Victorian ophthalmology service planning framework (October 2005)
Victorian ophthalmology services planning framework
October 2005
Published by the Victorian Government Department of Human Services Melbourne,
Victoria
This publication is copyright, no part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.
Authorised by the State Government of Victoria, 595 Collins Street, Melbourne.
This document may also be downloaded from the Department of Human Services web site at www.health.vic.gov.au/ophthalmology
© Copyright State of Victoria 2005
October 2005
(050908)
Contents
2.1 Policy context for the future directions of ophthalmology services
Eye care professionals ........................................................................ 18
Ophthalmology service system ............................................................ 20
3 Ophthalmology services in Victoria .......................................................... 21
4 Discussion and recommendations ............................................................ 25
Waiting times for services ................................................................... 25
Elective surgery management and referral ............................................ 28
Referral pathways .............................................................................. 31
Cost of eye care services .................................................................... 32
Service distribution ............................................................................ 34
Royal Victorian Eye and Ear Hospital .................................................... 39
Forecast demand for eye services ........................................................ 40
Forecast prevalence of eye health conditions ......................................... 43
Models of care and the role of eye care professionals .............................. 50
Technical efficiency: models of care and work settings .................................. 53
Funding and price .............................................................................. 56
Education and training ........................................................................ 64
5.1 Health service strategic plans and statement of priorities .................................. 71
Appendices .............................................................. 74
3. List of responses to the discussion paper .............................. 76
4. List of attendance at stakeholder consultation meetings .................. 78
5. Quality framework dimensions and organisational elements .... 81
6. Statewide provision of ophthalmology services 2002–03 ......... 83
7.Ophthalmology DRGs and ESRGs 1999-00 to 2002-03 ............. 87
8.Detailed ophthalmology forecasts .......................................... 90
9.Estimated Resident Population - 2003 and 2016 .................... 93
10. Key performance indicators suggested by stakeholders ......... 96
Glossary of terms
................................................................ 99
References .......................................................................... 102
Websites
........................................................................... 105
1 Executive summary
Nearly half a million Australians have impaired vision, with the prevalence of vision loss trebling for every decade of life after 40 years of age. The ageing of the population will lead to a doubling of eye disease by the year 2020. Three quarters of visual impairment, however, can be prevented or treated.
There are high costs associated with vision disorders, with an estimated total cost in
Australia in 2004 of $9.85 billion. Nationally, the direct health costs of treating eye disease are estimated at $1.8 billion, more than health spending on diabetes and asthma combined. Hospital costs are the largest direct health cost at $692 million with cataract the largest single direct health cost condition at $327 million. Indirect costs of visual impairment are estimated at $3.2 billion.
The Victorian ophthalmology service planning framework (the framework) provides a planning framework for the delivery of public ophthalmology services in Victoria to the year 2016. The framework aims to guide the future provision of care through design of the service system, the development of an appropriate workforce to support it, and address long-standing and emerging issues for the delivery of ophthalmology services.
1.1 Background
The framework has its foundation in recent government policy. The Metropolitan
Health Strategy, Directions for your health system (MHS), released in October 2003 by the Department of Human Services (the department), identifies the need to establish service planning frameworks for a range of clinical specialities, including ophthalmology services.
The MHS also provides directions for specialist hospitals, including the Royal
Victorian Eye and Ear Hospital (RVEEH). It recommends that specialist hospitals be collocated or affiliated with a general tertiary hospital and that a review and a service plan of the RVEEH be undertaken to identify its future role and optimal location. It also recommends that the RVEEH continue its role in providing complex care, training and research in ear, nose and throat (ENT) services and ophthalmology.
A number of initiatives are being undertaken by government and non-government organisations to prevent avoidable vision loss through strategies to improve awareness of eye health and access to services. The Victorian Government has provided funding over three years towards the Vision Initiative, which is run by
Vision 2020 Australia. There is also work underway to develop a National Vision Plan.
1.2 Methodology
To inform the development of the framework, the department undertook broad stakeholder consultation, which included:
• establishing an Ophthalmology Service Planning Advisory Committee with representation from key stakeholder groups
• widely circulating the Victorian ophthalmology service planning framework discussion paper and inviting written submissions
• engaging Phillips Fox Lawyers (Dr Heather Wellington) and Campbell Research and
Consulting to undertake broad stakeholder consultation through workshops and interviews
• developing a stakeholder consultation report entitled Victorian ophthalmology services: report on stakeholder consultations, September 2004.
For the purposes of this framework, the term ‘ophthalmology services’ has been defined to encompass medical and non-medical eye health care and related services provided by a range of health care professionals. It includes services provided by specialist and sub-specialist ophthalmologists, general practitioners (GPs), orthoptists, optometrists, ophthalmic nurses and health care professionals working in emergency departments.
1.3 Ophthalmology services
Ophthalmology services are predominantly ambulatory, with a high rate of same day surgery and a large proportion of eye disease managed on an outpatient basis. While ophthalmology services are generally well distributed across the state, there is a high concentration of service provision at the RVEEH, including treating 49 per cent of the state’s ophthalmology emergency presentations, 70 per cent of outpatient encounters and 42 per cent of public inpatient separations.
Future changes predicted to have an incremental but important impact on ophthalmology service delivery include: more emphasis on preventive models of care; an increase in ambulatory/day procedure service provision; a greater focus on multidisciplinary collaboration and holistic disease management models; an increase in the need to provide consumers with information to assist them in understanding eye disease and expectations of outcomes from treatment; and optometry having a major effect on ophthalmology practice, resulting from the ability to prescribe
Schedule 4 medications.
The research and consultation process has identified a number of strengths, along with a range of issues to be addressed within the current ophthalmology service system. While the current system has served Victoria well, addressing some issues promises to deliver further improvements, ensuring future demands are met.
Strengths of the service system in Victoria include: a high level of service provision across the state, when compared nationally and internationally; a highly trained and skilled eye care workforce; a distributed service system with many public hospitals providing some services; a strong track record in service delivery and professional education provided at the RVEEH; and research networks of high national and international significance.
1.4 Discussion and recommendations
Service access
While waiting times for elective surgery in Victoria compare well to those in other states and territories, variations in waiting times to access services create inequity in the service system. Factors including variations in referral processes, patient categorisation and elective surgery management processes impact on the equity of the service system. Outpatient and elective surgery management will benefit with the development and adoption of guidelines to inform ophthalmology practices.
Recommendation
1. Develop consistent guidelines and practices for accessing public ophthalmology outpatient services and elective surgery to ensure that access is equitable, appropriate and based on clinical need.
Barriers for consumers accessing eye care services and low cost glasses
A lack of eye care literacy, for both consumers and providers, is a recognised barrier to accessing eye services. Improving practitioners’ understanding of the roles of different eye care professionals, and reducing fragmentation between professional groups, will improve referral pathways. Programs under the Vision Initiative are being developed to educate both consumers and providers about the roles of different eye care professionals and improve consumers eye health literacy.
Recommendation
2. Improve eye health education and promotion programs for consumers and providers through support of the Vision Initiative.
Affordability has been identified as a barrier to accessing eye care, with considerable criticism about the cost of glasses. The cost of glasses acts as a deterrent for many who need eye care and corrective lenses. The government-funded Victorian Eyecare
Service (VES), which provides low cost glasses to concession card holders and their children under 18 years of age, makes a significant contribution towards accessing low cost glasses. Certain population groups, however, still face difficulties accessing eye care services. It was noted that a greater proportion of rural residents access the
VES than metropolitan residents.
Recommendation
3. Improve and promote access to low cost glasses.
Access
While ophthalmology services are well distributed across the state, a strategic approach to service distribution which takes demographic changes in to account is an important part of delivering a high quality and equitable health service. Some health services have stopped directly providing elective ophthalmology services and while these health services have developed linkages with other health services to varying degrees, it is important that these closures do not reduce access to services in geographic areas.
Self-sufficiency is a measure of the degree to which people can access services close to home. Self sufficiency varies across the state, with 99.7 per cent of metropolitan residents who received ophthalmology inpatient services receiving these within metropolitan Melbourne, while 77 per cent of rural residents received services within rural Victoria in 2002–03. The Hume and Gippsland regions were the least selfsufficient at 60 per cent and 63 per cent respectively.
There is a strong view amongst stakeholders that all major metropolitan and regional hospitals should have a full range of primary and secondary services, including nonadmitted consulting, emergency and surgical services. Establishing primary and secondary services in all public general tertiary hospitals will increase local access to services and reduce the need for referral to other health services for care.
There is a role for both large and small rural health services in providing ophthalmology services. The challenge is to ensure that services are planned and delivered in a coordinated way within a region or sub region.
Paediatric services
Children aged 0 to 14 years constitute only a small proportion of ophthalmology services. Nearly 4 per cent of ophthalmology separations and over 5 per cent of ophthalmology Medicare Benefits Schedule (MBS) claims were for children in 2002-
03. Paediatric inpatient services are concentrated centrally, with the Royal Children’s
Hospital (RCH) treating 37 per cent and the RVEEH treating 16 per cent in 2002–03.
Due to the specialist requirements for treating paediatric patients, there is strong support for the RCH to continue its role as the key provider of public specialist paediatric ophthalmology services.
Recommendation
4. The following health services should ensure the provision of primary and secondary services for their tertiary campuses, including 24-hour on call, inpatient, outpatient and emergency consulting and surgery:
• Metropolitan
– RVEEH
– Western Health
– Northern Health
– Melbourne Health
– Austin Health
– Eastern Health
– Bayside Health
– Southern Health
– Peninsula Health
• Rural and regional
The implications for the five major regional hospitals to provide the range of services specified above will need to be considered in detail. Regional hospitals will play an important role in the provision and coordination of services across their region.
Elective surgery may be provided in alternate settings to the tertiary site or regional hospital, such as in same day and elective surgery centres or other rural hospitals.
The Royal Children’s Hospital should continue its role in specialist provision of paediatric ophthalmology services.
A distributed service system should be maintained through the provision of a range of primary and secondary services at rural hospitals.
Royal Victorian Eye and Ear Hospital
The majority of stakeholders believe that the RVEEH provides a very good service for tertiary patients. For efficiency and quality reasons, there is considerable support for maintaining a specialist tertiary hospital with a concentration of highly specialised services, possibly collocated with a general tertiary hospital. There is support for the maintenance and growth, over time, of integrated services in all metropolitan and regional tertiary general hospitals.
As recommended in the MHS, the RVEEH requires a detailed service plan and review to determine its future role and optimal location. The detailed service plan for the
RVEEH will determine its catchment for primary and secondary services. There is support for the RVEEH to continue an active teaching and research role and to assist in ensuring equitable service provision across the state, through outreach services and other mechanisms.
Recommendation
5. The RVEEH should continue its role in teaching, research and specialist provision of ophthalmology services. The RVEEH will provide primary and secondary services to its local population and provide elective surgical services to a broader population.
Demand for eye services
Eye disease is forecast to double by the year 2020, which will lead to increased demands for eye care services. The Visual Impairment Project (VIP) found that the incidence of visual impairment and blindness increases threefold with each decade of age after 40 and that the ageing of the population will see the prevalence of eye disease double by 2020.
Consistent with the VIP, the department’s inpatient forecasts (2003–04) indicate public and private ophthalmology separations will grow by 3.4 per cent per annum, and bed days will increase by 2.9 per cent per annum to 2016–17. This growth is led by cataract procedures with a forecast growth in separations of 4.2 per cent per annum or a doubling by 2016–17.
Models of care and the role of eye care professionals
Models of care for ophthalmology service have undergone significant changes in the past two decades with an increasing trend toward ambulatory care. Ambulatory eye care services are provided as a day attendance at a health care facility or at a person’s home.
Within the context of ambulatory care, the emergence of new ophthalmology models of care locally, nationally and internationally, has created debate about the appropriateness and effectiveness of these new models. Condition-specific models of care for cataract surgery including pre and post operative care, the management of refractive error, and the screening for and management of glaucoma and diabetic retinopathy have been highlighted. Debate relates to where services are provided, whether in hospital or community settings, who provides the service, and the clinical care pathway.
There is considerable stakeholder support for high volume elective surgery facilities for ophthalmology services. As a large proportion of eye surgery is done on a same day basis, significant opportunity exists for further expansion of services without high capital investment. The use of dedicated elective theatres enables a critical mass of patients to be treated whose procedures will not be cancelled due to priority being given to emergency cases from other specialties.
There are further opportunities to better utilise the skills of the current workforce through a reconfiguration of workforce models. There is a general recognition that there is a good supply of eye health care professionals with specific ophthalmic training and skills, including ophthalmologists, optometrists, orthoptists and ophthalmic nurses. Consultations suggest general support for looking at options to make better use of medical and non-medical staff in the delivery of eye care.
Recommendation
6. The following will increase the capacity of the system to provide for future demand:
• establishment and expansion of services in general tertiary hospitals
• development and expansion of models of care that promote effective and efficient delivery of eye care services
• increased use of elective surgery centres for ophthalmology surgery (in particular cataract surgery)
• establishment and/or expansion of workforce models that make best use of the existing workforce in public hospitals and in community settings
(optometrists, orthoptists and nurses undertaking greater roles in the provision of eye care).
Funding
The cost of service provision varies between hospitals. Through efficiencies in work practices or staffing arrangements, some hospitals achieve costs that differ markedly from the casemix payment. Salary arrangements for surgeons have been noted as a significant factor in whether a hospital is able to deliver the service within the casemix payment, with some hospitals providing sessional payments and others feefor-service.
Recommendation
7. Develop a funding model that supports the system structure.
Performance monitoring
A performance monitoring system ensures accountability for the efficient and effective use of resources. A performance monitoring system would include a range of clinical and non-clinical performance measures that could be monitored at a local, regional and statewide level. Ophthalmology management measures, including waiting times for elective surgery and activity data, are already collected by health services and reported to the department. However, patient outcome measures are not routinely collected by health services and require development. Possible performance outcome measures would include monitoring the appropriateness, acceptability, safety and effectiveness of ophthalmology clinical interventions.
A performance monitoring system requires meaningful performance measures, data collection systems, reporting requirements and mechanisms. The development and operation of a performance monitoring system will require the involvement of clinicians, professional colleges and associations, hospitals and health services.
Recommendation
8. Develop a performance monitoring system for ophthalmology management and patient outcomes.
Service leadership and coordination
Greater statewide coordination and leadership in planning for service growth is needed to ensure high quality and accessible ophthalmology services. There is general agreement among stakeholders that the department, hospitals and health care professionals have a shared interest and responsibility in ensuring optimal use of resources within the system. It is recognised that leadership capability needs to be developed with more system-wide goal setting and accountability. It was agreed that governance arrangements could be instituted at a regional and/or statewide level.
There is support for more system-wide leadership from the RVEEH.
Recommendation
9. Develop a capacity for statewide leadership in public ophthalmology service provision to provide ongoing direction in models of care, education and support systems for service providers.
2 Introduction
The Victorian ophthalmology service planning framework provides a planning framework for the delivery of public ophthalmology services in Victoria to the year
2016. The framework aims to guide the future provision of care, both in the design of the service system and the development of an appropriate workforce to support it.
It aims to address long-standing and emerging issues faced when delivering ophthalmology services.
2.1 Policy context for the future directions of ophthalmology services
The framework has its foundation in government policy that has been developed in recent years. In 2001, the Victorian Government released Growing Victoria Together, a statement of the Government’s strategies and priorities for the next ten years. In its Departmental Plan 2004–05, the Victorian Department of Human Services (the department) established objectives that reflect the strategic directions laid down in
Growing Victoria Together. These objectives include:
• building sustainable, well managed and efficient human services
• providing timely and accessible human services
• improving human service safety and quality
• promoting least intrusive human service options
• strengthening the capacity of individuals, families and communities
• reducing inequalities in health and wellbeing.
