Our performance

Our Annual plan and its delivery is part of a rolling three year programme that is subject to regular strategic review. We have formally set out to support our planning process with a performance management framework designed to ensure that it encompasses:

  • Clinical quality and safety indicators, benchmarked where appropriate, focussed on improved performance
  • Emphasis on identification of risks
  • Identification of breaches to standards or targets
  • Identification of appropriate management action

Details of our 2011/12 Annual Plan

High quality and effective care

We also firmly believe that providing high quality care provided in a timely manner delivers cost effective care. We aim to give every patient the right high quality treatment first time every time.
We have been working with Dr Foster Intelligence to benchmark the efficiency of our services in four of our priority specialties against our English peers. We analysed the percentage of spells of care with excess bed days, length of stay and readmission rates in our cardiac, neurosurgery, general and spinal surgery services.
The following table is a summary of the results:
Indicator Cardiac Surgery General Surgery Neurosurgery Spinal Surgery
Excess bed days Better Than Average (0.56) Better Than Average (0.73) Best (0.57) NA
Length of stay Best (0.61) Better Than Average (0.83) Best (0.67) Best (0.79)
Readmission rates Average (1.01) Best (0.74) Best (0.72) Worse Than Average (1.09)
The figures in brackets represent the GOSH ratio against the mean – lower than one is better than average.
For the 11 indicators shown above, GOSH is the best performing in six, better than average in three, average in one and below average in one.
As an example, if all cardiac surgery providers delivered the same length of stay as GOSH then England would need approx 50 less beds for this specialty, given that centres generally have less than 15 beds allocated to paediatric cardiac surgery this would remove the need for at least three centres in the NHS (if other resources were available – such as theatres).
Over the next few years we intend to improve our efficiency throughout the organisation by moving patients’ treatments to their appropriate least acute environment and ensuring that patients do not experience delays and flow in a timely manner. We have started to model a modest amount of this improvement but we aim to achieve a considerable amount more. Below are some examples of what we have modelled, many of which represent savings for commissioners.
We undertake numerous follow up outpatients by telephone and is continuously transferring more follow ups from clinic to telephone. The table below shows our year on year plans to expand this service;
Year 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
No. telephone outpatients 7,725 8,408 8,909 9,416 9,977 10,612
We are committed to streamlining patient pathways and improving key performance metrics of this such as new to follow up outpatient ratios. The table below shows the planned trajectory of the hospital’s new to follow up ratio over the next 5 years:
Year 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
New to follow up ratio 4.48 4.39 4.35 4.34 4.34 4.34
We are planning to develop telemedicine clinics in a number of specialties to reduce both patient and clinician travel time and costs.
We have an established programme to undertaken a greater proportion of inpatient gastroenterology activity as day cases. The changing proportions are shown in the table below:
Year 2010/11  2015/16
Day Case Spells 614 799
Non Day Case Elective Spells 897 1,079
% Day Case 68% 74%
Across the organisation we have plans in many specialties to reduce length of stay. The table below outlines the expected number of bed days we will save from current working practices.
Year 2011/12 2012/13 2013/14 2014/15 2015/16
Bed days saved 563 1,120 1,624 2,209 2,883

Find out more about how we comply.