Prof Erika Denton, National Clinical Director for Diagnostics. Slides from Erika's presentation at the 7 Day services events in West Midlands 11th June and East Midlands 12th June, 2014.
Challenges and improvements in diagnostic services across seven day services
1. The Challenges and
Improvements in Diagnostic
Services across 7 Day Services
Prof Erika Denton, National Clinical Director for Diagnostics
West Midlands
June 11th 2014
2. • The NHS and diagnostics
• National data
• Geographical variation
• 7 day & 24/7 working
• Diagnostic service improvement work
3. The aim for all healthcare…..
To deliver appropriate, good quality, cost effective care
co-ordinated across primary and secondary care
4. The five pillars of diagnostics
10% of NHS spend, £8 billion
1 billion tests pa
Genetics
Cyto&moloeculargenetics
Imaging
egx-Ray,CT,MRI,ultrasound
Endoscopy
inccolonoscopy
Physiology
EgAudiology,Resp,Cardiac
Pathology
Blood,Cellular,Infection
The five pillars of diagnostics
5. Why does diagnostics matter?
Key examples:
• Pathology, imaging & endoscopy for cancer diagnosis
• Timely brain imaging enables thrombolysis and doubles
number of stroke patients who walk, from 1/3 to 2/3
• Interventional radiology for post partum haemorrhage vs
hysterectomy, in limb ischemia vs amputation
• Sleep studies initiate treatment to prevent morbidity &
mortality
• Genetic testing enables monitoring or intervention to
avoid early death & hereditary transmission
• Long term condition management of diabetes,
rheumatological disorders etc
6. NHS Outcomes Framework
Commissioning to support delivery of 5 domains:
• Domain 1 To prevent people from dying prematurely
• Domain 2 To enhance the quality of life for people with long term conditions
• Domain 3 To help people recover from episodes of ill health or following injury
• Domain 4 To ensure that people have a positive experience of care
• Domain 5 To treat and care for people in a safe environment and protect them
from avoidable harm
7. Sounds simple for a CCG….?
1-3 large acute
contracts, value
>£50million
10 - 30 smaller
inpatient and
community contracts
c. £1million
100s of single
provider
contracts or
individual patient
placements
<£100k
Cataracts
General surgery
A&E
Trauma
Maternity
Comorbidities
Dementia
Neurology
Weight management
Cancer
Depression
Respiratory
Long Term conditions
Rehab
Deprivation
Disadvantaged
groups
8. Specialised Commissioning
• 5 groups of Service Specific CRGs
• Specialised is for popn >1m, rare conditions
• Directly commissioned by NHSE
• Standardised structure for all CRGs
11. Projected Rate Of Population Growth
By Age Last BirthdayGraph showing projected rate of growth of Projected populations at mid-years by
age last birthday (under 60 years and over 60 years) over the next 8 years.
Source: Government's actuarial department
0%
2%
4%
6%
8%
10%
12%
14%
16%
Year
Projected Population
Increase from 2004 %
Under 60 (% increase from 2004)
Over 60 (% increase from 2004)
Under 60 (% increase from 2004) 0.0% 0.5% 0.8% 0.8% 0.7% 0.9% 1.0% 1.3% 1.5%
Over 60 (% increase from 2004) 0.0% 1.4% 2.8% 5.6% 7.9% 9.8% 11.5% 13.1% 14.6%
2004 2005 2006 2007 2008 2009 2010 2011 2012
The vast majority of
increase in
population over the
next 6 years is
predicted to be in
the 60+ age bracket.
The vast majority of
increase in
population over the
next 6 years is
predicted to be in
the 60+ age bracket.
(Source: Government’s actuarial
department).
12. Causes Of Death, over 60s
Respiratory
Diseases
GI Disease
Mental/Behavioural
CNS Disease
Abnormal Findngs
All Others
Circulatory Diseases
Neoplasms80% of death of
the over 60s
attributed to 3
underlying
causes
13. Why do we have a Challenge?
Because the equation…
Demographics + Patient / Public
Expectations + Quality
Money
14. Rising to the Challenge?
Demographics + Patient / Public
Expectations + Quality
Money
Solution = transformational change to the
current way of delivering health care
15. ‘Old’ vs ‘New’ change methodology
Transactional change:
Doing things better
Transformational change:
Doing better things
16. ‘You can’t solve a problem by using
the same thinking that created it’
Albert Einstein
18. National Audit Office Report 2011
Managing high value capital
equipment in the NHS in England
• MR, CT, RT linacs
• Poor VFM in purchase &
maintenance
• Variable utilisation
• Poor cost & performance data
NHS Supply chain currently reviewing
existing equipment in NHS to baseline
& evidence benefit of modernisation
19. 1 – Data include equipment in hospital
only.
