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As a public institution, HUG is committed to offering high-quality services. As the beneficiaries, patients are very well placed to judge the organization of the care and services.
In 2016, patients and carers were invited to express their opinion on several subjects: admission, discharge, pain, clinical research, signposting in the Gustave Julliard building. Their comments have been invaluable in improving the projects.
A web plateform (FR) has been created to communicate about the projects and gather opinions.
This project encompasses:
In late 2016, an ideas box was put online allowing each member of staff to submit an idea and comment on their colleagues’ ideas. As of 2017, the innovation centre will take up residence in the Gustave Julliard building.
The village has become a reality on the Intranet: a space lists all of the activities and services provided to members of staff. Several actions have been carried out: fitting out recreational areas with table football and sofas, providing two physiotherapy rooms between noon and 1 p.m. for sports activities, and legal advice once a month.
For HUG, quality is an integral part of its ambitions and commitments. This involves improving the safety of drug prescriptions and the quality of care given to people admitted to the emergency department and those with a disability.
One of the priority actions aims to reduce the waiting time in the emergency department. The opening in late 2016 of the non-critical geriatric emergency department at the Trois-Chêne Hospital should go some way to achieving this; it offers an environment more suitable to caring for the elderly.
The second action concerns healthcare for people with a disability: it involves assigning a contact doctor and adopting tools to facilitate communication.
In 2016, the HUG Private Foundation also supported 31 new projects focused on healthcare excellence.
The continuity of care received by the patient before, during and after their stay at HUG represents a huge challenge. Several projects were launched in 2016 to improve patient welcome and admission, as well as transfer to and discharge from HUG.
Another important element is the use of the same IT tools – MyHUG and MonDossierMedical.ch (FR) – allowing better communication and information sharing between all of the professionals involved in a patient’s care.
24,000 Genevans have already registered on the MonDossierMedical.ch (FR) platform. HUG has incorporated it into its Computerised Patient File (CPF). In certain situations, the information appears at a later date in order to prioritise direct patient/healthcare provider contact when announcing a difficult diagnosis.
Strong values, recognized and approved by as many people as possible, are essential for uniting staff around a shared goal. Across HUG’s ten hospital sites, meetings were organized in 2016 to discover the values that members of staff find most meaningful and wish to translate into everyday actions.
Four values arising from this participatory work were put forward and approved by the executive committee. They are based on a shared foundation: communication.
In addition to their four institutional values (quality, innovation, service and responsibility), HUG has added four interpersonal values to be lived out on a daily basis
- team spirit
How do you find quality time to devote to patients? By reorganising activities, simplifying processes and working more collaboratively.
In 2016, three teams agreed to be filmed. These videos will be used for training in order to optimize medical consultations and develop communication skills between professionals and patients.
Another action carried out: a medical healthcare team was helped to reorganise the unit’s activities. Observations made by members of staff will be useful in changing practices and identifying solutions.
Today, HUG has achieved a high level of excellence in many fields of cutting-edge medicine, earning it national and international recognition. This strategic project looks to showcase this academic dimension of HUG, and to support and promote research.
Initial steps were taken in 2016 to take an inventory of HUG’s existing biobanks and draw up regulations for the future institutional biobank.
The second consisted in implementing general consent for research. A brochure for patients is currently being produced to inform them about the new federal provisions.
Faced with an increasing scarcity of healthcare professionals, which can be primarily explained by a high retirement rate, HUG wants to attract and retain talent. This involves developing skills and encouraging everyone to advance in their profession or develop within the institution.
In 2016, the human resources division defined a policy for developing internal mobility. A map, resembling an underground map, was drawn up to show members of staff opportunities for advancing, changing or personalizing their careers.
As the largest employer in the canton of Geneva, HUG has a significant economic, social and environmental responsibility.
Social responsibility relates to displaying exemplary conduct in HR management, allowing job seekers to re-enter the workforce, and making humanitarian commitments.
Environmental responsibility encompasses all practices implemented to ensure adherence to sustainable development principles: being economically viable, making a positive impact on society and being more environmentally friendly. Some 60 measures have been identified to reduce HUG’s environmental footprint: these concern reducing energy consumption, promoting renewables, increasing recycling, a responsible purchasing policy and a sustainable mobility plan.
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