The Metropolitan Health Strategy, Directions for your health system (MHS), released in October 2003 by the department, sets the key directions and objectives for metropolitan health services over the next five to ten years. A principal objective of the MHS is to position the health system to best meet future demand for services while ensuring those services are safe, of high quality, responsive to individual needs, and delivered in a timely, responsible and efficient manner.
The MHS identifies four strategic directions to position the health service system in
Victoria to meet future demand for services. These include:
• increasing capacity of the current service system
• redistributing and reconfiguring existing capacity of the service system
• substituting and diverting existing services to new, more appropriate services
• developing new service models.
Under the strategic direction of redistributing and reconfiguring capacity, the MHS identifies the need to establish service planning frameworks for a range of clinical specialities, including ophthalmology services to be a priority. Other directions include:
• a review and a service plan outlining the future role and optimal location for the
Royal Victorian Eye and Ear Hospital (RVEEH)
• specialist hospitals to be collocated or affiliated with a general tertiary hospital
• the RVEEH to continue its role in providing complex care, training and research in ear, nose and throat (ENT) services and ophthalmology.
The MHS acknowledges the important role of specialist hospitals in training, workforce and research.
The department’s document Metropolitan Health Strategy, Directions for your health
system: ambulatory care services, 2003 provides direction for ambulatory services.
Ambulatory care describes care that takes place as a day attendance at a health care facility or at the consumer’s home. Directions for ambulatory care are as follows:
• ambulatory care services should be provided in a community-based setting unless considered inappropriate for safety, quality of care and efficiency reasons
• management processes and models of care should ensure continuity of care across hospital and community based settings
• service practice and distribution should ensure equitable, timely and appropriate access
• community-based ambulatory services should be collocated and/or integrated with hospitals where there are service and patient/client synergies, to improve continuity of care, maximise limited staffing resources, reduce professional isolation and enhance service organisation and coordination
• ambulatory services should be planned to meet the specific population health needs of a defined geographic catchment area, while maintaining flexibility to respond to changes in service demand.
The Hospital Demand Management (HDM) strategy was established in October 2000 in response to increases in demand and deterioration in access to acute public hospital services. The HDM strategy aims to strengthen the capacity of the health system to manage increasing demand pressures in six key ways:
• funding targeted growth in the activity performed within hospitals
• substitution through expansion of non-bed-based models of care
• encouraging clinical practice change to achieve best practice
• funding the Hospital Admission Risk Program (HARP) to improve health outcomes and reduce the avoidable use of hospitals
• providing improved working conditions that attract and retain nurses
• expanding opportunities for people to access elective surgery.
This service planning framework for ophthalmology services aims to address issues specific to delivering ophthalmology services in Victoria within the context of these government policies.
2.2 Eye care initiatives
There are a number of initiatives being undertaken by government and nongovernment organisations to prevent avoidable vision loss through strategies to improve awareness of eye health and improve access to services. These initiatives include:
• Vision 2020 Australia
• the Vision Initiative being implemented in Victoria
• a National Vision Plan for Australia.
Vision 2020 Australia was established in 2000 as part of Vision 2020: The Right to
Sight, an initiative of the World Health Organisation (WHO) and the International
Agency for the Prevention of Blindness. Vision 2020: The Right to Sight was established in 1996 and aims to eliminate avoidable blindness and vision loss by the year 2020.
Vision 2020 Australia is a national partnership of more than 40 Australian-based organisations involved in eye care service delivery, eye research, education and development, low vision support, vision rehabilitation, professional assistance and community support. It aims to build strong foundations for a cohesive and collaborative public health approach within the eye health sector in Australia, and support the same in selected international communities.
Vision 2020 Australia seeks to eliminate avoidable blindness by the year 2020 and ensure that blindness and vision impairment are no longer barriers to full participation in the community. In Victoria, the State Government has provided $1.8 million over three years towards the Vision Initiative run by Vision 2020 Australia.
The Vision Initiative, which commenced in 2003, takes a collaborative public health approach to increase awareness and education of the public, health professionals, and other sectors about the importance of eye care. The program is run in collaboration with eye health care providers, researchers and rehabilitation and support services. The goal of the Vision Initiative is:
To prevent avoidable blindness and to reduce the impact of severe vision loss for all
Australians.
The Vision Initiative is currently being implemented in Victoria and is expected to be implemented in other states and become a national program. It focuses on the five conditions that cause 80 per cent of vision impairment in Australia:
• uncorrected refractive error
• cataracts
• diabetic retinopathy
• glaucoma
• age-related macular degeneration.
There is work underway to develop a National Vision Plan for Australia. This work commenced following the World Health Assembly resolution WHA56.26 passed in
May 2003 to eliminate avoidable blindness. The resolution calls on WHO member states to:
• establish a national Vision 2020 plan by 2005 in partnership with the WHO and in collaboration with non-government organisations (NGOs) and the private sector
• establish a national coordinating committee or blindness prevention committee to help develop and implement the plan
• begin implementing the plan by 2007
• include effective information systems with standardised indicators and periodic monitoring and evaluating, aiming to show reduced magnitude of avoidable blindness by 2010 in the plan
• support mobilising resources to eliminate avoidable blindness.
As part of Australia’s commitment to the WHO Resolution, the Commonwealth
Government sponsored the inaugural National Vision Forum in March 2004. More than 85 participants from the eye care and related health sectors attended the forum to discuss the development of a National Vision Plan. Forum members agreed to establish a task group which would develop a submission outlining the purpose, scope and content of a national plan to be submitted to government.
The task group developed the submission which outlined the collaborative views of the community and the eye health sector in relation to the formulation and content of a National Vision Plan for Australia. It was presented to the government for inclusion on the agenda at the Australian Health Ministers Conference (AHMC) meeting held in July 2004. The agenda item was passed by AHMC members and the
National Vision Plan for Australia is being finalised for tabling at AHMC later this year.
Discussions are currently underway between the Commonwealth and State
Government health departments to determine strategies for developing and implementing a national plan.
A key strategy towards achieving a National Vision Plan for Australia is the national implementation of the Vision Initiative. The Vision Initiative is seen as a benchmark for public eye health programs and discussions are currently underway between
Vision 2020 partners, stakeholders and other State Governments for similar programs to be implemented in other states.
These initiatives provide strong support for enhancing the delivery of ophthalmology services in Victoria.
2.3 Methodology
To inform the development of the framework, the department:
• established an Ophthalmology Service Planning Advisory Committee (the advisory committee) with representation from key stakeholder groups (membership of the advisory committee is in Appendix 1)
• developed terms of reference in consultation with the advisory committee (refer
Appendix 2)
• developed and widely circulated the Victorian ophthalmology service planning framework discussion paper (the discussion paper) and invited written submissions
• undertook broad stakeholder consultation.
The discussion paper provided a basis for analysis and consideration of current ophthalmology service provision and related services in Victoria. It drew on the views of stakeholders, analysis of datasets and a review of the literature. Its aim was to identify and discuss the key current and future issues that effect ophthalmology practice in Victoria.
The discussion paper was widely circulated to stakeholders and 49 submissions were received. A list of individuals and organisations that responded to the discussion paper is included in Appendix 3.
The department contracted Phillips Fox Lawyers (Dr Heather Wellington) and
Campbell Research and Consulting to undertake the stakeholder consultation. To determine stakeholder views on issues pertinent to the delivery of ophthalmology services, the consultants reviewed stakeholder feedback on the discussion paper and engaged key stakeholders through a series of workshops and face-to-face interviews.
Stakeholder views were elicited through:
• a review and analysis of responses to the department’s discussion paper
• five forums, three in rural areas and two in metropolitan areas, with a range of service providers
• one forum with consumer representative groups
• two forums (one metropolitan and one rural) with consumers
• a number of face-to-face interviews with individual providers and small groups.
Data from stakeholder consultations and submissions were collated by the consultants and presented back to the department in a report entitled Victorian ophthalmology services: report on stakeholder consultations, September 2004. A list of individuals and groups who participated in interviews and workshops is included in
Appendix 4.
2.4 Report structure
Section 3 of this report is presented in the structure developed by the Victorian
Quality Council, Better quality, better health care: a safety and quality improvement framework for Victorian health services (VQC, 2003).
The safety and quality framework document was developed as a component of a strategic approach to improving the safety and quality of patient care in Victoria.
While it has been developed for application by health services rather than across a health system, it identifies six dimensions of quality - safety, effectiveness, appropriateness, acceptability, access and efficiency - and four key organisational elements - governance and leadership, consumer involvement, competence and education, and information management - which are important considerations when ensuring a safe and high quality health system. These are equally applicable to system-wide safety and quality of care. Definitions of the six dimensions of quality and four key organisational elements are provided in Appendix 5.
2.5 Scope and definitions
Eye care professionals
In this framework, the term ‘ophthalmology services’ has been interpreted to encompass medical and non-medical eye health care and related services provided by a range of health care professionals. It includes services provided by specialist and sub-specialist ophthalmologists, general practitioners (GPs), orthoptists, optometrists, ophthalmic nurses and health care professionals working in emergency department settings. Definitions of these professions are provided in Table 1.
Table 1: Eye care professionals
Ophthalmologist
An ophthalmologist is a medical doctor who is educated, trained and registered to provide total care of the eyes, from performing comprehensive eye examinations to prescribing corrective lenses, diagnosing diseases and disorders of the eye, and carrying out the medical and surgical procedures necessary for their treatment.
General practitioner (GP)
A GP is a registered medical practitioner who is qualified and competent for general practice in Australia. A GP:
• has the skills and experience to provide whole person, comprehensive, coordinated and continuing medical care
• maintains professional competence for general practice.
Optometrist
Optometrists are non-medical practitioners trained to assess the eye and the visual system, and diagnose refractive disorders and eye disease. An optometrist prescribes and dispenses corrective and preventative devices and works with other eye care professionals to ensure that patients are referred appropriately for diagnostic and therapeutic needs. Optometrists also prescribe drugs for certain eye conditions and monitor long-term eye conditions.
Orthoptist
Orthoptists specialise in diagnosing and managing disorders of eye movements and associated vision problems. They perform investigative procedures appropriate to disorders of the eye and visual system and assist with rehabilitating patients with vision loss. Orthoptists also diagnose refractive disorders and prescribe glasses on referral from an ophthalmologist or optometrist.
Ophthalmic nurse
An ophthalmic nurse has completed general nurse training then additional training to specialise in the nursing care of patients who have eye problems, whether they are in hospital, clinics or the community. Ophthalmic nurses test vision and perform other eye tests under medical direction.
(NSW Health, 2002; AMWAC, 2000; RACGP, 2002)
Ophthalmology service system
During the consultation, the ophthalmology service system was conceptualised according to primary, secondary and tertiary service delivery (Table 2).
Table 2: Definitions of primary, secondary and tertiary eye care
Primary care
Primary care is characterised as care provided following self-referral. It includes care provided by community optometrists, GPs and hospital emergency departments for conditions such as refractive error, screening for eye health, monitoring of chronic eye conditions, removing foreign bodies and managing conjunctivitis.
Secondary care
Secondary care is characterised as specialist care provided following referral from another practitioner, but not including highly specialised care which, because of cost, quality or technical issues, is best provided from a small number of service sites. It includes most ophthalmic surgical and medical services (including monitoring and management of cataract, glaucoma, diabetic eye disease and macular degeneration, management of most eye trauma, and optometry services provided on referral from another practitioner).
Tertiary care
Tertiary care is characterised as highly specialised care provided in a limited number of locations following referral from another practitioner. It includes monitoring and managing complicated glaucoma, diabetic eye disease, trauma and complicated and/or rare vitreo-retinal and other conditions.
This framework is primarily focused on the provision of services funded and/or provided by the public sector. Issues are, however, discussed in the context of the public sector as a component of an overall service system that has a substantial private component
3 Ophthalmology services in Victoria
3.1 Geographic distribution of services
The department has divided the state into eight regions—five rural and three metropolitan. The regional boundaries are based on Local Government Areas (LGAs).
Figure 1 illustrates metropolitan regions and the location of public hospitals.
Northern & Western
The Northern Hospital
Broadmeadows Health Service
Bundoora Extended Care Centre
Sunshine Hospital
Melbourne Extended Care & Rehabilitation Service
Western Hospital
Mercy Werribee
Williamstown Hospital
Dental HS
St Vincent's
Peter MacCallum
See Inset
Mercy
Caritas
Calvary Health Care Bethlehem Ltd
Heidelberg Repatriation Hospital
Austin Hospital
The Alfred
Box Hill Hospital
Maroondah Hospital
The Peter James Centre
Caulfield General Medical Centre
Angliss Hospital
Monash Medical Centre, Moorabbin
Sandringham & District Hospital
Monash Medical Centre, Clayton
Kingston Centre
Queen Elizabeth Centre Dandenong Hospital
Healesville & District Hospital
Eastern
R o y
Hospital
P
R o y al Child r en's Hospital
Northern & Western
R o y al W omen's Hospital
Dental Health Services Victoria
Vincent's Hospital r e
R o y or
Eastern
W omen
Me r cy f Hospital
INSET
0 0.5
kilometres
1
Southern
Regional boundaries based on Local Government
Areas
Rosebud Hospital
Frankston Hospital
0
Cranbourne Integrated Care Centre
10
Kilometres
Southern
20
Metropolitan Melbourne public hospitals
Department of Human Services regional boundaries
Figure 2 illustrates rural regions and the locations of public hospitals.
New Mildura Base Hospital
Robinvale District HS
Mallee Track Health & CS
Manangatang & District Hospital
Swan Hill District Hospital
Kerang District Health
Cohuna District Hospital
Cobram District Hospital
Rural Northwest Health
West Wimmera HS
Dunmunkle HS
Boort District Hospital
Nathalia District Hospital
Yarrawonga District HS
Numurkah & District HS
Echuca Regional Health
Wodonga District Hospital
Upper Murray Health & CS
Tallangatta Hospital Kyabram & District Memorial Community Hospital
Rochester & Elmore District HS Northeast Health Wangaratta
Goulburn Valley Health
Beechworth Health Service
Inglewood & District HS Benalla & District Memorial Hospital
East Wimmera HS, St Arnaud
Alpine Health
Wimmera Health Care Group
Grampians
Bendigo Health Care Group
Edenhope & District Hospital
Maryborough District HS
Stawell District Hospital
East Grampians HS
McIvor Health & CS
Maldon Hospital
Seymour District Memorial Hospital
Mt Alexander Hospital Mansfield District Hospital
Alexandra District Hospital
Kyneton District HS
Hepburn HS
Yea & District Memorial Hospital
Kilmore & District Hospital
Omeo District Hospital
Beaufort & Skipton HS
Casterton Memorial Hospital
Coleraine District HS
Ballarat HS
Djerriwarrh HS Orbost Health Service
Western District HS, Hamilton
Bairnsdale Regional HS
Heywood Rural Health
Terang & Mortlake HS
Portland & District Hospital
Moyne HS South West Healthcare
Barwon Health
Hesse Rural HS
Colac Area Health
Timboon & District Hospital
Lorne Community Hospital
West Gippsland Healthcare Group
Bass Coast Regional Health
Kooweerup Regional HS
Central Gippsland HS
Latrobe Regional Hospital
South Gippsland Hospital
Otway Health & CS
Gippsland Southern HS
Yarram & District HS
Original: 03Reg_Vic.WOR
Regional boundaries based on Local Government Areas Australian Geographical Standard Classification 2003
Produced by: Paula Morrissey, Metro Health & Aged Care, Department of Human Services
Hospitals as at July 2003
3.2 Current service provision
The distribution and activity of ophthalmology services in Victoria is described in the discussion paper. Some key activity data for ophthalmology service provision in
2002–03 indicate that:
• ophthalmology services are predominantly ambulatory with a large proportion of eye disease managed on an outpatient basis and a high rate of same day surgery
• while ophthalmology services are generally well distributed across the state, there is a high concentration of service provision at the RVEEH. The RVEEH treats 49 per cent of ophthalmology emergency presentations, 70 per cent of outpatient encounters and 42 per cent of public inpatient separations
• the majority of consulting services are provided in private ophthalmology and optometric practices
• of all encounters with GPs, 1.8 per cent relate specifically to eye conditions; 7.3 per cent of referrals from GPs are to ophthalmologists and 0.9 per cent are to optometrists
• there were 49,700 ophthalmology inpatient separations, at 102 public hospitals and 76 private hospitals. Twenty-two per cent were from rural hospitals, while the
RVEEH treated 19 per cent of all separations
• there has been a 5.9 per cent per annum increase in ophthalmology separations from 1998–99 to 2002–03. There was 7.9 per cent per annum growth in the rural sector and 5.4 per cent per annum in the metropolitan sector. The growth rate in the private hospitals was 8.1 per cent per annum compared to 3.4 per cent in public hospitals
• high growth rates were recorded in outer metropolitan hospitals for inpatient separations and emergency presentations
• overall, approximately 30 per cent of ophthalmology separations from public hospitals are from private or compensable patients
• the Victorian Eyecare Scheme (VES) provides eye tests and glasses at a nominal cost for Victorians who hold a pensioner concession card or have a health care card and their dependents. The VES is funded through the department and is run by the
Victorian College of Optometry (VCO). VES provided 35,256 services in metropolitan
Melbourne and 29,180 services in rural Victoria.
