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Canadian Medical Association March 2010


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Presentation to CMA, "The Taming Of The Queue" conference in Ottawa

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Canadian Medical Association March 2010

  1. 1. queue.jpg The Taming of the Queue - Is there anything to learn from the English Experience? Prof. Matthew Swindells Managing Director, Health Tribal Group [email_address] +44 7825 060102
  2. 2. Content
  3. 3. * Canadian Wait Time Alliance, National Physician survey ** CHI: Wait Times Tables-A Comparison by Province, April 2009 *** Department of Health, England, 2009 Canada – England: Comparative Waiting Times Across a range of inpatient specialities, the targets are more challenging and the waiting times are shorter in England than in Canada
  4. 4. Historic growth in NHS Funding and the future 1991 – 1997: Average real growth 3.4% 1991 – 2009: Average real growth 5.6% 1999 – 2009: Average real growth 7.7% Real Expenditure Picture1 Forecast public expenditure growth HM Treasury Budget 2009 Since 1999, the NHS has received funding growth at an unprecedented rate. This is about to stop – forecast real growth for the next three years is zero. The UK spends just under 9% of GDP on health – still lower than Canada.
  5. 5. How waiting became top priority
  6. 6. Why the focus on the NHS? NHS Unemployment Since the Blair government had taken power in 1997, the NHS had overtaken the unemployment as the biggest issue in public consciousness % What the public saw as the issues facing Britain 1993 - 2001 MORI
  7. 7. Why was waiting so crucial? MORI: Base: All - Winter 2002 (1,002), Spring 2002 (1,041), Winter 2001 (1,021) Q Which three things would make you feel the NHS is improving? Shorter casualty waiting times More nurses Shorter waiting lists for operations More doctors Shorter appointment waiting times Other Don’t know More money Winter 2002 The public measure of success in improving the NHS was more doctors and nurses and shorter waiting Top 6 mentions
  8. 8. The two phase approach – targets and system reform
  9. 9. Targets – drove improvement with unforeseen consequences Health service administrators “gamed” the target system. The DH chased this with ever more detail targets and inspection Finally, we have referral to treatment targets with wider acceptance. The concept of targets has been permanently damaged ED Targets introduced Elective waiting rose Elective targets introduced Outpatient waits rose Outpatient targets introduced Diagnostic waiting rose Diagnostic targets introduced End to end targets introduced
  10. 10. System reform created excellence and sustainability The Patient Information on quality and waiting times Patient Choice of hospital and GP Plurality of GPs Plurality of Hospitals Commissioner acting on patients’ behalf Regulators ensuring quality A self-improving system needs to have structures that place incentives and controls in the right place. The NHS uses (imperfectly): Commissioning Choice Regulation Transparency
  11. 11. The impact <ul><li>Emergency access </li></ul><ul><li>Elective wait times </li></ul><ul><li>Outpatient waits </li></ul><ul><li>Diagnostic waits </li></ul><ul><li>Referral to treatment times </li></ul><ul><li>Impact on outcomes </li></ul>
  12. 12. Reductions in Emergency Admission waits – English NHS national data Between Jan 2003 and Dec 2006 the percentage of patients waiting over 4 hours in ED for admission or discharge fell from 20% to less than 2% Standard 98% of patients to be seen, treated and discharged or admitted to an appropriate bed within 4 hours of arrival. 4 hour target introduced 70% 75% 80% 85% 90% 95% 100% 2003 2004 2005 2006 % patients seen and treated or admitted within 4 hours
