Thursday 22"d May 2008 9.00am-3 .00pm Visit to Queen Elizabeth Hospital 30 Gascoigne Rd, Kowloon Hong Kong . The Queen Elizabeth Hospital is the largest hospital in Hong Kong, opened in 1963 under British rule, and still run very much on the lines of the British Health System .  Our principle contact was Ms Alice Tso, Cluster General Manager of Nursing.  Alice is currently studying for a PhD in Crisis Management at the University of South Australia.  Alice was very involved in the recent SARS epidemic as the Head of Nursing and was very concerned about how unprepared the hospital was for the 350 patients involved .  She found the hospital wanting on a number of levels and it  was this difficult period that prompted her current research . 11 .00am-12 .30pm Visit to Accident and Emergency Department. Conducted by Nursing Manager -Susanna Ko and Consultant in Charge - Dr .   H.F Ho . A very interesting and comprehensive visit.   Patients are quickly met by a triage team who assess their needs and given a number .  A flashing neon sign tells patients how many minutes it  will be until they are seen and this  is  updated every 10 minutes.  Patients needing re-dressing or who need x-rays are siphoned off to two other waiting areas so, psychologically, none of the waiting areas look overcrowded.  The department has only a few drug or alcohol related admissions usually after midnight . 12.30pm Meeting with Dr.   C.  T Hung, Chief Executive Officer of the QEH Cluster Group. Wong Lai-King, Department Operations Manager. Anthony So, Chairman Bonso Electronics Ltd. Dr.   Stephen W.K Ng, President of The Institute of Purchasing and Supply of Hong Kong Dr .  Hung is  passionate about his hospital and said that: `In virtually all respects, QEH has undergone radical reforms in the last decade .   On the surface, its appearance has evolved into a modern structure equipped with the latest technology has to offer, surrounded by a green and pleasant environment.  But perhaps of greater importance are the internal changes;  in the spirit, philosophy and behaviour of each and every member of our staff.   These are changes that can be felt rather than seen .  The challenging process of change has transformed QEH from a traditional hospital into a vibrant, progressive, patient-centred healthcare organisation with a deep regard for and involvement with the community.' Over the past decade, the Hospital underwent cultural and management reforms, transforming itself into a modern hospital .  Some of the most prominent changes include : Mindset - From a dull government-run treatment-oriented institution, the Hospital has undergone a paradigm shift into a service provider with emphasis on a caring and responsible attitude .  Accountability, responsibility and compassion are the basic personal attributes that they instil upon every member of their healthcare team .