Table 3: Summary of Victorian ophthalmology service provision in 2002–03
Inpatient separations
• 49,700 separations statewide
– 70 per cent cataract procedures
– 84 per cent same day
– 96 per cent elective
– 22,031 separations at public hospitals
Non-admitted services
• 91,480 outpatient encounters provided by 12 public hospitals
• 35,001 emergency presentations to 35 public hospitals
• 660,507 ophthalmology MBS claims1
– 513,105 consultations
• 1,078,180 optometry MBS claims
1 MBS data provided from the HIC. Data includes claims for private inpatient procedures captured in
VAED.
3.3 Predicted changes to ophthalmology services
The research and consultation process identified that the following incremental changes in ophthalmology services are expected, including:
• more emphasis on preventive models of care
• an increase in ambulatory/day procedure service provision
• a greater focus on multidisciplinary collaboration and holistic disease management models
• an increase in the need to provide consumers with information to assist them understand eye disease and expectations of outcomes from treatment
• optometry having a major effect on ophthalmology practice, in particular on glaucoma, resulting from the ability of optometrists to prescribe S4 medications
• increased use of highly specialised equipment for both diagnostic and therapeutic purposes
• new prostheses, which could improve outcomes and increase demand for the surgical correction of presbyopia
• more targeted drug therapies
• an increasing role for molecular engineering techniques and stem cell technology
• an increase in the ability to correctly diagnose genetic diseases and provide accurate counselling information on prognosis and the recurrence risk.
4 Discussion and recommendations
The research and consultation process identified a number of strengths, along with a range of issues to be addressed within the current ophthalmology service system.
While the current system has served Victoria well, addressing some issues promises to deliver further improvements, ensuring future demands are met. These issues will be discussed in more detail throughout the following sections.
4.1 Access
‘Access refers to the extent to which a population or individual can obtain health services. This may include when it is appropriate to seek health care and the ability to geographically, physically and economically seek out appropriate care’ (VQC,
2003).
Waiting times for services, along with cost and self-sufficiency, are often equated with the accessibility of a health service.
Waiting times for services
Victoria manages ophthalmology elective surgery well compared to other Australian states and territories. Data reported by the Australian Institute of Health and Welfare
(AIHW) indicates that Victoria has the one of the lowest proportions of patients waiting more than 12 months for surgery in Australia (Table 4).
Despite these comparisons, waiting times have been identified as a barrier to accessing public ophthalmology services. In particular, variations in waiting times between organisations has created inequity in access across the state.
Table 4: Ophthalmology and cataract surgery waiting list statistics–Australian states and territories, 2001–02 (AIHW)
NSW
Ophthalmology
Admissions
Days waited at
VIC QLD WA SA TAS ACT NT Total
19,064 13,854 7,313 4,789 3,741 645 720 694 50,820
98 37 26 88 42 154 82 160 57
50th percentile
Days waited at
90th percentile
Proportion
441 227
19.0 4.3
464 322 264 557 621 308 395
12.9 5.8 4.3 36.3 27.1 5.5 11.9 waited > 12 mths
Cataract extraction
Admissions
Days waited at
14,345 9,232 4,567 3,503 2,431 394 615 487 35,574
159 53 30 113 60 395 98 175 88
50th percentile
Days waited at
90th percentile
Proportion waited > 12 mths
471
24.1
256
5.1
544 322
16.8 5.2
303
5.9
632 638 313 430
56.6 31.2 6.4 15.4
Outpatient services
Outpatient services in public acute hospitals play a key role in the health system and represent a vital interface between inpatient and community care (Sharwood &
O’Connell, 2001). They provide specialist medical services, pre and post hospital care, and other medical and allied health services.
Long waiting times for initial outpatient consultation has been identified as a key barrier to accessing public services. While there are no routine collections of waiting times for outpatient appointments, a survey of Victorian hospitals that provide public ophthalmology services in January 2004, revealed variation in the average waiting times for non-urgent ophthalmology appointments from five weeks to 42 weeks, with some patients waiting over two years for non-urgent appointments.
Many providers suggested that current outpatient waiting times at some public hospitals are unacceptable. Suggestions for acceptable waiting times for non-urgent outpatient appointments ranged from four weeks to three months.
There is a view amongst providers that there is too much system-wide emphasis on cataract surgery to the detriment of some rare and treatable diseases. There were concerns that patients with cataract may wait less time for cataract surgery than people with other more serious conditions who require services provided in the outpatient setting.
Elective surgery
Access to public hospital elective surgery in Victoria is monitored through the Elective
Surgery Information System (ESIS). ESIS information is not collected for small rural hospitals.
Patients added to an elective surgery list are assigned a clinical urgency category.
Specialists assess the clinical urgency of their patient’s condition and categorise it as one of three levels. These categories have been developed through the department’s
HDM strategy and are defined below. A summary of elective surgery waiting times is provided in Table 5.
Category 1 (urgent): A condition that has the potential to deteriorate quickly to the point that it may become an emergency. Admission is desirable within 30 days.
Category 2 (semi urgent): A condition causing some pain, dysfunction or disability but which is not likely to deteriorate quickly or become an emergency. Admission is desirable within 90 days.
Category 3 (non urgent): A condition causing minimal or no pain, dysfunction or disability, which is unlikely to deteriorate quickly and which does not have the potential to become an emergency. Admission is acceptable sometime in the future.
Table 5: Elective surgery waiting list (ESIS, 30 April 2004)
• 3,816 patients on ophthalmology surgical waiting lists:
– 3,295 category 3 patients
– 496 category 2 patients
– 25 category 1 patients.
• 2,772 patients (84 per cent of total waiting list) were waiting for cataract surgery
• Average patient waiting times ranging between:
– 26 and 245 days for category 3 (non-urgent)
– 20 and 79 days for category 2 (semi-urgent).
• 39 (8 per cent) category 2 patients and 150 (5 per cent) category 3 patients were waiting longer than clinically recommended.
• Average clearance times for cataract surgery of 1.9 months for category 2 patients and 6.4 months for category 3 patients.
The majority of ophthalmology elective surgery is classified as category 3. Some inconsistencies in categorisation have been noted across health services, which may contribute to variations in waiting times for elective surgery.
Some providers suggested during the consultations that current surgical waiting times in Victoria are generally ‘not too bad’ and in some areas have improved significantly in recent years. Although surgical waiting times for public patients are generally acceptable, when combined with waiting times for outpatient appointments overall, waiting times in some major metropolitan and regional hospitals are considered to be excessive.
Suggestions by providers for acceptable waiting times for non-urgent surgery varied, with lengths of up to 18 months considered acceptable if there is a triage system to expedite urgent patients. Providers advised that in some cases patients are put on the waiting list earlier than the clinical condition would indicate, in anticipation of a long wait for surgery.
Consumers cited examples of waiting times of three or four months and generally considered them reasonable for access to treatment in the public system. Consumers perceived, however, that waiting times in the public system varied considerably depending on the specialist seen and the facility where the treatment is provided.
The Cranbourne Integrated Care Centre (CICC) at Southern Health commenced delivery of ophthalmology service in 2002 and was established as a designated ophthalmology Elective Surgery Access Service (ESAS) provider. ESAS aims to assist semi-urgent (Category 2) elective surgery patients with prolonged waiting times receive care.
Long waiting patients with little prospect of receiving treatment within their own hospital in the immediate future are offered the opportunity of surgery at another hospital. As an ESAS hospital, the CICC received additional funding to treat same day, low risk, long waiting patients from other hospitals. In 2003–04, CICC treated
long waiting patients from Frankston Hospital, Ballarat Health Services and The
Alfred Hospital, which has significantly reduced waiting times at these hospitals.
Elective surgery management and referral
Elective surgery management practices can impact on access to elective surgery.
This not only relates to differences in waiting times for elective surgery but also systems for accessing elective surgery. For example, some patients are referred to outpatient clinics for assessment prior to being placed on elective surgery lists while others are referred directly onto public elective surgery lists from private surgeons’ rooms, bypassing the need for outpatient appointments. Direct referral from private rooms to public hospital elective surgery lists is common for private patients, and for public patients in rural hospitals where there are few public outpatient clinics. Direct referral has been introduced for public patients at some hospitals, such as those at
Southern Health, including CICC.
Some medical practitioners expressed confusion over their indemnity for patients they refer directly on to public elective surgery waiting lists. The Public Healthcare
Insurance Program, Victorian Managed Insurance Authority (VMIA), provides medical indemnity insurance coverage to medical practitioners who refer patients on to elective surgery waiting lists at public hospitals, provided a series of conditions are met. (see www.health.vic.gov.au/electivesurgery for more information, and a full list of conditions of indemnity).
In 2002–03, 70 per cent of ophthalmology inpatient separations in public hospitals were treated as public patients and 24 per cent were treated as private patients.
Between 1998–99 and 2002–03, the number of public ophthalmology inpatients treated in public hospitals grew 4.0 per cent per annum while private patients treated in public hospitals grew 5.6 per cent per annum.
Table 6: Inpatient separations by account type 1998–99 to 2002–03
Separations
Account type 1998-
Ineligible
Private
Public
Total
99
Compensable 214
DVA*
1999-
00
2000-
01
196 233
1,445 1,344 986
2001-
02
216
965
2002-
03
213
876
Per cent
1%
4%
% pa growth
-0.1%
-11.8%
31 34 33 29 57 0%
4,334 4,338 4,501 5,261 5,394 24%
16.4%
5.6%
13,222 13,601 13,963 14,340 15,491 70% 4.0%
19,246 19,513 19,716 20,811 22,031 100% 3.4%
*Department of Veterans’ Affairs
According to providers, many regional and some metropolitan hospitals have limited their volume of public ophthalmology surgery because of concerns about its financial sustainability. Excess theatre capacity is often made available for treating private patients, many of whom are self-funding. Waiting times for private patients in these hospitals are often significantly less than waiting times for public patients.
Some health service managers are concerned about equity of access. They consider that public facilities should be available solely on the basis of clinical need rather than capacity to pay, whereas others consider that the admission of higher numbers of private patients ensures the sustainability of the service. Larger numbers of private patients allow a better use of facilities and assists in the retention of ophthalmologists, for whom public operating is relatively financially unrewarding, compared to private practice.
In many rural hospitals, public and private elective surgery lists are managed by individual ophthalmologists without the hospital’s direct involvement. It was suggested by some health service managers that there needs to be a more transparent arrangement for treating public and private patients in the public hospital sector.
The introduction of outpatient and elective surgery management guidelines aim to ensure consistency in elective surgery management regardless of who manages the elective surgery waiting lists.
Prioritisation
There have been attempts internationally to develop prioritisation systems for managing elective surgical and medical waiting lists, including waiting lists for cataract surgery. These include the Western Canada Waiting List Project
(www.wcwl.org) and the Clinical Priority Assessment Criteria (CPAC) developed by the New Zealand National Advisory Committee on Health and Disability (Derret et al,
2003). Evaluation of these systems showed that while they had some limitations, they also had significant face validity and potential to be used in clinical settings
(WCWL, 2001; Derret et al, 2003).
During the consultations, the utility of these prioritisation tools was questioned. Many clinicians expressed a belief that decisions about intervention should be left entirely to the ophthalmologist, in conjunction with the patient.
Others strongly supported consideration of a more explicit and transparent prioritisation system, such as the VF-14. The VF-14 is a widely internationally adopted instrument used in the assessment of visual function. The VF-14 has a high internal consistency and is a reliable and valid instrument providing information not conveyed by visual acuity or general health status measures (Steinberg, 1995;
Alonso et al 1997). There is some interest by providers to prioritise elective surgery according to functional impairment.
To ensure equitable and appropriate access to public outpatient services and elective surgery, the department has developed two elective surgery management policies which outline how elective surgery waiting lists are to be managed. These documents are called Elective Surgery Waiting List Referral Policy and Elective Surgery Access
Policy and are available online at www.health.vic.gov.au/elective surgery.
Recommendation
1. Develop consistent guidelines and practices for accessing public ophthalmology outpatient services and elective surgery to ensure that access is equitable, appropriate and based on clinical need.
Eye care literacy
Access to information about a particular condition is important in any high quality health care system as it empowers the patient and carer to make well informed decisions about their health and course of treatment. Access to information also enables consumers to gain a better understanding of the role of different health care professionals and to seek appropriate care pathways.
Stakeholders suggested that current eye care information was not reaching as many people as it should be. Evidence suggests that many people on low incomes do not prioritise eye care and are unaware of the benefits of a regular eye examination.
Moreover, many patients, particularly the elderly, were said to be unaware that their vision is capable of correction, or do not want correction. Inadequate monitoring of conditions such as diabetes, reflects a lack of patient awareness of the need for services, or poor referral practices, rather than a lack of available services.
Consumer consultation also confirmed that consumers generally have only a vague understanding of the distinction between the roles and responsibilities of various ophthalmology professionals and ophthalmology support services. This situation was reinforced by the experiences and perceptions of consumer representatives:
‘A lot of the consumers get confused what people’s roles are. They get conflicting messages…’
Consumers, however, were more able to identify the functions performed by optometrists than those of other eye professionals.
Through improving access to, and promotion of, eye care information, consumers will be able to make more informed decisions about their health. The Vision Initiative is an eye health promotion and education program that aims to reduce the incidence of preventable blindness and the impact of severe vision loss.
Referral pathways
Just as it is important for patients to understand their condition so they can make informed decisions and seek appropriate care pathways, it is important that health professionals understand the roles of other health professionals and services available so that they can make the most appropriate referrals.
Concerns were raised about variations in referral pathways and the appropriateness of some referrals by eye care professionals. For example, some patients are referred to tertiary public hospitals for refraction and routine eye examinations rather than to community providers such as optometrists and the VES.
Variations in referral pathways were suggested to be due to a lack of understanding of the roles of different eye care professionals by other health care professionals and consumers, and the fragmentation between certain professional groups. The fragmentation was seen to be due to inherent professional boundaries and traditional factors.
Referral to low vision services was also highlighted as an issue. Low vision services aim to optimise vision and provide aids and assistance to improve quality of life to people with permanent low vision. Providers believe that improved referral to low vision services is required, given that utilisation rates for low vision services are universally low. Estimates indicate that between only 5–10 per cent of people with low vision use low vision services (Pollard et al, 2003). This concern was echoed by consumers who, in general, believe that ophthalmologists (and, to a lesser extent optometrists) have a narrow perspective on treatment options for people diagnosed with eye conditions, especially those conditions which are ongoing or incurable.
