USING
DATA TO IMPROVE
ACCESS TO TREATMENT:
MANAGING SPECIALITY
PERFORMANCE AND EFFICIENCY
Mark Norwood – Associate
Director of IM&T
Rich Butterfield – Head of
Information
PRESENTATION TOPICS
What
1.
2.
3.
4.
5.
6.
Trust Detail
Who is involved
Utilising Technology
Information
Processing
Data Accuracy
Reporting
Why
1.
2.
3.
4.
5.
6.
Scalability
Ownership &
Governance
System
Configuration
Confidence in data
Confidence in
decisions
Making the Problem
Visible
TRUST DETAIL
•
•
•
•
•
1 million hospital events in a year
250,000 Referrals
31,000 Incomplete Pathways
8,000 Inpatient Waiting List
Up to 10,000 Lorenzo transactions
effecting RTT on a weekday.
RTT INCOMPLETE PERFORMANCE HISTORY
Regression
issue
Lorenzo
Go Live
100%
Dashboard
Launch
95%
90%
85%
80%
75%
Feb 2014 - Mar 2014:
Derby did not report;
Lorenzo migration.
PROBLEM
ALL
THE PIECES OF THE
JIGSAW
Data
Accuracy
Problem
Visibility
Governance
Reporting
Structure
Information
Processing
Systems
Configuration
Ownership
BUILDING
A REPORTING FOUNDATION
DATA ACCURACY & SYSTEMS
CONFIGURATION

Data Quality Dashboard
We set a baseline
and monitor using a
RAG rating
Transactional data – days work in a day
 Backlog Data – Reducing the error


Adjust the System Configuration to support
accurate recording
Systems
Config
Data
Accuracy
INSIGHTFUL INFORMATION
Value Added Approach

Assist in spotting problems early

Assist in uncovering the cause

Assist in reducing variation

Assist in Booking in Order

Assist in Understanding Backlog and
Sustainability

Assist in Understand Capacity

Assist in Efficiency Gains
Problem
Visibility
SPOTTING PROBLEMS EARLY
Christmas
ChristmasImpact
Impact
Christmas Impact
CAUSE: INDIVIDUAL WAITING LISTS DISSECTED
DQ Issues
Booking over
18 weeks
No TCI at 20
Weeks plus
CAUSE: INDIVIDUAL WAITING LISTS
DISSECTED CONT.

Diagnostic Waiting list

Imaging at modality level

Endoscopy split by waiting list type
(Cancer/Urgent/Routine/Planned)
BACKLOG
AND
SUSTAINABILITY
BACKLOG:
4499
Breaches
Target
2,541
Breaches
Achievement
of 1958
Target
SUSTAINABILITY:
Waiting
29,795
List
Size
Ideal
Waiting
26,500
List Size
Sustainable
3,295
Waiting List
UTILISATION
OF
CAPACITY
 Theatres

Trust to clinician level
 Outpatient

clinic utilisation
Trust to clinic level
Reducing Variation with League Tables
Clinician
Average Theatre
Throughput
Outpatient
Utilisation
Rank
Clinician 6
3.48
1
Clinician 2
3.43
2
Clinician 1
2.73
3
Clinician 5
2.6
4
Clinician 10
2.25
5
Clinician 4
2.03
6
Clinician 3
1.98
7
Clinician 9
1.83
8
Clinician 8
1.77
9
Clinician 7
1.66
10
Specialty Average
2.52
Long Waiters
Picking Order
Late Starts &
Early finished
Efficiency Gains
Theatre
Throughput
Late
Starts/Early
Finishes
DNAs &
Cancellations
Follow up
Ratio
REPORTING HIERARCHY
Planned Care
Dashboard
Outpatient
Dashboard
RTT
Dashboard
Cancelled
Operations
Theatre
Dashboard
Diagnostic
Dashboard
Referrals
DNAs
Activity
Patient
Level
(Daily)
Cancelled
Operations
on the day
Theatre
Log books
Diagnostic
Waiting
Times
OWNERSHIP

Owners:







Trust RTT Owner – Board Level
Reporting Owner – Information Manager
RTT Manager & Service Managers
RTT Analyst
Data Quality Support
RTT Trainers
RTT Validators
Ownership
GOVERNANCE

Meetings:
Waiting Times Weekly Meeting
 Monthly RTT board

Governance

Documented Governance and Signoff process.
Governance
TAKE AWAY POINTS

Information without action is wasted effort

Visible problems are easier to fix



Data Accuracy is vital to make good
decisions but…
Utalise technology to assist your goals
It’s a lot easier when everyone owns the
problem
What next
Step
5
Step
4
Foresight:
predictive
analytics
Knowledge
Information
Provision
Step
3
Step
2
Insight
Step
1
Facts & Data:
THANKS
YOU FOR YOUR ATTENTION
Any Questions?
Additional Slides