wide Clinical Networks.HCM’s are evaluated for safety, efficacy and cost effectiveness, with clinical criteria specified for eligibility to ensure equity of access across all South Australia public hospitals, regardless of which hospital is attended.

Finalist: SA Health Women in Leadership Steering Committee

Department for Health and Ageing

The Women in Leadership Steering Committee represents all professional groups and all levels of leadership across SA Health and is working hard to promote and improve gender equality in SA Health.The Committee’s vision is to see SA Health recognised nationally as an Employer of Choice for women by September 2015.Significant achievements include the establishment of the Women in Leadership Mentor Program, development of an interactive intranet page, hosting networking events, engaging staff and building partnerships and collaborations across and outside SA Health in raising the profile of women in leadership.

Finalist: Strategic Projects Unit – Building Efficiency

Southern Adelaide Local Health Network

The Southern Adelaide Local Health Network (SALHN) Strategic Projects Unit identifies and implements strategies that improve the integration of clinical and support services for a positive impact for all stakeholders.Strategies focus on improving and strengthening hospital support services to ensure we decrease staff time spent on non-clinical care, instil patient equity and achieve cost savings.Through reconfiguring service governance, development of supportive policies and education of stakeholders in pilot models, a SALHN wide roll out ofstrategies addressing Interpreter, Transport and Pathology has resulted in significant, sustained service efficiencies and savings.

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