Other barriers to accessing low vision services identified in the literature include awareness of services among the general public and eye health professionals, understanding of low vision and the services available, acceptance of low vision, the referral process, and transport (Pollard et al, 2003). Education, pre-admission clinics and evidence-based guidelines are methods to increase appropriate referrals. These methods are supported by stakeholders, and work is already being done by the
Vision Initiative to educate eye health professionals to promote best practice.
Recommendation
2. Improve eye health education and promotion programs for consumers and providers through support of the Vision Initiative.
Cost of eye care services
Affordability of ophthalmology services has been identified as a significant barrier in both metropolitan and rural Victoria. While ophthalmology services are generally well geographically distributed, not all public hospitals provide ophthalmology services.
For some patients, especially those in rural Victoria, the only options to access ophthalmology services include visiting a private provider, or travelling to Melbourne or another rural area to access treatment at a public facility.
While the affordability of private services is a concern, some providers reported positive experiences with private clinics collocated with public hospitals:
‘In public hospitals where the initial entry point is a collocated private clinic, an appointment can be arranged over the phone and there is usually a written response from the ophthalmologist once they have seen the patient. The disadvantage is if the collocated private clinic does not bulk bill pensioners. There do not seem to be any disadvantages in terms of surgical outcomes. Further consideration of the public/private collaborations in public health care may have some benefits.’
Some private ophthalmology clinics collocated with public hospitals have equipment and infrastructure provided by the hospital, in return for treating public patients with no out of pocket expenses.
A report by the Brotherhood of St Laurence, Seeing clearly: Access to affordable eyecare for low income Victorians (Diviney & Lillywhite, 2004), found that where public ophthalmology services were available, long waiting times for initial consultations were considered a barrier to access. In areas such as Shepparton, with no public provision of eye surgery, patients choose between paying for private surgery or travelling to Melbourne or another rural hospital to access treatment at a public facility.
As well as the barriers to accessing public eye care services, there was considerable criticism by consumers and consumer representatives about the cost of glasses and other visual aids. Consumer representatives with experience of lower socioeconomic patients were strongly critical of the costs associated with prescription glasses, claiming it acted as a serious deterrent for many who needed corrective lenses. This was reinforced by consumers who admitted deferring visits to the optometrist, even knowing their eye sight was deteriorating, because they could not afford new glasses.
The VES provides eye tests and glasses at a nominal cost for Victorians who hold a pensioner concession card (or have a health care card for at least six months) and their dependants under the age of 18 years. The VES is funded by the department and is run by the VCO. Rural patients can have their eyes tested and glasses prescribed through a network of optometrists and ophthalmologists participating in the service. The RVEEH and RCH also provide subsidised glasses to their patients.
Research conducted by the Brotherhood of St Laurence indicates that the VES is making a significant contribution towards ensuring low income earners are able to access affordable eye care, but that certain groups of low income and socially disadvantaged people still face difficulties accessing these services (Diviney &
Lillywhite, 2004). Victorians who have low uptake of services were reported to include those living in supported residential services and aged care facilities, homeless people, rural residents, young people and culturally and linguistically diverse communities, particularly newly arrived migrants and refugees.
Data from the VES for 2002–03 showed that a greater proportion of rural residents access the VES than metropolitan residents with 35,256 services provided in metropolitan Melbourne and 29,180 services provided in rural Victoria.
Specific concerns regarding the provision of spectacles through the VES include:
• perceived and actual waiting times for outpatient consultation
• eligibility for the scheme
• limited selection of glasses
• withdrawal of some practices in rural areas because of perceived excessive bureaucracy and opportunity costs
• lack of promotion of the VES by participating optometrists due to a lack of incentive.
The Department of Veterans’ Affairs (DVA) provides a comprehensive range of optical services, including a range of frames and lenses at no cost for veterans and war widows.
In the 2005–06 budget, the Victorian Government announced an additional $334,000 to expand the capacity of VES to provide glasses at low cost to pensioners and other low income earners. This funding will provide eye care and subsidise glasses for 3000 extra clients. An further $250,000 was allocated to develop a new service model that will target eye care in aged care, disability accommodation and supported residential services. A review of VES services will be undertaken in 2005 which will consider the service model, linkages to other elements of the public eye care service system and future demand. The review will provide recommendations with regard to the future extension of eye care services.
It was proposed that opportunities to provide of low cost glasses to patients following ophthalmology care, in particular cataract surgery, be reviewed. The VES was suggested as a possible provider, however this would need to take into account the potential impact on overall demand for services. Improved linkages between the VCO and the RVEEH were also suggested to increase access to low cost glasses.
Opportunities such as improving access to services in metropolitan areas, improved awareness of the service and developing more streamlined processes for consumers and providers were also highlighted.
Recommendation
3. Improve and promote access to low cost glasses
Service distribution
Ophthalmology services are well distributed with ophthalmology inpatient separations reported through the VAED by 102 public hospitals and 76 private hospitals. Appendix 6 provides details of ophthalmology service provision across
Victorian public hospitals in 2002–03. Cataract procedures were performed at 46 public hospitals, 21 metropolitan and 25 rural.
Twelve Victorian hospitals, nine metropolitan and three rural, provide publicly funded outpatient services through the Victorian Ambulatory Classification System (VACS).
Public outpatient services are concentrated centrally with 70 per cent of the state’s services provided at the RVEEH. Statewide ophthalmology VACS encounters have increased 2.2 per cent per annum between 1998–99 and 2002–03 (9 per cent in total).
Self-sufficiency measures the degree to which people can access services close to home, and is an indicator of service distribution. Self-sufficiency varies across that state with 99.7 per cent of metropolitan residents receiving inpatient ophthalmology services in metropolitan Melbourne and 77 per cent of rural residents receiving services in rural Victoria in 2002–03.
Despite having a well-distributed system, some large general metropolitan and rural hospitals have discontinued or limited their ophthalmology services in favour of developing linkages with other providers. Establishing primary and secondary services in all public general tertiary hospitals will increase local access to services and reduce the need for referral to other health services for care. This is particularly relevant to rural residents who often have long travel times and costs if required to travel to Melbourne.
Broader distribution of services will ensure a greater presence of ophthalmologists in general tertiary hospitals to provide integrated and timely care for persons with multi-system conditions, such as diabetes, neurological and neurosurgical conditions, neonatology and trauma. A greater presence of ophthalmologists in general hospitals will improve educational opportunities in eye health for students and health care professionals.
Metropolitan services
Most public metropolitan health services provide access to a range of ophthalmology services. The largest providers of inpatient separations in 2002–03 were the RVEEH
(9,322 separations), CICC (1,800 separations) and the RCH (731 separations).
There are several large metropolitan public hospitals that have ceased directly providing a full range of ophthalmology services and have developed partnerships with other health services for service provision instead. These include St Vincent’s
Health, Eastern Health and Peninsula Health.
St. Vincent’s Health ceased providing ophthalmology services directly in 1997.
Instead, St Vincent’s Health has developed a strong collaborative arrangement with the RVEEH, whereby the RVEEH provides eye services to St Vincent’s Health patients and St Vincent’s Health provides some clinical support services to RVEEH.
Eastern Health ceased providing ophthalmology services at Box Hill Hospital in 1998–
99 and established a service at the Maroondah Hospital through a hub and spoke arrangement with the RVEEH. This was established in 1998 when both hospitals were part of the Inner and Eastern Health Care Network. Box Hill Hospital currently operates a small non-VACS funded outpatient clinic.
Peninsula Health ceased providing public outpatient services at Frankston Hospital in
2000–01. In 2003 Peninsula Health transferred its elective surgery from Frankston
Hospital to the CICC at Southern Health, with complex cases and those requiring overnight or multiday stay treated at the Monash Medical Centre, Moorabbin campus.
The ophthalmologists appointed at Peninsula Health continue to provide an on-call emergency consulting service, inpatient consultation, neonatal checks and service the multidisciplinary diabetic clinics.
Public outpatient services are concentrated in metropolitan Melbourne with 95 per cent of the state’s outpatient encounters provided in nine metropolitan hospitals in
2002-03. There are no VACS funded outpatient clinics in western metropolitan areas.
Several hospitals provide outpatient services through collocated private clinics or a mix of private and publicly funded clinics. Examples include the Western Hospital, the Northern Hospital and the RVEEH’s spoke service at Broadmeadows Health
Service. Data for clinics that are not state-funded are not collected at a state level.
The majority of providers agreed that a range of specialist ophthalmology services including emergency, consulting and surgical should be locally accessible in all general metropolitan hospitals. However, there were some providers who favour centralising services to a smaller number of metropolitan centres for volume, quality and efficiency reasons, with only emergency consulting services being provided at other general metropolitan hospitals.
Those who favour providing integrated services at a more local level advised that staff would not be attracted to general hospitals if they did not have the opportunity to provide a range of consulting and surgical services. They consider elective surgical services to be essential to attracting ophthalmologists to provide other medical and emergency services.
Rural services
Self-sufficiency in metropolitan areas is high, however there is variable selfsufficiency in rural Victoria. The Hume and Gippsland regions were the least selfsufficient at 60 per cent and 63 per cent respectively. Self-sufficiency for rural regions is summarised below:
• 60 per cent for Hume residents (62 per cent treated in rural Victoria)
• 63 per cent for Gippsland residents (63 per cent treated in rural Victoria)
• 71 per cent for Loddon-Mallee (79 per cent treated in rural Victoria)
• 76 per cent for Grampians (82 per cent treated in rural Victoria)
• 90 per cent for Barwon South Western (91 per cent treated in rural Victoria)
Most regional centres provide a range of ophthalmology services, and some visiting surgical services are also available in a range of sub-regional and small rural hospitals. In 2002–03, 20 rural hospitals treated more than 100 ophthalmology separations each.
Four regional centres provided a total of 2,300 ophthalmology inpatient separations or 39 per cent of all rural separations. These included Barwon Health (985 separations), Ballarat Health Services (479 separations), Latrobe Regional Hospital
(433 separations) and Bendigo Health Care Group (403 separations).
The largest providers of inpatient separations outside regional centres were the New
Mildura Base Hospital (422 separations), Bass Coast Regional Health (288 separations) and Bairnsdale Regional Health Service (273 separations). The importance of border flows in towns such as Albury/Wodonga and Mildura was highlighted during the consultations.
Gaps in rural public ophthalmology services were noted throughout the review. The cessation of elective ophthalmology surgery provision, including cataract surgery, at
Goulburn Valley Health (Shepparton) in 1993 was highlighted. It was also noted that access to ophthalmology outpatient services in rural Victoria is variable. There are three VACS funded outpatient departments in rural Victoria; Ballarat Health Service,
Bendigo Health Care Group and Barwon Health. Together they treated 5 per cent of the state’s public outpatient clients in 2002–03.
Some rural hospitals that do not receive VACS funding receive outpatient funding through a non-admitted patient grant. As data is not reported to the department for services provided through this grant or the MBS, outpatient access is difficult to determine.
Where public outpatient consultations are not available locally, ophthalmology consulting services are generally provided by private ophthalmologists in private consulting rooms. The ophthalmologists generally provide the equipment and infrastructure necessary to support these services. There are some concerns about the affordability for individual patients with this arrangement.
Of particular concern is the lack of publicly funded laser surgery for rural patients.
Laser surgery is provided on a non-admitted basis for a range of eye conditions including retinal disease, such as diabetic retinopathy, and posterior capsule opacification following cataract surgery.
Gaps in regional service provision are seen to relate to a range of factors including service demands, availability of some staff (particularly ophthalmologists) and the costs associated with equipment and employing or contracting an ophthalmologist.
In some areas, this has lead to a distribution of services based on a health service’s ability to negotiate a financial arrangement with an ophthalmologist rather than a planned approach to service delivery.
Ophthalmology services in rural areas depend on the hospital’s successful negotiation of cost of fees with ophthalmologists and their ability to provide the associated equipment and consumables. Many rural hospital CEOs are seeking assistance from the department to resolve these problems and would prefer an increased central service planning role with local input.
There is a strong view that all regional areas should have comprehensive ophthalmology services, that is non-admitted consulting, emergency, operating and community based services. Limited access to public ophthalmological services in some major regional centres is viewed as a major issue, although most stakeholders believe the service provision should not be at too higher cost.
There is a role for both large and small rural health services in providing ophthalmology services. The challenge is to ensure that services are planned and delivered in a coordinated way within a region or sub region. Regional hospitals will play a lead role in the providing and coordinating of services. Further work needs to be undertaken to determine which services need to be delivered at the regional hospital.
Stakeholder suggestions for improving rural service delivery include:
• regional service coordination, with distributed service centres
• a hub and spoke regional model with a mobile facility regularly visiting smaller centres while procedures are made available from regional centres
• telemedicine linkages between smaller rural and regional/metropolitan centres, and between regional centres and metropolitan centres.
• more rural registrar training posts created to support service delivery in regional centres.
Paediatric services
Children aged 0 to 14 years constitute 3.8 per cent of ophthalmology separations and 5.4 per cent of ophthalmology MBS claims. Paediatric inpatient services are concentrated centrally with the RCH treating 37 per cent and the RVEEH treating 16 per cent in 2002–03. Private hospitals treated 22 per cent of separations.
There is stakeholder support for the RCH to continue its role as the key provider of tertiary paediatric ophthalmology services. Due to the specialist requirements for treating paediatric patients, it is recommended that the RCH continue its role in specialist provision of paediatric services.
Recommendation
4. The following health services should ensure the provision of primary and secondary services for their tertiary campuses, including 24-hour on call, inpatient, outpatient and emergency consulting and surgery:
• Metropolitan
– RVEEH
– Western Health
– Northern Health
– Melbourne Health
– Austin Health
– Eastern Health
– Bayside Health
– Southern Health
– Peninsula Health
• Rural and regional
The implications for the five major regional hospitals to provide the range of services specified above will need to be considered in detail. Regional hospitals will play an important role in the provision and coordination of services across their region.
Elective surgery may be provided in alternate settings to the tertiary site or regional hospital, such as in same day and elective surgery centres or other rural hospitals.
The Royal Children’s Hospital should continue its role in specialist provision of paediatric ophthalmology services.
A distributed service system should be maintained through the provision of
a range of primary and secondary services at rural hospitals.
Royal Victorian Eye and Ear Hospital
The RVEEH is a specialist teaching, training and referral hospital for ophthalmology and ear note and throat services. Internationally, it is one of about 20 major standalone specialist hospitals in eye and ear medicine. The RVEEH plays a key role in teaching and training health professionals in ophthalmology and has an international reputation in medical research through its close association with the University of
Melbourne Department of Ophthalmology and its affiliation with the Centre for Eye
Research Australia (CERA).
The RVEEH provides a range of general and sub-speciality ophthalmology services.
Sub-speciality services include glaucoma treatment, vitreo-retinal, ocular motility, orbito-plastics, corneal, ocular diagnostics, neuro-ophthalmology, medical retinal and ocular immunology. The RVEEH provides 39 per cent of the state’s public cataract surgery and treats a high proportion of specialty surgery including:
• 90 per cent of the state’s public major corneal, scleral and conjunctival procedures
• 75 per cent of the state’s public retinal surgery
• 71 per cent of the state’s public glaucoma procedures.
Many stakeholders commented that the RVEEH is centrally located and is, therefore, very accessible to patients. The majority of stakeholders believe that the RVEEH provides a very good service for tertiary patients.
There was considerable support to maintain the multidisciplinary sub-specialty clinics provided by the RVEEH, and for ophthalmology care to be provided in a coordinated fashion with specialist care at other hospitals (for example, diabetic and immunological), ensuring appropriate care for complex patients. There was support for the maintenance and growth, over time, of integrated services in all metropolitan and regional tertiary general hospitals.
It was also suggested that some specialised procedures should be limited, through credentialing processes, to the RVEEH.
As recommended in the MHS, the RVEEH requires a detailed service plan and review to determine its future role and optimal location. This detailed service plan for the
RVEEH will determine its catchment for primary and secondary services as well.
