Press release
Minister for Health Stephen Donnelly welcomes the publication of 'Hospital Performance: An Analysis of HSE Key Performance Indicators'
From Department of Health
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The Minister for Health Stephen Donnelly and the Minister for Public Expenditure, NDP Delivery and Reform, Paschal Donohoe, today published as part of the 2022 Spending Review process “Hospital Performance: An Analysis of HSE Key Performance Indicators” to provide insights and a greater evidence base for policy decision making in this area.
The aim of the work is to provide a data driven assessment of hospital performance based on published HSE key performance indicators. This supports active management of hospital performance across the healthcare system, allowing policymakers and practitioners to identify investment needs and best practices improvements to enhance clinical outcomes and increase efficiency. This work aligns with Sláintecare Reform Programme 1, Project 1 which aims to improve hospital productivity through optimised use of capacity, improve patient flow and achieve reconfiguration of hospital services.
The paper to be published provides provides an overview of hospital performance across the years 2017-2021 by analysing 18 published Key Performance Indicators (KPIs) at a Regional Hospital Area (RHA) level, hospital model level, and at an individual hospital level covering three aspects of hospital performance: Emergency Department Services, Acute Medical/Surgical Services, and Medical Safety.
KPIs analysed include ED waiting times, incomplete treatment, day of surgery admissions, and delayed transfer of care, highlighting areas where policy interventions could be focussed to improve the delivery of acute care service.
Variation in performance is observed across hospitals and regions for each area examined, but also relative to HSE set targets. In some cases, hospitals with significant and persistence non-compliance with HSE performance targets can be identified for a given KPI, highlighting the need for subsequent analysis to identify drivers and potential remediatory interventions that could be utilised.
The analysis also recommends the provision of a more concise and focused set of performance targets for the acute care system in Ireland to facilitate subsequent analysis and easy identification of where performance could be improved.
Minister for Health Stephen Donnelly welcomed the publication saying:
"The development of a robust understanding of the drivers of hospital performance will enable the implementation of effective policy. This analysis provides an understanding of hospital performance through the lens of Regional Health Areas. This analysis will be vital to the development of strong governance and management structures within Regional Health Areas to drive improved hospital performance."
This publication builds on other healthcare papers published as part of the Spending Review series in 2021 and 2022. Work is ongoing in the department through this forum to integrate best available evidence into policy development in a range of areas, including waiting list reduction, capital infrastructure policy, workforce planning and the population-based resource allocation.
The 6 Regional Health Area (RHAs) will cover the following areas:
- Area A - North Dublin, Meath, Louth, Cavan, and Monaghan
- Area B - Longford, Westmeath, Offaly, Laois, Kildare, and parts of Dublin and Wicklow
- Area C - Tipperary South, Waterford, Kilkenny, Carlow, Wexford, Wicklow, part of South Dublin
- Area D - Kerry and Cork
- Area E - Limerick, Tipperary and Clare
- Area F - Donegal, Sligo, Leitrim, Roscommon, Mayo, and Galway
A growing divergence between hospital expenditure and activity has been observed since 2017 which motivates consideration of performance. This paper provides an overview of hospital performance across the years 2017-2021 by analysing 18 Key Performance Indicators (KPIs) at a Regional Hospital Area (RHA) level, hospital model level, and at an individual hospital level covering three aspects of hospital performance: Emergency Department Services, Acute Medical/Surgical Services, and Medical Safety.
Variation in performance is observed across hospitals and regions for each area examined and also relative to HSE set targets. In some cases, hospitals with persistent non-compliance with HSE performance targets can be identified for a given KPI, highlighting the need for subsequent analysis to identify drivers and potential remediatory intervention. The analysis also highlights the need for a more concise and focused set of performance targets for the acute care system in Ireland to facilitate this subsequent analysis.
The authors acknowledge that performance on the KPIs examined have a multitude of drivers including varying demographics, healthcare needs, management practices/processes or resources available in each hospital, and that this is a key limitation of the analysis. The identification of hospital performance relative to KPIs remains valuable as it enables agile identification of areas for additional exploration and remediation within the acute care system.
