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GPS: activity/demand data requirements

GPS: activity/demand data requirements Pete Jeffries – CMO’s Senior Projects Manager Birmingham Children’s Hospital. Aiming to:. Outline of some of the data we can access – and it’s limitations! Not a focus on detail but prompt discussion of how this might assist network discussions

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GPS: activity/demand data requirements

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  1. GPS: activity/demand data requirements Pete Jeffries – CMO’s Senior Projects Manager Birmingham Children’s Hospital

  2. Aiming to: • Outline of some of the data we can access – and it’s limitations! • Not a focus on detail but prompt discussion of how this might assist network discussions • A brief reflection on demographics/challenges • Lead into discussion of the potential benefits of working in a network

  3. The bulk of GPS? • Elective: • Inguinal Herniotomy • Umbilical Herniotomy • Orchidopexy for undescended testicle • Circumcision • Excision of skin lesion • Emergency: • Appendicectomy • Laparotomy • Obstructed hernia/Obstructed hernia repair • Scrotal exploration • Abscess drainage / Incision and drainage of abscess • Pyloromyotomy

  4. Activity: a HRG example:

  5. Potential issues: • Subject to coding/data quality issues • We can’t look by specialty • Some HRG’s are (relatively) discreet – others are much more diffuse with many OPCs codes • Outpatient activity? • Is HRG specific enough?

  6. BCH ‘market share’:

  7. BCH ‘market share’:

  8. Potential issues: • Clunky • Difficult to see any real patterns at HRG level • Linking ‘cause and effect’

  9. Demographic pressure:

  10. Demographic pressure: • Our patients range from 0-19 years old and ONS statistics for the West Midlands suggests that this population will increase from 1.34m (2012) to 1.45m (2033), a rise of 8%, now close to 12% • This is a very conservative estimate – not accounting for recent changes in birth rate and migration.

  11. The challenges facing BCH:

  12. The Key components of a ‘good’ managed clinical network – needs to be supported by good data: Delivering excellent care today…. Striving to make it even better… Shaping excellent care for tomorrow… Clear arrangements for delivery in each provider in the network Defined pathways of care, based on best evidence Continuous measurement of shared quality measures in a single dataset used to drive quality improvement Shared learning and professional development across the network A single mission, vision, strategy, objectives and delivery plan Patient involvement in service planning

  13. Any questions?

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