1 – Data include equipment in hospital
only.
25. 1 – Data refer to exams in hospital only.
2 – Data refer to exams outside hospital only.
1 – Data refer to exams in hospital only.
2 – Data refer to exams outside hospital only.
26. The Diagnostic Imaging Dataset: DID
• Monthly
• Direct from RIS
• Every imaging event: requester, demographics,
code of test etc
• Report turnaround & waiting times
• Link to outcomes via HES & Cancer registries?
• Extending to include all diagnostics?
Aim: to establish “optimum” intervention rates
27. DID: Chest x-ray usage by CCG
Chart 1 – Rate per 1000 GP Registered Population
GP Direct Access activity
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
0 50 100 150 200 250
Median Mean NHS Airedale, Wharfdale And Craven CCG Low er Quartile Upper Quartile
28. DID: Ultrasound usage by CCG
GP Direct Access activity
0.00
5.00
10.00
15.00
20.00
25.00
0 50 100 150 200 250
Median Mean of CCGs NHS Barking And DagenhamCCG Lower Quartile Upper Quartile
30. The NHS Atlas of Variation
Looking at rate of healthcare interventions undertaken per
population
eg. For sleep studies 2010/11
60 fold variation between the highest PCT and lowest PCT
still a 27-fold variation, when you don’t consider the top 5
and bottom 5 PCTs
Similar pattern across diagnostic services
31. Rate of magnetic resonance imaging (MRI)
activity per weighted population by PCT, 4
fold variation
2010/11
32. Rate of dual-energy X-ray (DEXA) scan
activity per weighted population by PCT, 13
fold variation
2010/11
33. Rate of PET/CT activity per population,
by PCT, 25 fold variation
2010/11
34. • Benchmarking
• NHS diagnostic service improvement
• Pathology
• Endoscopy
• Interventional radiology
• 7 day services
NHS | Presentation to [XXXX Company] | [Type Date]34
NHS Service Improvement
35. Founded in 1996
in house, by and for the NHS
Over 320 member organisations
Sector based reference groups
Hosted by East London NHSFT
Non-profit making – all membership fees
support the work programme
NHS Benchmarking
• “benchmarking is the use of
structured comparisons to help
define and implement best
practice”
36. Community services
Community hospitals
Urgent Care
Integrated Care (new) –
including older people’s
commissioning
Medicines Management
(new)
Theatres
Corporate functions
Benchmarking project reports &
good practice guidance
Mental health inpatients &
community
CAMHS
Learning Disability (new)
Acute therapies OT/Physio
& SLT/Dietetics
Emergency Care
Radiology
Older People (new)
Intermediate Care
37. • Recurrent revenue
costs per 100,000
outpatient
attendances.
• Median £2.57m per
100,000 OP
attendances
• report turnaround
times for CT vary,
median 2 days,
range from same
day - 9 days.
Benchmarking examples
37
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
R033
R090
R026
R074
R040
R028
R016
R047
R068
R079
R024
R086
R051
R007
R052
R073
R025
R046
R017
R065
R015
R011
R088
R078
R083
R042
R014
R013
R036
R050
R009
R045
R030
R082
R085
R092
R010
R072
R031
R005
R071
R021
R076
R038
R075
R041
R060
R012
R054
R067
R056
R070
R003
R080
R032
R087
R059
R062
R066
R058
R069
R081
R091
R044
R027
R089
R064
RevenueCosts
Total Revenue Costs for Radiology 2012/13 per 100,000 Outpatient
Attendances
Teaching Large Non-Teaching Medium Non-Teaching Small Non-Teaching Community Mean Lower Quartile Median Upper Quartile
0
1
2
3
4
5
6
7
8
9
10
R082
R065
R091
R017
R044
R021
R059
R087
R070
R052
R064
R016
R036
R058
R056
R013
R041
R062
R066
R072
R075
R077
R024
R028
R045
R032
R078
R009
R010
R043
R083
R092
R076
R027
R007
R042
R048
R067
R073
R090
R003
R033
R012
R054
R081
R038
R030
R060
R015
R069
R074
R005
R031
R050
R051
R080
R085
R086
R088
R046
R025
R068
R071
R047
R079
NumberofDays
Average Report Turnaround Time in Days - CT
Teaching Large Non-Teaching Medium Non-Teaching Small Non-Teaching Community Mean Lower Quartile Median Upper Quartile
38. Reporting using Voice Recognition
Average 62% of examinations reported with VR
0%
20%
40%
60%
80%
100%
120%
R011
R028
R052
R070
R084
R090
R013
R033
R060
R058
R003
R009
R093
R048
R077
R017
R043
R045
R078
R064
R074
R068
R007
R038
R066
R079
R082
R050
R010
R015
R005
R046
R080
R030
R031
R092
R065
R054
R069
R044
R016
R083
R073
R025
R071
R036
R059
R027
R081
R087
R047
R072
R062
R075
R056
R021
R014
R088
R042
R076
R012
R085
%ofExaminationsReportedUsingVoiceRecognitionSoftware
% of Total Examination Reported Using Voice Recognition Software
Teaching Large Non-Teaching Medium Non-Teaching Small Non-Teaching Community Mean Lower Quartile Median Upper Quartile
39. CT most extended
hours availability
(78%)
Fluoroscopy, MRI, and
Cath Lab all have
availability levels at
more than 50% of
weekly available hours.