ED Waiting Times: Wide variation in ED wait times across hospitals is observed. At a hospital level, 23 out of 26 (88%) hospitals are below the HSE designated target of 70% admissions within six hours. ED wait time performance in hospitals is persistent across years, indicating that interventions to reduce long waits have been potentially ineffective. The literature demonstrates that ED wait times can have significant clinical consequences for patients, so further remediatory actions should likely be taken to reduce these costs.
Incomplete Treatment in ED Settings: Incomplete treatment represents a patient safety concern and an inefficiency in the provision of emergency department services. Relative to the HSE set target - < 6.5% - substantial differences in hospital performance is identified, with performance varying from 16.7% of patients having incomplete treatment in St James, to 1.3% in St Luke’s Kilkenny.
Acute Medical Assessment Unit (AMAU) Utilisation: Potential under-utilisation of AMAUs is observed across the acute care system, with 19 out of 29 hospitals having AMAU discharge rates below HSE targeted level. Effective utilisation of AMAUs is shown in the literature to reduce hospital average length of stay (ALOS), reduce ED wait times for beds, improve the rate of appropriate treatment, and reduce all-cause in-hospital mortality. Further research is needed to determine potential interventions for increasing AMAU utilisation, and whether current targets could be refined to account for differences in patient and hospital characteristics such as patient complexity.
Elective Day-Of-Surgical-Admission: HSE Model of Care guidelines outline numerous benefits from admission of patients on day of surgery. Compliance for hospitals on this metric is mixed, with 22 out of 30 hospitals having day of surgery admission rates above 70% (compared to a national HSE target of 80%). A few hospitals are identified as underperformers on this metric, with St. James having a day of surgical admission rate of 16.5%. Further analysis is therefore required to explore whether improvements can be made for a select group of hospitals on this metric.
Delayed Transfer of Care: Delayed Transfers of Care have a material impact on bed utilisation levels in Irish hospitals, with 7% of all bed days used attributable to patients suitable for discharge. The HSE has set a target for Delayed Transfers of Care affecting 200k discharges in 2019, falling to 175k in 2021. In 2019 a total of 240,000 beds were subject to delayed transfer of care, with this dropping to 141,666 in 2021. Substantial regional and hospital level variation in the level of delayed transfer of care is also identified, with for example 10% of bed days used in the north Dublin border region (RHA A) attributable to patients awaiting discharge compared to just 4% in Connacht / Donegal (RHA F).
Patient Safety: Hospital acquired infections (HAIs) and medication incidents pose costs for both hospitals and patients. Incidence of HAIs is spread across all hospitals, although hospitals of greater complexity appear to have higher rates of infection for Staph infections, while no clear linkage is present for C. difficile infections. A greater focus on mitigating the spread of C. difficile, CPE, and S. aureus may be a cost-effective strategy to improve hospital performance, although further research would be required to determine what achievable reductions in HAIs are in each hospital model or RHA.
Review of the HSE Acute care active performance management system: Non-compliance with HSE specified key performance indicators is observed for many hospitals for all years examined. The persistence of below target performance across years, and the non-comparability of some KPIs across hospitals draws into question the efficacy of the current regime in promoting active performance management and policy intervention. Authors would encourage a review of the existing list of HSE acute care performance indicators, providing a concise list of KPIs and targets against which hospital performance can be actively monitored and managed.
Learnings and identification of areas for active performance management: This paper identifies hospitals and regions that have the highest and lowest levels of compliance for each KPI examined. While the drivers of performance on these metrics is multi-factoral, performance across each KPI nonetheless may enable a more systematic approach to identifying improvements to the acute care delivery. Areas for further examination include the drivers of long ED wait times, high rates of incomplete treatment, under-utilisation of AMAUs and the rates of healthcare acquired infections in some hospitals.
Remediatory Interventions to improve hospital performance: Where appropriate, focused interventions to improve hospital performance on designated KPIs should be undertaken such as the in the areas outlined above. The benefits of improved performance on designated KPIs are in most cases quantifiable, so the level of potential investment to be undertaken should be reflective of this with costs commensurate or lower than potential benefits.
