Emergency Department Taskforce Unscheduled Care Forum “Perspective

Emergency Department Taskforce Unscheduled Care Forum “Perspective from the Frontline” Enablers for Improvement - RCSI HG 04 Sept 18 ACCESS han a t r e h t a r , ble bit of a ram y” “case stud 1 IAN CARTER

just in case anybody is unsure Monaghan Hospital Louth Hospital Cavan General Hospital Beaumont Hospital OLOL (Drogheda) Rotunda Hospital Connolly Hospital Academic Partner Royal College of Surgeons 2

Context change factors (to be managed) to effect performance / quality improvement - 4 “C”s - with obvious overlap Focus - today Actions Outcomes what works / what doesn’t next steps CLINICAL PERFORMANCE CAPABILITY CULTURE CAPACITY CLINICAL CONTROL QUALITY BUDGET More with More More with Less Less with Less (continuum) 3

Context Clinical activity - (ED) - key impactors 2015 /2016 Activity 2015 2016 2016 /2017 Jan - July 2015/2018 2017 Val Var ED New Attendances 154,778 167,306 174,821 12,528 Emergency Admissions 67,936 72,885 74,164 4,936 % Var 8% 7% Historic (2015) poor ED access wait time / volume multiple patients routinely waiting 24 hours diminished capacity to treat elective patients and resultant increasing long waiting times poor patient experience ever increasing presentations / admissions 4 Val Var 7,515 1,279 % Var 5% 2% Jan - July 15 Jan - July 18 % Var 19% 10% 88,989 105,594 16,605 38,750 42,562 8,812 CONTROL CAPABILITY Val Var CAPACITY PRESSURE COOKER CULTURE

Actions / Enablers (2016 - 2018) considered across the 4 dimensions: Capacity / Capability / Culture/ Control Actions to increase / maximise usage of all available capacity Capacity usage of under utilised facilities, particularly theatre / diagnostics (endoscopy) capacity Raheny, Connolly, Louth, Cavan as such considering Hospital Group as an integrated singular capacity construct with limited barriers to patient flow / staff movement 1 empire not 7 containing patient flow within a specialty control framework i.e. complex / simple develop ambulatory alternative and additional capacity across multiple sites (elective / non elective) Gynae - Connolly Hospital (1140 attendances annually) Plastics (Trauma) - Connolly Hospital (769 attendances annually) more from a combined whole than separate parts Vascular - Louth (3-5 patients weekly) 5

Actions to increase / maximise internal HG capability Capability Focus Beaumont Hospital admission alternatives - ambulatory / OPD / FIT assessment / MIT enabling reduction in admission conversion (29% 26%) 2018: 2.5% reduction in ED admissions despite 6% increase in ED attendances - patient processing - admission identification / alternative pathway - much consultant directly delivered - specialty patient specialty consultant specialty ward specialty alternative ambulatory specialty OPD -early discharge -early identification of PDD (however ALOS @ 7 days) -twice weekly pan - hospital review of patients LOS 7 / 10 days -enhanced ability to progress patients requiring LTC / HCP - but still delays 6

Actions to increase / maximise internal HG capability Capability Focus on Hospital Group - develop of specialty provisions whereby sites provide complimentary and supportive service delivery rather than parallel segregated service delivery Beaumont Hospital complex surgery .v. Louth / Cavan short stay simple surgery Connolly short stay surgery Connolly trauma orthopaedic surgery .v. Cavan (bypass) OLOL trauma / complex surgery .v. Louth Day Care 7

Actions to maximise performance Control creation of formal specialty patient pathways across multiple sites creation of formal movement of specialty surgical capability to across multiple sites capacity overall control tight (not a democracy) bed access / usage function held centrally, actual service delivery held within directorates access / wait time targets set by hospital seen as important in relationship to directorate / hospital performance targets simple and realistic not desirable 8

Actions to maximise performance Control focus on target achievement rather than describing efforts and energies focus on access times rather than pure volume productivity Internal / external publication of performance - with clear accountability identification across all levels singular approach to emergency and scheduled care rather than commonly exhibited segregated programmatic approach - requirement to achieve on both (each as important from a patient perspective) investment based on measurable performance metrics, maintenance of investment based on maintenance of performance 9

Actions to maximise performance CULTURE shift of paradigm of “all external problems requiring external solutions” to “external and internal problems, both requiring external and internal solution / correction” (assertive .v. passive) whilst innovative solutions ideas incorporated, not always following HSE corporate dictates performance of hospital held to be very important open disclosure internally, as to performance in terms of publication – (good or bad results) internal accountability (yes) but no finger pointing / report card writing / blaming / escalating - focus on identifying and solving rather than describing 10