There is strong support for the RVEEH to continue its role as a statewide provider of public tertiary ophthalmology services with a high concentration of specialised services, possibly collocated with a general tertiary hospital. As a specialist centre, the RVEEH should:
• reduce its emphasis on routine care, and more actively triage primary care patients to more appropriate settings
• more actively discharge patients from both emergency and outpatient departments back to the community as appropriate, thereby creating additional capacity to manage new referrals more efficiently
• maintain its focus on multidisciplinary specialist clinics
• provide a combination of teaching and service operating sessions
• with the Royal Australian and New Zealand College of Ophthalmologists (RANZCO), the department and other eye care stakeholders, lead the evaluation of new models of care
• provide enhanced clinical support to other elements of the service system
• actively participate in statewide monitoring of the performance of the service system
• assist to ensure equitable service provision across the state, through outreach services and other mechanisms
• continue an active teaching and research role.
Melbourne consumers and consumer representatives were highly conscious that people living in rural Victoria did not have the same access to a facility such as the
RVEEH. However, the overall consensus amongst consumers was to keep the RVEEH as a centralised, specialty hospital, even though its location was not central to those living in rural and regional Victoria.
Moreover, St Vincent’s Health should continue to ensure access through linkages with the RVEEH. This arrangement will need to be reviewed within the context of service planning for the RVEEH redevelopment.
Recommendation
5. The RVEEH should continue its role in teaching, research and specialist provision of ophthalmology services. The RVEEH will provide primary and secondary services to its local population and provide elective surgical services to a broader population.
Forecast demand for eye services
Eye disease is forecast to double by the year 2020, which will lead to more demands on eye care services.
The Visual Impairment Project (VIP) was conducted by CERA from 1991 to 1999 to determine the prevalence and causes of visual impairment in Victoria and to examine health care utilisation. Key findings include:
• more than 80 per cent of vision loss is caused by five conditions: refractive error, age related macular degeneration (AMD), cataract, glaucoma and diabetes
• the amount of visual impairment and blindness increases threefold with each decade of age over 40 years
• the ageing of the population will lead to a doubling in the amount of eye disease by
2020
• three quarters of visual impairment can be prevented or treated.
Figure 3 illustrates the projected prevalence of visual impairment in Australia from
1995 to 2020, based on data extrapolated from the VIP.
Figure 3: Projected visual impairment in Australia
Hospital inpatient forecasts
The department’s method of forecasting uses linear regression methods where forecasts are generated for utilisation rates based on retrospective years of data.
This approach assumes that the past relationship between variables will be the same in future years.
For forecasting purposes, Diagnostic Related Groups (DRGs) are rolled into Enhanced
Service Related Groups (ESRGs) and subsequently Specialty Related Groups (SRGs).
ESRGs for ophthalmology are cataract procedures, other eye procedures and nonprocedural ophthalmology. Details of DRGs included under each of these ophthalmology ESRGs and their growth from 1999–00 to 2002–03 are listed in
Appendix 7.
There is forecast growth in ophthalmology (public and private) separations of 3.4 per cent per annum and bed days of 2.9 per cent per annum to 2016–17. This growth is led by cataract procedures with a forecast growth in separations of 4.2 per cent per annum or a doubling by 2016–17 (Figure 4). Other eye procedures are forecast to grow at 1.1 per cent per annum and non-procedural ophthalmology is forecast to grow at 2.0 per cent per annum (Figures 5 and 6). Detailed forecasts for each ESRG are listed in Appendix 8.
Figure 4: Cataract procedures forecast (separations) – Victorian public and private hospitals, 2001–02 to 2016–17 2
Sameday Multiday
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017
2 To maintain consistency throughout the framework development process, the July 2003 version of the forecasting model, with 2001–02 as base year, was used for the entirety of this project, from the development of the discussion paper to the publication of the framework.
Figure 5: Other eye procedures forecast (separations) – Victorian public and private hospitals, 2001–02 to 2016–17
S e p ar at io ns
14,00
0
12,00
0
10,00
0
8,00
0
6,00
0
0
4,00
2,00
0
0
Samed ay
Multida y
199
5
199
7
199
9
200
1
200
3
200
5
200
7
200
9
201
1
201
3
201
5
201
7
Figure 6: Non-procedural ophthalmology forecasts (separations) – Victorian public and private hospitals, 2001–02 to 2016–17
Sameday Multiday
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017
Public hospital inpatient forecasts
Forecasts for public hospital activity indicate that by 2016–17 there will be a 3.3 per cent per annum increase in ophthalmology inpatient separations, with a 4.3 per cent per annum increase in same day separations and a 1.0 per cent per annum decrease in multiday separations (refer Appendix 8).
The average length of stay (ALOS) for multiday ophthalmology separations is forecast to reduce from 2.08 days in 2001–02 to 1.88 days in 2016–17, a reduction of 0.7 per cent per annum.
Public cataract procedures are forecast to grow at 4.5 per cent per annum to 2016–
17, with a continued shift to sameday activity and a decline in multiday ALOS from
1.28 to 1.19 days. Public other eye procedure separations are forecast to grow at 0.7 per cent per annum to 2016–17. This will occur in the setting of a shift from multiday to sameday separations with an overall decline in bed days at 0.3 per cent per annum. Multiday ALOS will decline from 1.94 days to 1.66 days.
Public non-procedural ophthalmology is a small but important component of ophthalmology practice. There is expected to be a 2.0 per cent per annum growth in separations and a 0.2 per cent per annum growth in bed days. Multiday ALOS will decline from 3.48 to 3.19 days.
The Victorian resident population is forecast to grow by 1.11 per cent per annum in metropolitan Melbourne and 0.71 per cent per annum in rural Victoria (Appendix 9).
Ophthalmology forecasts, however, indicate that by 2016–17 there will be higher growth in rural (3.8 per cent growth per annum) compared to metropolitan areas
(3.3 per cent annual growth). Forecast annual growth for each region is as follows:
• Eastern - 3.0 per cent
• Northern and Western – 3.4 per cent
• Southern – 3.5 per cent
• Barwon South West - 3.1 per cent
• Grampians – 3.9 per cent
• Loddon Mallee – 3.9 per cent
• Hume - 4.5 per cent
• Gippsland – 4.2 per cent
Forecast prevalence of eye health conditions
The forecasts provided by the department are for inpatient care. A large proportion of eye health conditions, however, require little or no inpatient treatment and can be effectively managed in the community or outpatient settings, and therefore are not captured in these forecasts. The following forecasts for diabetic eye disease, glaucoma, AMD and refractive error are based on current prevalence and population forecasts.
With an increased focus on health promotion through the Vision Initiative the potential exists to increase demand for eye services, as many of the following eye disorders are undiagnosed.
Diabetic eye disease
The Australian Diabetes, Obesity and Lifestyle Study undertaken in 1999–2000 found that one in 13 Australian adults (940,000 people, or 7.5 per cent of the adult population) have diabetes, but half do not know it. It was found that 15.3 per cent of those with diabetes had retinopathy. The prevalence of retinopathy was 21.9 per cent in those with known type-2 diabetes and 6.2 per cent in those newly diagnosed.
The prevalence of proliferative diabetic retinopathy was 2.1 per cent in those with known diabetes, with no cases of proliferative diabetic retinopathy found in those newly diagnosed. Untreated vision threatening retinopathy was present in 1.2 per cent of known cases (Tapp et al, 2003).
Current estimates extrapolated from this study indicate that the prevalence of diabetic retinopathy in Victoria will grow from nearly 38,000 people aged 25 and over in 2003 to nearly 45,600 in 2016. This assumes no change in the proportion of the adult population with type-2 diabetes and diabetic retinopathy in 2016.
As all people with diabetes are at risk of developing eye disease, and only half of these people have regular eye examinations, a large unmet demand for services exists. Considering that early diagnosis and treatment can prevent up to 98 per cent of severe vision loss, strategies that address the barriers to regular screening (lack of awareness and communication breakdowns) have been identified as the means of managing this condition (CERA, 2000).
Glaucoma
As glaucoma prevalence is closely correlated with ageing, the ageing of the population over coming years will have a profound effect on the prevalence of the disease. Current estimates extrapolated from the VIP (Figure 7) indicate that the prevalence of glaucoma will grow from approximately 41,000 people aged over 40 years to more than 55,000 by 2016 in Victoria.
As half of all glaucoma is undiagnosed, early detection and effective treatment are likely to have a positive impact on the level of consequential visual impairment from the disease.
Figure 7: Age specific prevalence of glaucoma (CERA, 2000)
Age-related macular degeneration
As with glaucoma, prevalence of AMD is age-related (Figure 8). The prevalence of the disease is forecast to grow from 330,000 people in 2003 to more than 430,000 people in Victoria by 2016. While the effectiveness of treatments are currently limited, the development and uptake of new technologies (such as photodynamic therapy) will be in high demand in the future. Access to low vision services is required for people with vision loss through AMD in order to optimise visual function.
Figure 8: Age specific prevalence of AMD (CERA, 2000)
Refractive error
Refractive error is a defect of the eye’s focus which effects distance and/or near vision, and if uncorrected, results in vision impairment. It has been identified in a number of population-based studies as the leading cause of visual impairment in the developed world and a leading cause of functional blindness in the developing world.
Ten per cent of Victorians have significant refractive error leading to an improvement of one or more lines of visual acuity with glasses. The risk of under corrected refractive error increases 1.8 times for every decade of life after 40 years of age
(Liou et al, 1999). Under-corrected refractive error, defined as improvement of greater than or equal to 10 letters (2+ lines on the log MAR chart) in people with presenting visual acuity of 6/9 or worse, may be present in up to 22 per cent
(Thiagalingam et al, 2002). Refractive error can be corrected by glasses, contact lenses or surgery.
There are five refractive laser surgery centres in Victoria. These are all private facilities with only a small number of therapeutic procedures funded through the MBS or the public hospital sector. Apart from government funded procedures, refractive surgery activity is undocumented, as licensing and billing arrangements do not require reporting of activity to State and Commonwealth Governments. Despite the paucity of data, refractive laser surgery appears to be a significant area of ophthalmic practice in the private sector.
Paediatric services
Paediatric inpatient separations have declined 2.0 per cent per anum since 1998–99 and MBS claims have declined 2.4 per cent since 1999–2000. Most paediatric separations are grouped into the ESRG other eye procedures (81 per cent) followed by non-procedural ophthalmology (13 per cent) and cataract procedures (4 per cent). Paediatric separations are forecast to decline 2.8 per cent per annum to 2016–
17 with other eye procedures forecast to decline 3.8 per cent per annum (Figure 9).
Figure 9: Paediatric forecasts for other eye procedures (separations) –
Victorian public and private hospitals, 2001–02 to 2016–17
ESRG: 080, Other Eye Procedures
1,800
1,600
1,400
1,200
1,000
Day Only Non-tertiary Overnight+ Tertiary Overnight+
800
600
400
200
0
1995
Cost of vision loss
1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017
A study by Access Economics (2004) estimated that the total cost of vision disorders in Australia in 2004 is $9.85 billion. Growth in the prevalence of eye disease will increase the direct and indirect costs from vision loss.
Nationally, direct health costs of treating eye disease are estimated at $1.8 billion, more than health spending on diabetes and asthma combined. Hospital costs are the largest at $692 million (38 per cent) followed by specialists and other out-of-hospital referred medical costs at $226.0 million (12 per cent) and pharmaceutical costs at
$208.8 million (11 per cent). By 2020, direct costs are projected to more that double to $3.7 billion.
Cataract is the largest single direct health cost condition at $327 million (18 per cent), followed by refractive error at $261 million (14 per cent) and glaucoma at
$144 million (8 per cent).
Indirect costs of visual impairment are estimated at $3.2 billion. These include lost earnings at $1,800 million (56 per cent) and carers’ costs at $845 million (26 per cent).
Indirect costs have been identified by CERA as follows:
Government
• increased costs on the primary health system (vision loss increases the risk of falls and hip fractures and depression)
• early entry into supported accommodation or aged care facility
• early reliance on supported home care
• early reliance on social welfare system (through loss of income and reduced productivity)
• early admission to aged care facilities.
Community
• increased pressure on other community services
• loss of participation in the community.
Individual
• prevents healthy ageing
• increased mortality (risk of death is two times greater than the community average)
• creation of other health issues (physical and emotional, particularly depression)
• diminished quality of life through reduced independence, mobility and confidence.
Projections of health care expenditure on eye care
Nationally, by 2020, direct health costs for eye care are projected to more than double to $3.7 billion, primarily due to demographic ageing. Hospital costs are projected to reach $1.45 billion, with cataract costing $668 million per annum
(Access Economics, 2004).
4.2 Appropriateness
‘Essentially, the appropriateness of health care is about using evidence to do the right thing to the right patient, at the right time, avoiding over and under utilisation’
(VQC, 2003).
Utilisation rates
Service utilisation can be used as a measure of appropriateness of care. A number of studies have examined the utilisation of eye care services in Australia. Findings include:
• geographic variability in rates of ophthalmology care despite similarity in the prevalence of eye disease between rural and urban areas
• utilisation of eye care services increases with age
• gender, private health insurance, urban residence, and English language skills are significant factors associated with eye health care service use
• incongruence between the proportion of the ophthalmology practice sites and the proportion of the population in various urban and rural areas.
(Keefe et al, 2002; Madden et al, 2002)
An age-standardised analysis of ophthalmology inpatient separations undertaken at a local government area (LGA) level demonstrated large variations between LGAs in utilisation rates for each ophthalmology ESRG. This is similar to analysis undertaken in NSW (NSW Health, 2002).
Cataract surgery
Debate exists over the appropriateness of some cataract procedures. While the effectiveness of cataract surgery is well established, disagreement exists about there being any evidence of inappropriate intervention in relation to cataract surgery. With the lower threshold for cataract surgery there were concerns raised by some stakeholders that, in some cases, cataract surgery was being performed earlier than ideal.
As well as the threshold for cataract surgery being lowered, it was suggested that there is a growing trend in cataract surgery being performed to correct refractive error. Some clinicians are eliminating the need for glasses through customising surgery with new intraocular implants, surgical astigmatic correction and early second eye surgery.
Data suggests that cataract procedures are increasing at a rate greater than the population is ageing, with the change in threshold for surgery attributed as the biggest factor in this disproportionate rise.
Table 7 demonstrates that while Victoria’s total population has grown at 1.1 per cent per annum and the population aged over 70 years has grown at 3.0 per cent per annum over the period 1995–96 to 2001–02, cataract procedures have grown at 8.1 per cent per annum over the same period. The age standardised growth rate of cataract procedures has been 5.5 per cent per annum, attributable to the reduction in threshold of surgery.
Table 7: Growth in population and cataract procedures - Victoria 1995–96 to
2001–02
1995–96 2001–02 Growth pa 1995–96 –
2001–02
Victorians 70+ years of age
Total Victorian population
Cataract procedures
Age adjusted cataract procedures
(adjusted to 2001–02 population
391,194 452,604 3.0%
4,560,155 4,822,663 1.1%
21,152
23,925
31,259
31,259
8.1%
5.5% distribution)
The common unit of measure of cataract surgery is the cataract surgery rate (CSR), defined as the number of procedures per million people per year. The Victorian CSR of 6,116 (Table 8) is among the highest reported in the literature, compared to other
Australian states and higher than international comparisons (about 5,700 for the
United States, 4,000 for Sweden and 2,700 for the United Kingdom) (Taylor, 2000).
Table 8: Cataract surgery rate per million population 2001–023 – Australian states and territories – ABS and AIHW (2003)
NSW VIC QLD WA SA TAS ACT NT
Public hospitals
13,531 11,803 4,761 4,232 4,489 112 652 303
Private hospitals
34,284 17,774 20,733 7,989 6,782 N/A N/A N/A
Total 47,815 29,577 25,494 12,221 11,271 112 652 303
Total
39,883
91,257
131,140
Total population
6,608,792 4,836,196 3,664,284 1,913,850 1,515,748 472,116 320,275 197,617 19,531,464
CSR 7,235 6,116 6,957 6,386 7,436 237 2,036 1,533
3 Separations relating to ICD block 197: Extracapsular crystalline lens extraction by phacoemulsification
While incentives to over-service may exist in the private sector, this was not considered by most providers to be a problem in public hospitals with sessional payment structures, although there is no information to support either view.