  13. 13. Reductions in elective waiting times Between Mar 2000 and Dec 2005 the number of patients waiting over 6 months for surgery fell from 300,000 to zero Number of patients waiting more than 6 months for surgery 0 250,000 300,000 Mar 00 Jun 00 Sep 00 Dec 00 Mar 01 Jun 01 Sep 01 Dec 01 Mar 02 Jun 02 Sep 02 Dec 02 Mar 03 Jun 03 Sep 03 Dec 03 Mar 04 Jun 04 Sep 04 Dec 04 Mar 05 Jun 05 Sep 05 Oct 05 Nov 05 Dec 05 0 50,000 100,000 150,000 200,000 Choice at 6 months announced 1 st ISTC operational
  14. 14. Reductions in outpatient waiting times Between Mar 2000 and Dec 2005 the number of patients waiting over 13 weeks for an appointment fell from 450,000 to zero Outpatients waiting over 13 weeks
  15. 15. Responding to the black hole in diagnostic testing Between Mar 2007 and Dec 2008 the number of patients waiting over 6 weeks for a diagnostic test fell from 350,000 to less than 20,000
  16. 16. Taking a holistic approach – referral to treatment times Between Mar 2007 and Dec 08 the number of patients waiting over 18 weeks from referral to treatment fell from over 50% to under 10% 18 week Referral to Treatment Times
  17. 17. Correlation between ED waiting times and in-hospital mortality rates – example hospital An unforeseen impact of reducing ED waits was that once they dropped below 16% of patients waiting over 4 hours, in hospital mortality rates started to fall markedly
  18. 18. So what made a difference?
  19. 19. So what made a difference? <ul><li>Government Contribution </li></ul><ul><li>Additional capacity </li></ul><ul><ul><ul><ul><ul><li>Beds, doctors, nurses </li></ul></ul></ul></ul></ul><ul><li>Performance Management </li></ul><ul><ul><ul><ul><ul><li>Some high profile sackings </li></ul></ul></ul></ul></ul><ul><li>Modernisation Agency </li></ul><ul><ul><ul><ul><ul><li>New best practice tools </li></ul></ul></ul></ul></ul><ul><li>Transparency </li></ul><ul><ul><ul><ul><ul><li>To the public and to staff </li></ul></ul></ul></ul></ul><ul><li>Patient Choice </li></ul><ul><ul><ul><ul><ul><li>More cultural than real </li></ul></ul></ul></ul></ul><ul><li>A little competition </li></ul><ul><ul><ul><ul><ul><li>Huge impact on elective surgery </li></ul></ul></ul></ul></ul><ul><li>What we did for ourselves </li></ul><ul><li>Focus </li></ul><ul><ul><ul><ul><ul><li>Waiting hadn’t mattered before </li></ul></ul></ul></ul></ul><ul><li>Belief </li></ul><ul><ul><ul><ul><ul><li>When staff believed it could be done </li></ul></ul></ul></ul></ul><ul><li>Peer pressure </li></ul><ul><ul><ul><ul><ul><li>Looking at other hospitals </li></ul></ul></ul></ul></ul><ul><li>Fundamental redesign </li></ul><ul><ul><ul><ul><ul><li>Taking apart many processes for the first time for 50 years </li></ul></ul></ul></ul></ul>
  20. 20. Managing the whole systems Improving hospitals requires them to be treated as complex systems, not as a series of little projects. ED waiting times are influenced as much by the culture of the ward sisters as they are by the organisation of the ED GP / OOH referral Self referral Ambulance GP referral A&E Outpatients Diagnostics MAU Waiting list Discharge Follow up Discharge Admission Process Home Care Support Home Another Hospital Discharge Ward Emergency care and admissions Theatres Bed management and discharge Bed model and day surgery Outpatients
  21. 21. Looking forwards
  22. 22. Scale of the challenge facing health systems 4 years out: £15bn - £25bn deficit Reduced funding growth creates a potential financial crisis Population pressures create future cost pressures Good management today is planning for quality improvement and cost reductions
  23. 23. Virtuous circle of reducing demand Appropriateness Right patients Right place Right care Effectiveness Day surgery Ambulatory care Minor Procedures Efficiency Diagnostics Discharge Facilities Excellence Errors Infection Seniority Prevention Disease Mgt Care Mgt Wellness
  24. 24. Post-script
  25. 25. Base: c1,000 per wave Same Longer Shorter People still thought waits were getting worse Irritatingly, five years into the transformation, nearly half the people thought waiting times had got worse. After ten years, there is a grudging acceptance that waiting has improved. % who think waiting times are getting... MORI