Clinical Service Lines compartments

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  1. Could the recent In Year Productivity (HES-WAU) be reported at Clinical Service Level?

    The In Year Productivity data provides an overview of the change in organisation performance. A similar breakdown across Clinical Service Lines, and indeed all clinical compartments, would help identify positive and negative changes to allow review of effective local initiatives

    1 vote
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  2. Please add Clinical Haematology as a service line

    Can Clinical Haematology (spec function 303) be added as a service line?

    2 votes
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  3. Capture where activity is delivered by or for another Trust

    As service model are further rationalised, different service models have been developed. We contract with local Trust's to deliver our activity in their Trust for a number of specialties and get recharged for this service. As per guidance this is classed as non pay and hence distorts our costs.
    Likewise we provide a £1m service to a neighbouring trust in order for them to deliver a specific specialty. Hence our pay costs are high but as confirmed NHSi, we are treating this as income which isn't factored in.

    1 vote
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  4. 5 votes
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  5. 5 votes
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  6. Benchmarking regional specialist centres

    It would help if you could benchmark services and have the data based on those trusts who run specialist regional centres for example the effect of being a regional cancer centre and how this has imaging scans drug spend and pathology testing.

    2 votes
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  7. 6 votes
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  8. 10 votes
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  9. Amend Staffing Compartment Calculation

    ESR data has been used to reflect the staffing by specialty however the way specialties have been defined is by "Area of Work". This is not a mandatory ESR field and often staff in a specialty come under differing areas of work eg administration.

    Internally we use cost centers. When we compare our departmental staff to your breakdown of our staff they are significantly different - eg T&O in the model hospital reports 70.8 FTE, we actually have just over 123 FTE. Therefore an inaccurate view of a specialty which we therefore cannot benchmark against other trusts.

    7 votes
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  10. Include agency spend when calcualting staff type ost per WAU

    Currently the data on staff cost per WAU only includes employed staff this does not reflect the true cost which can include large amounts of agency spend. This means that areas that are fully established and use little agency look less efficient than under established areas with a large agency bill. This is perverse and is driving some very odd/dangerous ideas in our trust as to where savings can be made.

    13 votes
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  11. Please define WTE consultant

    Does WTE pertain to 1 person that could be doing 10PAs or 14 or does it pertain to 10 PAs total work. To see if a service is efficient we need to compare output per PA not output per person listed on ESR

    8 votes
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  12. 4 votes
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  13. 3 votes
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  14. Identify impact of outsourced or insourced work

    Please develop a way of carrying out data collection that enables us to exclude costs for providing activity to other providers as it skews our cost per WAU and makes benchmarking pointless. It would also be really helpful if costs and activity carried out by another organisation for us could be identified.We need to be able to identify our own services productivity and are overall value for money.

    2 votes
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  15. Please could you include staff turnover within all Clinical Service Lines?

    Please could you include staff turnover within all Clinical Service Lines?

    6 votes
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  16. Enable bespoke reports to be downloaded

    As a Model Hospital user I would like to be able to download data for a single metric across all clinical service lines, for example to be able to view Cost per WAU for all specialties at once rather than extracting from each specialty individually.

    15 votes
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  17. Drilldown into the Potential productivity Opportunity

    It would be useful to be able to drill down into the Potential Productivity Opportunity (PPO).

    Whilst this is available at specialty level, it doesn’t seem possible to get into a more granular level of detail about how it is made up. I had been wondering if we could do a pareto-type analysis of this, e.g. if a specialty has a PPO of £2m and this is built up across 40 HRGs, could we drilldown and identify a small number of HRGs which make up the majority of the PPO, and then focus on those. However we’d need to be…

    12 votes
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    Thank you very much for your suggestion. In the new release of ‘Model Hospital 2.0’ PPO has been replaced by what we hope is a slightly improved version called ‘Opportunities’, based on Cost per Weighted Activity Unit (WAU). Although we still can’t break this down all the way to HRG level, each Opportunity page, accessible from the new homepage, includes featured and supporting metrics highlighting areas that might be driving the overall opportunity. We will continue to refine opportunities as we develop the data and functionality underpinning it.

    More information regarding the new opportunities can be found here: http://feedback.model.nhs.uk/knowledgebase/articles/1867129-opportunities

    Best wishes,
    Model Hospital team

  18. Remove duplication of costs and opportunities across service lines

    For our data there are a number of overlaps in the cost and opportunities shown for each service line.

    As an example with Gen Surg there is the national specialty of General Surgery but also F/G HRG's. These F/G HRG's also then also reported in the lines for other services where this activity is reported in refernce costs (in our case gastro, gen med, elderly etc..)

    We also see the costs and opportunity for 503 (Gynaecological Oncology) in both the Obs and Gynae service line and the Cancer Services data.

    7 votes
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  19. Update clinical metrics from HES sources more regularly

    Length of stay and other data for elective hip/knee, A&E waiting times and other metrics are still only available for 15/16 data in several cases. Several of these could be updated monthly.

    5 votes
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  20. 1 vote
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