Second eye surgery
There was specific debate during the consultations about whether surgery on a patient’s second cataract should be prioritised over first eye surgery in other patients. Approximately one-third of patients receiving first eye surgery will have surgery on their second eye within the following year and 50 per cent will do so within two years (Acosta & Tuni, 2002).
The benefit of second eye surgery has been questioned, given the allocation of substantial resources. Efficiency arguments (obviating the need to undergo another pre-operative assessment) support early operation on the second cataract. Equity arguments may support the proposition that the patient should be placed on the waiting list behind others with a more urgent need. Others argue that the benefit from second eye surgery is almost equal to that of first eye surgery. There was no consensus amongst providers on this issue.
A study from the United States on cost-utility of cataract surgery in the second eye concluded that that second eye cataract surgery is one of the most cost-effective procedures in ophthalmology and across medical specialities. Second eye cataract surgery, at US$2,727 per quality-adjusted life-years (QALY) gained, seemed nearly as valuable as initial cataract surgery at US$2,023 per QALY gained (Busbee et al,
2002). A protocol for a Cochrane review has been proposed to evaluate the effects of cataract surgery in both eyes in comparison with surgery in only one eye (Acosta &
Tuni, 2002).
6,714
Models of care and the role of eye care professionals
There is debate locally, nationally and internationally regarding the appropriateness of emerging ophthalmology models of care and the roles played by different eye care professionals. The following are examples of different models of care that have developed for the five eye conditions recognised as causing 80 per cent of visual impairment. Patients may experience eye health conditions in isolation or in combination.
Cataract
As stated previously, there are variations in managing cataract waiting lists, prioritisation systems and second eye surgery. Given its high volume, models of care for patients with cataract have gained significant attention locally and internationally.
These models have ignited debate about the appropriateness and effectiveness of care pathways and the health care professionals most suitably qualified and skilled to provide the care.
The preoperative care of cataract is currently managed in a range of settings, including community-based ophthalmology and optometry practices and hospitalbased outpatient clinics. As cataracts generally develop over many years, some hospital outpatient clinics refer patients to community providers to monitor the development of cataracts while others continue to monitor patients until surgery is required.
Models of care for the postoperative management of patients following cataract surgery have gained significant attention, with new models of postoperative care emerging locally and internationally. Throughout the consultations there was robust debate about the model of care that has been introduced at the CICC in which the day one review is not routinely undertaken. On one hand, the model was defended as providing good patient outcomes and having a growing base of evidence on safety and outcomes (Tinley et al, 2003). On the other hand, it was criticised for being introduced without prior evaluation in the Australian context, despite the traditional model of care not being systematically evaluated either. An evaluation has now taken place. Results are available at www.health.vic.gov.au/electivesurgery .
It was noted, however, that the day one postoperative review has been removed from routine care by some ophthalmologists, particularly in rural areas, and that some ophthalmologists and optometrists have established a model of care in the private sector whereby optometrists perform the first postoperative review.
Refractive error
Refractive error is managed by appropriate refractive aids, including glasses and contact lenses. It is managed in a number of settings by a range of providers, including ophthalmologists, optometrists and orthoptists. State Government legislation (Optometrists Registration Act 1996) restricts glasses’ prescriptions to optometrists, medical practitioners and orthoptists on request or referral from an ophthalmologist or optometrist.
4 This legislative restriction is currently under review as part of a review of the regulation of the health professions in Victoria being undertaken by the department.
Many providers suggested that prescriptions for glasses should be provided by as wide a group of appropriately trained specialists as possible (ophthalmologists, optometrists and orthoptists) and across as broad a geographic area as possible.
Increased use of orthoptists in the primary care sector may improve access and provide another level of competition to the market. Some providers believe that more refractive services should be provided in the hospital setting (for example, expand refraction clinics at the RVEEH), while the dominant view is that this would be inappropriate and that these services should only be provided in community settings.
Glaucoma
A number of models of care exist for managing glaucoma patients, these include a range of health care professionals and technologies.
Optometrists have traditionally screened for glaucoma as part of a routine eye examination and referred patients to ophthalmologists for treatment if required.
Ophthalmic care has been supported by orthoptists and ophthalmic nurses in the ongoing monitoring of patients through testing procedures such as intraocular pressure monitoring and visual field examination. Some optometrists have developed co-management arrangements with ophthalmologists to care for glaucoma patients.
New models of care for managing glaucoma are evolving following the changes to
Victorian legislation and training programs allowing optometrists to prescribe S4 drugs to manage glaucoma and a range of other eye disorders. Protocols for shared care of glaucoma patients by ophthalmologists and optometrists have been developed by the Optometrists Registration Board of Victoria. These could be used to inform new workforce models for management of glaucoma.
Some concerns about quality of care were expressed about optometrists extending their services to chronic disease management, however, there is no evidence that quality of care is compromised.
Diabetic retinopathy
A number of models of care for screening for diabetic retinopathy that include a range of health care professionals and technologies have been shown to be effective.
These range from dilated fundus examinations by ophthalmologists, GPs, endocrinologists and optometrists, to the use of non-mydriatic cameras by orthoptists and ophthalmic nurses. These models should be considered for future adoption. Similarly, previous pilot projects funded by the department explored alternative workforce roles and approaches to manage patients with diabetic retinopathy that could be considered for broader application into the future.
Screening for diabetic retinopathy by ophthalmologists every two years has a cost effectiveness of US$49,760 QALY compared with costs of US$15,000 for annual screening with a non-mydriatic camera (Vijan, 2000, and Maberley, 2003, cited in
Access Economics, 2004).
Age-related macular degeneration
While there are currently only limited treatment options for AMD, access to low vision services is considered important for people to develop skills to support their lifestyle with limited vision. Low vision services are currently provided across a range of settings and professional groups. Service provision ranges from individual practitioners to large community organisations such as the Vision Australia
Foundation and the Royal Victorian Institute for the Blind (RVIB).
To improve access to low vision services, the RVEEH has developed an arrangement with Vision Australia Foundation to provide onsite access to services. Services include rehabilitation, low vision assessment clinics and living support services.
The predicted development of new treatment modalities for AMD may require new models of care.
Workforce
There is a relatively good supply of health care professionals with specific ophthalmic training and skills, however, there is a general view amongst stakeholders that better use could be made of the existing workforce, particularly those with specialist skills. In many instances, arrangements already exist between ophthalmologists and orthoptists, ophthalmologists and nurses, or ophthalmologists and optometrists at a local level, including varying roles for practitioners in areas such as pre and post operative assessment of cataract patients and the management and monitoring of some glaucoma patients.
There have been several barriers to achieving more widespread, multidisciplinary workforce models that make best use of available skills, including:
• funding models that prevent less qualified staff taking on less complex aspects of eye care
• a long history of acrimony between professional groups which has prevented effective collaboration at a statewide level
• legislative restrictions on who can prescribe glasses without referral and prescribing therapeutics, which has limited which groups can prescribe and under what circumstances.
According to stakeholders, there is a range of areas in which the roles of non-medical staff could potentially be used. Optometrists are highly regarded for their expertise and accessibility, and are recognised by many as an under-utilised resource. Many stakeholders believe that other health care professionals, including GPs, orthoptists and nurses, also have considerable potential to contribute to more efficient, effective and accessible service delivery. There is support for exploring more multidisciplinary approaches to care that make best use of available workforce skills and also improve patient access to care.
Suggested areas in which non-medical staff could be better utilised include:
• pre and post operative cataract management
• refractive error
• glaucoma screening and management
• diabetic screening and monitoring.
4.3 Efficiency
‘Efficiency refers to the way in which resources are utilised to achieve value for money. This can be achieved by focusing on minimising the cost combination of resource inputs in the production of a particular service (technical efficiency) as well as the allocation of resources to those services to provide the greatest benefit to consumers. Allocative efficiency informs decisions on what services or treatments to deliver, whereas technical efficiency is concerned with reducing costs and minimisation of waste.’ (VQC, 2003).
Technical efficiency: models of care and work settings
Ophthalmology surgical procedures are generally considered to be efficient in comparison to other surgical procedures. However, many providers recognise that there is potential to enhance the efficiency of the system through better coordination of care, better use of dedicated facilities and better utilisation of optometrists, orthoptists, nurses and GPs.
Developing new service models that improve service efficiency and enhance continuity of care is a key direction of the MHS in meeting demand for services. Of particular relevance to the delivery of ophthalmology services are the directions for the development of new models of care for elective surgery and ambulatory care services.
Models of care for surgical services in ophthalmology have undergone significant changes in the past two decades with an increasing trend for ambulatory care through the introduction of day case, local anaesthetic cataract surgery and phacoemulsification surgery.
Elective surgery
The ability to meet elective surgery demand has been affected by increasing emergency admissions (MHS, 2003). This is particularly relevant to ophthalmology services provided in large general tertiary hospitals where elective surgery may be cancelled to allow for emergency procedures.
ESAS has indicated that there is value in providing targeted elective surgery capacity that can be separated from the impact of emergency demand. The new Elective
Surgery Centre being developed at the Alfred Hospital will provide a new model of care for the delivery of short stay elective surgery. It will physically separate scheduled short stay services from emergency and acute inpatient services to avoid delays and improve the efficiency of delivering elective surgery.
This model will support the delivery of ophthalmology services due to its elective and short stay profile. The model of care implemented at Southern Health’s CICC also promotes efficient service delivery through the provision of same day elective surgery only.
A recent Cochrane review was conducted to provide reliable evidence about the safety, feasibility, effectiveness and cost-effectiveness of cataract extraction performed as day care versus inpatient procedure (Hamed & Fedorowicz, 2004). This review provides some evidence that there is a cost saving but no significant difference in outcome or risk of postoperative complications between day care and inpatient cataract surgery. Evidence regarding patient preferences for day care surgery versus inpatient admission was inconclusive.
There is considerable stakeholder support for high volume elective surgery facilities for ophthalmology services. In their view, the fact that a large proportion of eye surgery is done on a same day basis provides opportunity for further expansion of services without very high capital investment. Many providers consider that using dedicated elective surgery theatres will enable a critical mass of patients to be treated whose procedures are often cancelled due to priority being given to emergency cases from other specialties.
It was suggested that throughput for an individual operating theatre needs to be at least ten operations per day, five days per week (2,500 operations per year, which would include approximately 2,000 cataract operations per year) to be optimally efficient. High volume centres would ensure a critical mass to make the provision of expensive equipment and staff sustainable. The CICC model of care which promotes enhanced community links may provide direction for future development. It was noted by many providers that private day-surgery centres have a high level of productivity and there may be opportunity for collaboration between the public and private sectors.
It is uniformly agreed that surgical teaching lists are relatively slower and more expensive than consultant surgical lists. There is an opportunity to establish guidelines to allow sufficient teaching lists to be retained while allowing more consultant-run service lists.
Ambulatory care
There is considerable scope to provide alternative eye care in public hospitals, as a range of accessible and affordable community eye care providers are already available. This is consistent with the MHS, which has identified the expansion of ambulatory care services in the community as a key direction for the future and states that:
Ambulatory care services should be provided in a community-based setting unless
considered inappropriate for safety, quality of care and efficiency reasons.
Developing an ambulatory services framework will guide this policy direction and will focus on developing models of care that effectively manage of people with chronic and complex conditions across the care continuum from prevention, early intervention, diagnosis, treatment, continuing care to palliation.
A range of strategies have been identified to support the delivery of ambulatory care services relevant to ophthalmology. The first is the creation of health precincts.
Health precincts aim to bring together a range of health and related services to create a community hub of the local service system. They will be the first point of call for a range of primary and secondary health services, tailored to meet local needs, all within a comprehensive environment. These precincts will allow existing public and private, primary and secondary services to be collocated with new services such as super clinics.
The second is the creation of super clinics. Super clinics will be new communitybased facilities that will treat people with complex medical conditions requiring specialist intervention in a community setting as a substitute for hospitalisation. The super clinic concept builds on established hospital outreach services such as
Integrated Care Centres and hub and spoke service delivery by relocating hospital services to community-based settings. Hospital-based ambulatory services should continue to target secondary and some tertiary health services of a more complex level, for example, day surgery, diagnostic services and outpatient pre-admission.
Workforce change
The potential exists to improve efficiency of eye care delivery through better use of the available skills of the current eye care workforce across various streams of care.
In particular, new service models and settings such as super clinics and health precincts offer the opportunity to establish and/or expand workforce models that make best use of available specialist skills. This could involve reorganising existing work and/or expanding roles for existing practitioners, depending on the forecast service needs and workforce availability in local regions.
Recommendation
6. The following will increase the capacity of the system to provide for future demand:
• establishment and expansion of services in general tertiary hospitals
• development and expansion of models of care that promote effective and efficient delivery of eye care services
• increased use of elective surgery centres for ophthalmology surgery (in particular cataract surgery)
• establishment and/or expansion of workforce models that make best use of the existing workforce in public hospitals and in community settings (that is, optometrists, orthoptists and nurses undertaking greater roles in the provision of eye care).
Allocative efficiency
There was considerable debate about the large number of low complexity patients that present to the RVEEH emergency department for management, when they could be managed in other general hospital or community settings. It was suggested, however, that patients self-triage and cannot be stopped from presenting at the
RVEEH and that once they present they need to be managed in that setting.
Others thought that emergency care should, by preference, be centred on the
RVEEH. Overall, however, there was support for the concept of the majority of ophthalmic emergency care being provided in general emergency departments with a much more active triaging system at the RVEEH, with on-referral of appropriate patients to community or other settings.
It was suggested during consultation that discharge of outpatients to communitybased providers should become the norm at the RVEEH, rather than patients continuing to be reviewed in a hospital setting. This would increase capacity to treat new patients who currently experience long waiting periods for outpatient clinics.
Funding and price
Public hospitals are funded through a combination of casemix payments and specified grants. The casemix cost weights are developed through an in depth study of hospital activities. The cost weights for same day ophthalmology DRGs from
2000–01 to 2004–05 are listed in Table 95 . The standard rate per Weighted Inlier
Equivalent Separation (WIES) for rural hospitals is slightly more than the WEIS for metropolitan hospitals, in recognition of the higher costs of running small hospitals.
5 The weighting is derived through annual costing studies which compare, in participating hospitals, the relative resource consumption of each DRG against all others. Intra-hospital costing systems are fundamental to casemix. While they vary between hospitals, the relativity in resource consumption for each DRG within each hospital produces a reliable weighting.