PET, DEXA, Nuclear
Medicine and
Mammography have
lowest hours of
availability.
Equipment Utilisation Rates by Modality
39
58%
51%
27%
26%
50%
25%
22%
44%
51%
78%
66%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Average % UtilisationAcross All Trusts
Plain film X-Ray - total
CT
MRI
Ultrasound
DEXA
Nuclear Medicine
Fluoroscopy
PET
Mammography
Catheter Laboratory / Interventional Cardiology
Other
42. Lessons learned
• In house improvements in pathology impacted
positively on whole patient pathways
• Quality was improved
• Turnaround times were reduced
• Sustainment of the improved processes was variable
• The ability of Managers and Leaders was variable
43. Second Phase for National Pathology
Improvement
• ‘Influencing the future-leadership in action’
Leadership Development Programme
first in pathology now for MDTs with radiology
• Exemplar site development
Organisation development programme learning
from those with sustained best practice and
continuing to innovate and improve
44. Interventional Radiology:
the evidence for change
the evidence for change• NCEPOD on Trauma, Renal, IR & Neuro IR, AAA
• NICE: UAE, NAI etc
• Northwick Park Maternity Services HCC report
• Birmingham Children’s Services HCC report
• National Imaging Board’s reports:
‘Interventional Radiology: Improving Quality and
Outcome for Patients’
‘Interventional Radiology: Guidance for Service
Delivery’
45. DH involvement with
Interventional Radiology
• Interventional Radiology (IR):
‘Improving Quality and Outcomes
for Patients’ (DH, National Imaging
Board 2009)
• Interventional Radiology: Guidance
for Service Delivery (DH 2010)
• Delivering the Service:
Interventional Radiology for Major
Trauma Networks (DH 2010)
• Towards best practice in IR – (NHS
Improvement 2012)
46. College Guidelines: RCR (2009):Standards
for providing a 24-hour radiology service
Acute intervention including damage control surgery, . . . .
. . . . . interventional radiology, haemorrhage control,
and blood transfusion.
Interventional suites should be co-located with
operating rooms &/or resuscitation areas.
Interventional radiology (IR) taking place within an MTC
should be available 24 hours a day.
Patients requiring acute intervention for haemorrhage
control should be in a definitive management area
(operating room or IR suite) within 60 mins of arrival.
47. IR Programme 2011-12:
Trauma & IR
Aim: 24/7 Interventional Radiology services in all
Major Trauma centres
• National Survey
• Visits to 24 Major Trauma Centres
• Publication of Learning Document
• 2 National Workshops to launch the document and
share good practice
48. Aim: Provide access to IR services for all, 24/7
Focus on core procedures- embolisation for
haemorrhage (general and PPH), endovascular
intervention, nephrostomy
• Promoting Networks
• East Midlands and South West (Interviews and visits)
• Other possible networks (telephone interviews)
• Workshops East Midlands and Southwest
• 3rd IR Survey 2013
IR work in 2013
IR work in 2013: access to IR
49. Red: No core service
provision and no network
pathways - includes
adhoc rotas.
Amber: Some core
services available on a
formal rota, limited formal
network provision
Green: Core service
provision or partial
service provision with a
formal rota and formal
network pathways to an
agreed recipient trust.