Emergency Department - focus Beaumont Hospital Performance 2015 / 2016 / 2017 / 2018 16 / 15 - 23% reduction ED Trolley wait 08:00 (n 2064) ave count 2016 19 / ave count 2015 25 - 24% reduction 17 / 15 57% reduction ED trolley wait 08:00 (n 5131) ave count 2017 11 / ave count 2015 25 - 56% reduction Non admitted wait time 2018 (ave) 5.42hrs Admitted wait time 2018 (ave) 12.42hrs 18 / 15 74% reduction ED trolley wait 08:00 (n 3958) ave count 2018 7 / ave count 2015 25 – 74% reduction (2015 – 6.02hrs) - 6% reduction (2015 – 21.3hrs) - 40% reduction 11

Emergency Department– focus Beaumont Hospital Performance - January - July 18/17 PET 24 hour ED breaches reported at 8am per month focused effort to reduce 24 hour waits - “zero tolerance” approach - improvement demonstrated 99% cumulative reduction YTD July - (2015 v’s 2018) Discharges from ED - PET 24 hrs - 94% cumulative reduction YTD July - (2015 v’s 2018) 12 focused effort to admit accommodate or discharge - “zero tolerance” approach - improvement demonstrated, but problem not totally removed

Inpatient / Day Care Elective Access – RCSI HG Performance focused approach to minimise wait time experienced as apposed to simply increasing activity, but recognising additional treatment requirement target drive 8 months - achieved through internal treatment additionality rather than external RCSI HG exceeding 2018 national target (improving on 2015) National Performance by Hospital Group Comparator 4.1% increase elective IP.DC treatments for Beaumont 18/17 YTD (n 1720) RCSI HG exceeding 2018 national performance 13

Endoscopy - focus reduce wait time rather than treatment volume increase Performance Beaumont / OLOL / Connolly insourcing Cavan / Connolly 5877 procedures - 2016 / 2017 / 2018 14

Rapid Access - Beaumont Hospital Cancer Clinics 2018 Beaumont Hospital (100%) /National Performance (87.3%) Beaumont Hospital (100%) / National Performance (63.6%) Balance Score Card approach Beaumont Hospital (100%) / National Performance (67.4%) 15

Delayed Discharges Performance 4% reduction 2018 / 2017 YTD (8% increase Jul-18 vs Jul-17) however 2018 monthly average 3640 acute bed days not available for acute patient occupancy equivalent to treatment of 607 patients monthly (based on 6 day ALOS) - 4249 ytd (14 days total activity equivalent for HG) 16

Percent ‘Did not attend’( DNA) of total OPD bookings Performance - during July 1,745 patients did not attend new scheduled appointment - total DNA value YTD 43,086 - is there a corollary between DNAs and ED new attendances in regard to how patients access the health system? 17

7 Themes “Heads Will Roll” (2015) “Are you Rounding twice a day” Over focus on process description and subsequent validation on whether “process” is being adhered to - rather than outcomes (2017) Dis-enablers to improvement Deming (incorrect attribution ) “you can't manage “it” unless you can measure it” Has become “If you can’t successfully manage “it’’ then measure very often and exhaustively belief that solution lies mainly in capability rather than capacity “crisis is not solely due to lack of money” Centralised & hierarchical control of operational policy / practise (2018) Application of multi million euro fines (SDU) - 64.19m (2016) “Punish poor performing HSE managers” (2017) New laws to penalise hospitals for breaking waiting times (2018) 18

Ending thoughts - further performance improvement / maintenance not possible if ED activity continues to increase - 98% bed occupancy creates significant dysfunctionality by itself - performance improvements have been achieved, however access times to bed remain too long - given nature of patient presentation i.e. 75% exacerbation of chronic disease, alternative management model to current (hospital centric) approach needed - this applies to both inpatient and OPD - “standing still” capacity / capability investment needed, as well as parallel funding for a ‘alternative care model’ (community centric) problem remains, no designed actual alternative model (in enough detail) that can be described, funded and implemented - continue to talk, but no meaningful algorithm No CDM DIY book in the HSE library 19

Winter Plan - Status plans relating to “Winter” requiring “approval” - still not approved additional funding, where identified, still not agreed / rejected - bed opening has a lead in time any target must be realistic, rather than desirable need consistency in community provision in relationship to LTC / HCP - already examples of services curtailment short term reactive planning to specific periods of the year, cannot continue to be the solution, (Q1 2018 would be the proof of this) is the Task Force the ongoing appropriate control solution no real new practices or ideas, beyond a recognition for alignment and full functionality of necessary capacity, capability and control within HG and CHO discourse “needs to avoid bombast, insult and outrage” but still contained within an accountability framework (Obama 04.09.18) should we still be discussing “Winter Planning” when the problem manifests throughout the year 20