DRG Code and Name Same day weight c01Z Procedures for penetrating eye
2000–
01
0.6175 injury c02Z Enucleations and orbital procedures 0.93
2001–
02
0.6316
1.1506
2002–
03
0.605
1.0703
2003–
04
2004–
05
1.1162 0.7883
0.9444 0.7017 c03Z c04Z c05Z Dacryocystorhinostomy c06Z Complex glaucoma procedures c07Z c08Z c09Z
Retinal procedures
Maj corneal, scleral & conjunctival procs
Other glaucoma procedures
Major lens procedures
Other lens procedures
0.8436 0.8669 0.8472 0.843 0.8433
0.7637 0.9147 0.9368 0.7871 1.0693
0.7287
0.5738
0.7554
0.4661
0.7787
0.4538
0.6563 0.707 0.5909
0.6214 0.5925 0.5995
0.616 0.7208 0.7518
0.7915
0.4736
0.5991
0.5845
0.8231
0.7302 c10Z Strabismus procedures c11Z Eyelid procedures c12Z Oth corneal, scleral & conjunctival procs c13Z c14Z c15A
Lacrimal procedures
Other eye procedures
Glaucoma/cx cataract procedures
0.4275
0.4056
0.3211
0.4867
0.4282
0.3296
0.4791
0.4103
0.3256
0.4275
0.3999
0.4379
0.4226
0.4148
0.3708 c15B Glaucoma/cx cataract procedures, sd c16A Lens procedures c16B c60A
Lens procedures, sd
Acute and major eye infections age>54
0.5228
0.7398
0.6003
0.3796 0.4313 0.4411 0.4604 0.3442 c60B Acute and major eye infections age<55 c61Z Neurological & vascular disorders of eye
0.3703 0.2705 0.2778 0.2687 0.2309
0.342 0.3429 0.3292 0.3042 0.3112
0.7051
0.4147 0.306
0.5523 0.5212
0.3078 0.6019 0.5376
0.5196 0.4226 0.4023 c62Z Hyphema & medically mand trauma to Eye c63A Other disorders of the eye W CC
0.1889 0.1839 0.1516 0.1575 0.1637
0.363 0.308 0.2652 0.317 0.2698 c63B Other disorders of the eye W/O CC 0.2778 0.2245 0.1916 0.1905 0.1911
6 Consultations were conducted early 2004, prior to release of Funding and Policy Guidelines, 2004-05
The cost of service provision varies between hospitals. Through efficiencies in work practices or staffing arrangements, some hospitals achieve costs that differ markedly from the casemix payment. Salary arrangements for surgeons have been noted as a significant factor in whether a hospital is able to deliver the service within the casemix payment, with some hospitals providing sessional payments and others feefor-service.
Stakeholders believed that funding models need to be more transparent, that WIES funding is inadequate in some settings, and that efficiency objectives in the provision if patient care should be explicit and balanced with explicit objectives for teaching and training. It was noted that the cost weight for cataract surgery has been reduced by from 0.6214 in 2001–02 to 0.5845 in 2003–04
There were strong views that public WIES payments for cataracts do not cover the cost of surgery in rural areas, because of the predominance of fee-for-service medical payment structures. This creates an incentive for hospitals to admit an increased number of private patients (self-funded or insured) or to cease service provision altogether.
Most providers consider that fee-for-service for ophthalmologists may be appropriate in some settings, but there is disagreement about the appropriate fee level. There was some support for the government being involved in determining the appropriate fee level.
Funding models are required that support the implementation of the service system, including the delivery of:
• surgical services in metropolitan health services
• high volume elective surgery centres/same day centres
• services in regional ophthalmology centres and rural hospitals.
Stakeholder suggestions for improving service provision included:
• introducing competitive tender of cataract services on a local, regional or statewide basis
• providing WIES payments to eligible public patients in the form of vouchers, which could then be used to purchase public surgical services from their provider of choice
• developing partnerships between major providers, public or private, with public metropolitan or rural health services
• developing a consortium of public and/or private providers.
Recommendation
7. Develop a funding model that supports the system structure.
4.4 Acceptability
‘Consumer and community participation should enhance the level of acceptability of services which describes the degree to which a service meets or exceeds the expectations of informed consumers.’ (VQC, 2003).
To gain the views of ophthalmology service users, two consumer focus groups were conducted. In general, it was found that consumers have great confidence in
Victoria’s ophthalmology services:
‘…taking Australia as a whole I think they have the biggest and best reputation as far
as eye care goes’
‘I would say there are some excellent ophthalmologists and optometrists and other
eye care specialists in the field in Victoria. There is absolutely no question about that’
‘You’d have to say that Victoria has the geographical spread of those kind of services’
In consultation, consumers often commented on the quality of services received at the RVEEH. Many comments by consumers about the acceptability of services related to the RVEEH. It is very highly regarded because it is a public facility with emergency access, provides specialised, high quality treatment, and provides teaching and research.
Most consumers are aware that the RVEEH is a teaching and training hospital and assumed that it was also a centre for important eye related research. These appeared to be significant factors contributing to its perceived status and reputation:
‘… apart from being a world class eye specialist hospital it also has very good research and training…’
Providers confirmed that there is tremendous loyalty from RVEEH patients, who can be reluctant to accept referrals to other providers or be discharged from care. It was noted, however, that getting to and from the RVEEH had been a distressing experience for most of the rural consumers. Reasons identified through the consultations and through research by the Brotherhood of St Laurence (Diviney &
Lillywhite, 2004) related to:
• cost of transport, meals and accommodation
• transport, including lack of familiarity with trains, not wanting to drive themselves to hospital and the problems of finding someone else who was willing and had the time
• lack of carers in Melbourne after discharge
• having to rely on family members for transport and post operative care
• lack of confidence in the city, including getting around the city and understanding tram routes
• awkward appointment times, compounded by limited train and bus schedules, making a one-day round trip very difficult
• stress regarding how long things would take and allowing sufficient time.
4.5 Effectiveness
‘Consumers of health services should be able to expect that the treatment they receive will produce measurable benefit. The effectiveness of health care relates to the extent to which a treatment, intervention or service achieves the desired outcome.’ (VQC, 2003)
The effectiveness of ophthalmology interventions for some conditions, particularly cataract surgery and laser therapy for some retinal conditions including diabetic retinopathy, has been well established. In the case of cataract surgery, 80 to 95 per cent of patients have improved visual acuity and functioning (Acosta & Tuni, 2002).
Table 10 provides examples of ophthalmic interventions that are highly cost-effective
(Access Economics, 2004).
Table 10: Cost utility ophthalmic interventions (QALY – quality adjusted life year)
Intervention
Laser therapy for threshold retinopathy of prematurity
Vitrectomy for vitreous haemorrhage in patients with type 1
US$/QALY gained
781
2,085 diabetes
Initial cataract surgery
Laser therapy for diabetic macular oedema
Screening and treating eye disease in patients with diabetes mellitus
2,141
3,386
3,816
Providers agree that modern cataract surgery is very cost-effective compared with other hospital-based interventions and is one of the most cost-effective surgical procedures of any type at US$2,141 QALY for the first eye and US$2,727 for the second eye (Busbee et al, 2002). Cataract surgery is considered safe, although approximately 20 per cent of patients need follow-up laser treatment within two years of surgery because of opacification of the posterior capsule (Acosta & Tuni,
2002).
There was considerable debate about whether a minimum volume of surgical procedures for either ophthalmologists or hospitals was required to assure good outcomes. There was no consensus on this issue, with some providers believing that a minimum volume of surgical procedure was necessary and others suggesting that outcomes are more dependent on past training and experience than present volume.
Where minimum volumes of surgery were thought to improve outcomes, the role of the RANZCO in identifying appropriate volumes was highlighted. It was noted that adequate numbers of less common procedures would be difficult to undertake in some areas.
Evidence-based practice and benchmarking in ophthalmology practice are generally supported by providers. There is some support also for formal role delineation in public hospitals, similar to that which applies in the state trauma care system (refer to www.health.vic.gov.au/trauma for more).
General comments raised in the course of the consultation relating to the effectiveness of eye care services are as follows:
• it was generally agreed that public hospital emergency department services are of much higher quality since the introduction of Fellows of the Australian College of
Emergency Medicine
• several providers commented on the need to centralise specialist outpatient clinics at the RVEEH, to ensure sufficient volume and, therefore, quality. Subspecialty services can be provided at a basic level but comprehensive clinics should be provided at RVEEH to ensure adequate catchment area
• the collocation of the RVEEH and its research institutes was considered by many to contribute to the overall effectiveness of care, through stimulating service development and academic effort and inquiry
• there was considerable support for audit and quality assurance. It was suggested that pre-operative functional assessment would be a good tool for auditing the waiting list and outcomes. Some providers suggested specific key performance indicators that could be monitored, these relate to all dimensions of quality and are listed in Appendix 10
• mostly, it was believed that audit and outcome monitoring should be conducted and reviewed locally, although there was some support for regional or central monitoring and reporting to the public.
4.6 Safety
‘A major objective of any health care system should be the safe progress of consumers through all parts of the system. Harm arising from care, by omission or commission, as well as from the environment in which it is carried out, must be avoided and risk minimised in care delivery processes.’ (VQC, 2003)
Complication and adverse outcomes for high volume procedures such as cataract surgery are rare but potentially very serious. There are systems that monitor safety of clinical care at a local, state and national level.
At a local and state level, as part of the department’s Clinical Risk Management program, hospitals and health services are required to monitor and manage adverse events internally. Serious adverse events, however, are analysed through root cause analysis and reported to the department through the Sentinel Event program.
At a national level, the Australian Council on Healthcare Standards (ACHS) collects a range of clinical indicators for ophthalmology services for benchmarking purposes as part of its Evaluation and Quality Improvement Program (EQuIP) accreditation program. These have been developed by the ACHS in collaboration with the RANCZO as a measure of the clinical management and outcome of care. Indicators have been developed for cataract surgery, glaucoma surgery, retinal detachment surgery and excimer laser (refer to www.achs.org.au for more). ACHS indicators related to safety include readmissions, readmissions due to infections, anterior vitrectomy rates, long lengths of stay, revision and re-treatment of procedures.
The RANZCO has developed a list of clinical indicators that relate to safety. These include:
• wrong operation on correct eye
• operation on the wrong eye
• penetration or perforation of globe during periocular injections
• expulsive haemorrhage during surgery
• endophthalmitis following surgery
• patient collapse requiring resuscitation during surgery
• death.
Through the consultations, many providers advised that all ophthalmology units carry out clinical audits, and there is a strong tradition in ophthalmology of practitioners self-regulating their own scope of practice. It was suggested ophthalmologists usually only perform procedures for which they have been trained.
Providers consider that new models of care in particular should be subject to strict audit. One submission noted, however, that as surgical complication rates are so low it is difficult to determine the impact of any new model of care. Many providers suggested that resources for audit need to be identified and quarantined.
4.7 Information management
A performance monitoring system ensures accountability for the efficient and effective use of resources and involves developing meaningful performance measures, data collection systems, reporting requirements and mechanisms. A system would include a range of clinical and non-clinical performance measures that would be monitored at a local, regional and statewide level.
Some ophthalmology management measures are already collected by health services, such as waiting times for elective surgery and activity data. Patient outcomes measures are not routinely collected by health services and require development. These would include monitoring the appropriateness, acceptability, safety and effectiveness of ophthalmology clinical interventions. Many Victorian hospitals involved in the ACHS EQuIP accreditation report clinical indicator data to the ACHS. However, ACHS indicator data is not routinely reported to State
Governments.
As discussed in previous sections, there is considerable stakeholder support for audit and outcome monitoring. There is general stakeholder support to develop information management systems, to enable collection and use of performance data and to assist with the delivery of quality care. It was also suggested that data should be collected on consumer satisfaction relating to service provision and client care.
Some providers actively support statewide monitoring of outcomes or a statewide database for ophthalmology services. Most expressed no specific objection to this concept. Many providers suggested that the RVEEH could have a central role in data collection and management.
The development and operation of a performance monitoring system will require the involvement of clinicians, professional colleges and associations and hospitals and health services.
Recommendation
8.Develop a performance monitoring system for ophthalmology management and patient outcomes.
4.8 Competence, education and research
Since the mid-1990s, various workforce studies have been undertaken into the supply of eye health care professions in Australia. These studies examined existing workforce numbers and projected workforce requirements, taking into account forecast demand for services. In general, these studies found there was an adequate supply of eye care professionals.
Table 11 provides a summary of the workforce profiles for each eye professional group. While the data are not current for all groups and are not provided for the same year, this table shows that there are more than 1,000 eye care professionals working in Victoria (excluding GPs).
Table 11: Workforce profiles of eye care professionals
Ophthalmologists Orthoptists Optometrists Ophthalmic
1998-99 nurses
2003 1996 AMWAC 2003 RANZCO 2001
No. practising
Nationally
Victoria
675
173
-
168
434
165
2,786
684
-
54
Gender/Age
Male 148 (87%)
Female
Average age
(yrs)
Sector
19 (13%)
48%<50
142
(85%)
5 (3%)
26 (15%) 160
(97%)
400 (58%)
284 (42%)
92%<70 60%<35 46% < 35
0%
100%
Ave 45
Public
Private
Rural
70% have appointments
-
11.6%
-
-
18
(11%)*
27 (16%) -
140
(84%)
-
12 (7%)* 128 (18%)
29 (54%)
25 (46%)
6 (11%)
Metropolitan 88.5%
No: population
150
(89%)
3.6: 100,000 3.4:
100,000
153
(93%)
3.4:
100,000
567 (82%)
14.9:
100,000
48 (89%)
1.1:
100,000
* Figures do not include the number of metropolitan ophthalmologists and orthoptists who provide services to rural areas.
Education and training
Ophthalmologists
RANZCO supervises training for ophthalmologists through its postgraduate vocational training program. Registrar training positions in Victoria are concentrated at the
RVEEH and across other general metropolitan public hospitals. Rural training posts are located in Geelong, Ballarat and Albury-Wodonga. Registrar training is coordinated by the RANZCO, the RVEEH and the University of Melbourne,
Department of Ophthalmology.
The postgraduate program for specialist ophthalmologist training has increased from a four-year to a five-year program. The five-year program incorporates the ophthalmic basic sciences within the training program, rather than require them as a prerequisite for entry. As a result of this initiative, the number of graduates in
Victoria have reduced from eight to six (25 per cent) per year, as the number of training positions has not changed. Trainee intake figures Australia-wide for 2004 are
20, with a total of six in Victoria.
The previous 24 training positions in Victoria was consistent with recommendations of the 1996 Australian Medical Workforce Advisory Committee (AMWAC) study, which recommended an increase in Victorian training posts from 22 in 1995 to 23 by 2002 and 25 by 2006.
An ophthalmology workforce study is being undertaken by RANZCO and is due for completion late in 2005-06. Some ophthalmologists believe that the numbers of registrar positions will have to be increased as a result of the new training system, while others believe that the current eye care workforce will be adequate given changes in models of care and the advent of therapeutic optometry.
Orthoptists
Undergraduate training for orthoptists in Victoria is provided by the School of
Orthoptics, Latrobe University. Orthoptic clinical training occurs in the public and private sectors with the RVEEH being the largest provider of clinical placements.
A draft report of the orthoptist workforce by the National Rural and Remote Allied
Health Advisory Service (2003) concluded that employment prospects for orthoptists to 2007–08 were strong.
Optometrists
The Department of Optometry and Vision Sciences, University of Melbourne, provides a four-year course in optometry leading to the degree of Bachelor of Optometry. It also provides a range of postgraduate qualifications in optometry. Clinical training is supported by the VCO which operates the VES.
In 1999, the AIHW undertook a study of trends in the optometrist labour force for the period 1991 to 1999. Based on an extrapolation of current trends, the AIHW study found that there appears to be no evidence of a projected shortage of optometrists to 2009, nor of significant excess supply.
Nurses
The RVEEH provides accredited training in ophthalmic nursing in association with the
School of Nursing, Deakin University. While there are currently no ophthalmic specific nurse practitioners in Victoria, the Australian Ophthalmic Nurses Association
Victoria is exploring opportunities to develop this role and have suggested anaesthetics and theatre as potential areas for consideration.
The RVEEH provides training in ophthalmology for medical students and clinical training in ocular therapeutics for undergraduate optometry students.
Stakeholder views
The Victorian training scheme for ophthalmologists, optometrists and orthoptists is recognised almost universally by providers and consumers to be of very high quality, with excellent outcomes.
The quality of medical student training in ophthalmology was not as highly regarded.
Some ophthalmologists suggested that there may be different approaches by medical schools, and given that ophthalmology is an important component of general practice, its focus in the undergraduate curriculum should be reviewed.
Generally, the quality of training of emergency physicians is considered high.
However, there are opportunities for enhancement and stakeholders felt that emergency specialists should be encouraged to complete an ophthalmology module in their training.