White : No data received
NHS Improvement Survey
2011, MTCs
52. Total IR RAG status
(as at 16/05/2012)
51.1%
44.8%
28.2%
26.9%
20.6%
28.4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Survey 1 Survey 2
53. Staffing (Actuals)
0
50
100
150
200
250
300
350
North East North West Yorkshire
and
Humberside
East
Midlands
West
Midlands
East of
England
London South East
Coast
South
Central
South West
WTE Radiologists IR Radiologists Radiographers IR Nurses
54. Nephrostomy - Interventions per Radiologist
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
N
orth
East
N
orth
W
est
Yorkshire
and
Hum
berside
EastM
idlands
W
estM
idlands
EastofEngland
LondonSouth
EastCoast
South
C
entral
South
W
est
#Interventions
55. Uterine Fibroid Emolization - Interventions per
Radiologist
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
N
orth
East
N
orth
W
est
Yorkshire
and
H
um
bersideEastM
idlandsW
estM
idlandsEastofEngland
LondonSouth
EastCoast
South
C
entral
South
W
est
#Interventions
56. Two key issues remain
1. Lack of network
approaches
2. Lack of IR
Radiologists
57. WEST HERTFORDSHIRE HOSPITALS
NHS TRUST
ROYAL BERKSHIRE NHS FOUNDATION
TRUST
OXFORD RADCLIFFE HOSPITALS NHS
TRUST
BUCKINGHAMSHIRE HEALTHCARE
NHS TRUST
MILTON KEYNES HOSPITAL NHS
FOUNDATION TRUST
HEATHERWOOD AND WEXHAM PARK
HOSPITALS NHS FOUNDATION TRUST
NUFFIELD ORTHOPAEDIC CENTRE NHS
TRUST
BEDFORD HOSPITAL NHS
TRUST
LUTON AND DUNSTABLE
HOSPITAL NHS FOUNDATION
TRUST
IR Consultant IR Radiographers IR Nurses
Nuffield 4 4 7
H Wood & W Pk 5 5 2
W Hearts 2 6 4
R Berks 4 4 9
Bucks health 2 8 3
Bedford 1 5 4
Luton 2 7 2
Oxford 6 7 10
M Keynes 2 2 2
Total 28 48 44
58. WESTON AREA HEALTH NHST
NORTH BRISTOL NHS TRUST
UNIVERSITY HOSPITALS COVENTRY AND
WARWICKSHIRE NHS TRUST
WYE VALLEY NHS TRUST
SOUTH WARWICKSHIRE
UNIVERSITY HOSPITALS BRISTOL NHS
FOUNDATION TRUST
ROYAL UNITED HOSPITAL BATH NHS
TRUST
GREAT WESTERN HOSPITALS NHS
FOUNDATION TRUST
GLOUCESTERSHIRE
HOSPITALS NHS
FOUNDATION TRUST
WORCESTERSHIRE ACUTE HOSPITALS
NHS TRUST
IR Consultants/Consultant
Radiologists
IR Radiographers IR Nurses
RUH Bath 3/16 5 4
UH Bristol 7/29 4 3
Gloucester 3/12 4 6
S Warwickshire 4/9 0 0
Great Western Hospitals 3/11 5 4
Worcester 3/14 8 3
Wye Valley 1/8 3 1
Coventry and Warwick 4/25 3 8
North Bristol 6/24 6 12
Weston Area Health 1/6 1 0
Total 35/154 39 41
South West
60. Endoscopy: what looks good?
• An accredited endoscopy service that participates in
• Global Rating System (GRS)
• National audit
• 24/7 service for GI bleeding, networked or in-house
• Access to flexi-sig or colonoscopy in <4 wks for all
patients >40 with recent onset rectal bleeding and/or
persistent (>3 weeks) diarrhoea.
• Compliant with NICE standards
NHS England
61.
62. ‘‘Hospital services should be commissioned to
provide:
24 hr 7 day endoscopy service for GI bleeding’’
‘‘Average GI bleeding mortality rate = 10% is ↓ by
access to 24/7 endoscopy, IR & surgery as an MDT’’
GI bleeding toolkit:
http://aomrc.org.uk/projects/upper-gastrointestinal-bleeding-toolkit.html
63. • 132 of 156
85% responded
• Self reported RAG
status of OOH
AUGIB service
Green 81 61%
Amber 32 24%
Red 19 14%
Survey of acute
service providers
64. • NICE Quality
Standard 2 – Timing
of endoscopy
(immediate for
haemodynamically
unstable)
Yes 100 76%
No 32 24%
65. • NICE quality
standard 3 – People
with AUGIB who are
haemodynamically
stable are offered
endoscopy within 24
hrs of admission
Yes 72 55%
No 60 45%
72. Why the variation across the week?
Patients at weekends
• Fewer discharges to alternative place of rehab or death
• People wait longer before seeking help, admission thresholds raised
Staff at weekends
• Fewer
• Less experienced
• More exhausted
Available services
• Diagnostics
• Specialist interventions
• Discharge support
73. 24/7
Extended Day +/- 7/7
Diagnostics
Tertiary Care
In Patient
A&E
Stroke Strategy
Primary Care Increased Access
Patient Choice
Secondary Care delivery – Out Patient
Specialist Care
Service delivery model