It was suggested by consumers that training for optometry and ophthalmology students and practitioners should equip them to appreciate the needs and issues of people living on low incomes. The need to develop students’ and practitioners’ competencies in understanding social justice, equity issues and cross cultural communication was also raised.
It was suggested by providers that there may be opportunities to share training between the professions, and such approaches would be supported in principle as a means of promoting more effective, cross-disciplinary approaches to eye care.
The critical mass of patients and trainees at the RVEEH is seen as a key success factor in training, although some consider that the quality of training could be sustained without continuing the existing concentration of resources at the RVEEH. It is important to maintain services in general hospitals to ensure appropriate disbursement of training opportunities for other non-ophthalmological staff.
There is support for ophthalmology training to continue to be coordinated by
RANZCO and the RVEEH, with support from other hospitals. Many ophthalmologists suggested, however, that ophthalmologists are being over-trained in cataract surgery and under-trained in procedures for other conditions because advanced trainees and Fellows are receiving priority access to non-cataract training opportunities.
There was some support for training of ophthalmologists in the private sector.
Perceived problems with training in the private sector include medico-legal liability and patient consent.
The Australian Health Ministers’ Advisory Council (AHMAC) has established a Medical
Specialist Training Taskforce to review and advise on specialist training issues at a national level, which includes a review of trainee needs, training environments and a range of governance and structural issues. The outcomes of this review may inform some of the issues raised in relation to ophthalmology registrars.
It was noted that there are existing effective collaborative public/private models in which surgical training is undertaken in the public system and follow-up and outpatient work and training are undertaken in private settings. For example, in
Albury-Wodonga, ophthalmic registrars work in private rooms of the Albury Eye
Clinic where they provide a public service for the Albury Base Hospital (ABH). They have operating schedules at the ABH and Wodonga District Hospital, and attend community clinics for low vision and developmental disability. An evaluation of this model in 1996 found it to be highly effective, offering a new direction in rural specialist training (Neverauskas & Mollison, 1996).
It was noted that a significant proportion of training in orthoptics is currently provided in the private sector. Privatisation of public outpatient facilities has the potential to seriously affect training and would need to be accompanied by compensatory training opportunities.
It was also generally agreed that there is underexposure of trainees to rural areas and there is support in principle for the creation of more rural training posts. There may be opportunities to collaborate with the rural clinical schools.
Research
Eye research in Victoria
There is a range of organisations that contribute to eye care research in Victoria.
CERA, established in 1996, is a joint undertaking of the University of Melbourne,
RVEEH, RANZCO, Ansell Ophthalmology Foundation, Lions Club of Victoria, Christian
Blind Mission International, RVIB and Vision Australia Foundation. CERA is a higher education institution that incorporates the University of Melbourne, Department of
Ophthalmology and is a World Health Organisation Collaborating Centre. CERA has extensive research experience in causes, prevention and cure of eye disease and, in particular, has undertaken large epidemiological studies, including the VIP.
The Vision Cooperative Research Centre (Vision CRC), established in July 2003, is a collaboration of the world’s leading groups in eyecare and vision research, education and delivery. Vision CRC is a multinode centre, with its hub at dedicated premises at the University of New South Wales, Kensington Campus. Vision CRC participants comprise core, supporting and industry members. Core members include:
• CERA
• International Centre for Eyecare Education (Australia)
• Institute for Eye Research (Australia)
• LV Prasad Eye Institute (India).
Vision CRC received a grant of $32 million over seven years and will conduct major programs in the areas of myopia, presbyopia, vision care delivery, business growth, professional and academic education.
As well as the University of Melbourne, Department of Ophthalmology, other university departments that provide research into eye care are:
• Department of Optometry and Vision Sciences of the University of Melbourne and its affiliated research organisations of the National Vision Research Institute of
Australia and Clinical Vision Research Australia
• School of Orthoptics, Faculty of Health Sciences, La Trobe University.
A number of eye related research groups are located at the RVEEH. These include:
• CERA
• Department of Ophthalmology, University of Melbourne
• Lions Eye Bank
• WHO Collaborating Centre for Prevention of Blindness
• McComas Family Laboratory (Ophthalmology).
It was suggested that the achievements of the University of Melbourne, Department of Ophthalmology and CERA, are partly due to their collocation with the RVEEH. The association between the university and the hospital is seen to be of great benefit to both parties. The concentration of staff and patients at a single site, which assists in recruiting research candidates, and promoting research by trainees and clinicians, is considered to be the major factor in driving high quality research and clinical care. In addition, there is the ability to access shared facilities.
It was also suggested that there is not a single eye research centre of note globally that is not closely associated with a significant clinical service. A different point of view was that the trend in research is for national and international collaboration, and local collocation was of less importance.
Most providers consider that the private sector has some role to play in research, but it is less than the public sector.
4.9 Consumer involvement
Providers agreed that consumers need much more information about referral pathways, models of care, treatment choices and choice of election as a public or private patient.
While the choice to elect as a public or private patient is currently left almost exclusively to decision making between the patient and ophthalmologist, many providers considered that the public system has a responsibility to ensure appropriate information is available.
Compared with the way in which people spoke of their GP, optometrist and other health professionals, indications were that ophthalmologists, who in many cases were seen only infrequently compared with other health professionals, were perceived to be somewhat remote and rather unapproachable. Hence, patients tended to not question the information or treatment prescribed to them, and rarely any expectations of a personal and open relationship with their ophthalmologist.
Consumers admitted they were reluctant to question ophthalmology professionals, particularly ophthalmologists, as they were with other medical specialists. This appeared partly due to the deference with which most specialists are regarded, as well as a lack of knowledge regarding what questions to ask. The reluctance to ask for information applied not only to their condition and its potential longer-term implications, but also treatment options, fees and what alternatives are available to them.
However, indications were that the reluctance to question ophthalmologists was changing. Many people in the groups claimed to be much more proactive in seeking information from them:
‘Unless you ask they don’t tell you what you’re entitled to’ … ‘I believe that you’re entitled to it. I didn’t for a few years. I was very nervous and that and then all of a sudden I started asking questions you know and they’d look at me …’
Those who had done so often found they had a number of options available to them, which they would have been unaware of if they had taken the information provided at face value, or not questioned the specialist.
‘I was sent to the specialist for a test who sort of gave me a list of prices that it was going to cost me and I think he must have seen my face fall and he said ‘oh but then you can go to a public hospital’ and I said okay and that cost me nothing…’
A few consumers voiced the view, based on their experiences, that younger ophthalmologists were more approachable, more friendly, more willing to spend time explaining things to their patients, and more inclined to involve them in the treatment decision making process.
The department supports a range of initiatives that promote and support consumer involvement in decision making about their own treatment and care, in service development and quality improvement and, more broadly, in health policy developments.
The department will be working with hospitals, their consumers and the broader community to develop a consumer participation policy to guide and articulate the responsibilities and expectations of consumer participation in hospitals.
The work of the Vision Initiative will contribute to improved consumer participation in their care through consumer and provider education of eye care.
4.10 Governance and leadership
Strong leadership is the foundation of a safe and high quality service system.
Leadership and accountability for access, efficiency and performance currently rests mainly with individual hospitals. It is generally agreed by stakeholders that the department, hospitals and health care professionals have a shared interest and responsibility to ensure optimal use of resources within the system, and that leadership capability needs to be developed with more system-wide goal setting and accountability. It was agreed that governance arrangements could be instituted at a regional and/or statewide level.
It was suggested that health services should provide eye care as part of their core requirements. A review of the care model and outcomes that each group sets up should be built into the system with system-wide peer review being an integral part of the governance model.
It was noted that more system-wide leadership from the RVEEH would be welcome, including leading education, formalised support arrangements, academic and service leadership and support with coordinating the care of individuals. Maintaining independent governance of the RVEEH was specifically mentioned by some providers as being vital to the protection of the specialty.
Many providers agree that access and elective surgery management should be coordinated across the public system, and that the achieving performance objectives should be monitored at a local level and possibly also at a regional or central level.
Statewide leadership for public ophthalmology service provision is required to:
• lead the evaluation and timely adoption of new models of care
• lead the development, evaluation and adoption of new workforce models
• lead the development of systems to monitor appropriateness, effectiveness and safety of interventions
• provide direction on appropriate referral pathways between the community and public health services
• support coordination of access and elective surgery management across the public system
• support coordination of education and multi-centre research
• have significant local input from rural and metropolitan providers.
The RVEEH will play a key role in system-wide leadership.
There is a view that the Commonwealth Government also has a national leadership role in ensuring that the planning, funding, monitoring and delivery of eye health services in every state is accessible to all people living on low incomes.
Recommendation
9. Develop a capacity for statewide leadership in public ophthalmology service provision to provide ongoing direction in models of care, education and support systems for service providers.
5. Implementation plan
The department will coordinate the framework’s implementation in collaboration with key stakeholders to ensure it is consistent and achieves the recommended system changes.
A number of recommendations relate to existing programs that are funded by the department, such as the Vision Initiative, funded through Public Health, and the VES, funded through the Aged Care Branch. Other recommendations are consistent with a range of departmental strategies and align with the work of specific program areas such as the Hospital Demand Management strategy, the MHS, and the Better Skills,
Best Care workforce design strategy.
While each of the relevant areas of the department has been consulted in the development of the framework, further work is required to progress implementation of recommendations.
5.1 Health service strategic plans and statement of priorities
The development of strategic plans by each public health service, as recommended in the MHS, will provide an agreed basis for action between the department and each public health service, and will guide the future provision of services across health services. The strategic plans will define the role of each campus for a five-year period. The plans will be updated annually and included in the statement of priorities, which is a key accountability agreement between each public health service and the
Minister for Health covering the shared objectives of services, finance, quality and investment for the future.
The strategic plans and the statement of priorities will provide an opportunity for the department to negotiate with each health service on the type and level of services it provides.
Table 12 provides an outline of the implementation plan for the framework indicating key responsibilities, timeframes and measures of success.
Victorian ophthalmology service planning framework 72
5.2 Implementation plan
Table 12: Implementation plan
Strategy
Ensure consistent and equitable service access
Improve and promote access to low cost glasses
Improve eye health promotion and education
Detail
Develop and implement guidelines and practises.
Increase provision, distribution and awareness of the VES.
Support and evaluate the Vision Initiative.
5.1 Implementation plan
Responsibility
Timeframe
1
DHS
Heath services
Professional bodies
DHS
VCO
Medium term
Issue
Short term 1.1
1.2
1.2
2
DHS
Vision Initiative
Medium term
1.2
Quality dimension
Access
Efficiency
Access
Appropriatenes s
Acceptability
Establish primary and secondary services in nominated public hospitals
Develop and implement role of RVEEH
Develop agreements with health services on service provision through Strategic Plans
Part A.
Service and capital planning for RVEEH.
Develop agreement with RVEEH through its
DHS
Health services
DHS
RVEEH
Medium term
Shortmedium term
Long term
1 Time scale is 2004 to 2016: short term = 0-2years, medium term = 2-6 years, long term = 6-12 years
2 Issues are listed in Section 3.10
1.1
1.2
1.3
Access
All
Measure of success
Service access is streamlined and equitable.
Low cost glasses are accessible & affordable.
Consumers and providers are aware of requirements for eye care services and how to access them.
Establishment of agreed range of services with health services.
Service planning for future role and location of RVEEH completed and
Victorian ophthalmology service planning framework 73
Models of care
Elective surgery centres
(ESC)
Strategic Plan Part A.
Fund health services to develop, implement and evaluate new models of care.
Identify options for increased utilisation of
ESCs.
DHS
Heath services
Professional bodies
DHS
Health services
Establish and/or expand new workforce models
Develop statewide leadership in public service provision
Develop funding models that support the system structure.
Develop a performance monitoring system
Pilot and evaluate innovative workforce projects that make optimal use of existing workforce skills and explore expanded roles for existing professions.
Determine appropriate governance, structure and funding.
DHS
Heath services
Professional bodies
Conduct review of current system and identify alternative models.
Develop agreed performance measures, definitions and reporting.
DHS, RVEEH
Health services
Professional bodies
DHS
Health services
Professional bodies
DHS, consumers
Professional bodies
Health services
(capital)
Mediumlong term
Mediumlong term
Mediumlong term
Short term
Medium term
2.1
1.3
1.3
2.1
3.3
Short term 4.1
4.2
4.3
4.1
5.1
Appropriatenes s
Efficiency
Access
Access
Efficiency
Access
Appropriatenes s
Efficiency implemented.
Development, evaluation and implementation of models of care.
High proportion of eye surgery performed in ESCs.
Development, evaluation and implementation of new workforce models in line with care models.
All
Access
Efficiency
All
Leadership capacity developed with clear roles and responsibilities.
Funding supports the system structure and models of care.
System performance is monitored & managed at all levels.
Victorian ophthalmology service planning framework 74
Appendices
1. Ophthalmology Service Planning Advisory Committee membership
Name
Ms Noreen
Dowd (Chair)
Ms Shirley
Admans
Dr Jenny
Bartlett
Title/organisation
Director, Programs Branch, Metropolitan Health and Aged Care
Services, Department of Human Services
Consumer representative (Vision Australia Foundation)
Chief Clinical Advisor, Office of Chief Clinical Advisor, Metropolitan
Health and Aged Care Service, Department of Human Services
Ms Anna
Burgess
Mr Jim
Doumtses
Manager, Service Planning, Programs, Metropolitan Health and
Aged Care Service, Department of Human Services
Hospital Demand Management, Metropolitan Health Service
Relations Branch, Metropolitan Health and Aged Care Service,
Department of Human Services
Chief Medical Officer, RVEEH Dr Robert
Grogan
Dr Anthony
Hall
Mr Andrew
Harris
Ms Melanie
Hendrata
Dr Jamie La
Nauze
Dr John
McKenzie
Mr Tim Puyk
RANZCO, Victorian Branch
Optometrists’ Association Australia (OAA)
Senior Project Officer, Service Development Unit, Rural and
Regional Health Services, Department of Human Services
RANZCO, Victorian Branch
Chairman, RANZCO, Victorian Branch
President, Australian Ophthalmic Nurses Association, Inc (AONA)
Professor Hugh
Taylor
Ms Robyn
Wallace
Project team
Director, Ophthalmology, RVEEH
Orthoptic Association of Australia (OAA)
Ms Kerri Martin
Manager, Statewide
Services Planning Unit
Mr Stephen Gow
Manager, Southern
Planning Unit
Mr James Henshall
Project Officer
Ms Zoe Aho
Project Officer
Ms Rachel Flottman
Project Officer
Programs Branch, Metropolitan Health and Aged Care
Service, Department of Human Services
Victorian ophthalmology service planning framework 75
2. Terms of reference for the Victorian ophthalmology service planning framework
Consider and provide recommendations on issues associated with the delivery of ophthalmology services provided by the Victorian public health system, including:
• utilisation
• demand and access to services
• service configuration
• relationships between service providers
• workforce and training
• monitoring and evaluation of outcomes
• specific needs of patients in rural areas
• consideration of the interfaces with issues related to primary prevention and research.
The review process will include:
• interpretation of projections for ophthalmology services as provided by the department from the Victorian Inpatient Forecasting Model, along with other available data, and consider the implications of these on service provision
• examining trends in clinical practice, new technology and approaches to care that have potential impact on future demand for and delivery of services
• consultation with key stakeholders.
Expected deliverables include:
• a service planning framework for the provision of ophthalmology services in
Victoria which describes models of care and considers equity of access, promotes efficient and appropriate utilisation of services; is responsive to changes in need and clinical and technology advances; and specifies criteria to evaluate and monitor the quality and performance of services.
Victorian ophthalmology service planning framework 76
3. List of responses to the discussion paper
Ms Maree Bowman State Manager, Department of Health and Ageing
Ms Maxine Brockfield Director of Clinical Services, Kyabram & District Health
Services
Dr Anne Brooks
Dr Adrian Bruce
Ms Heather Byrne
Ophthalmologist-in-Charge. General Eye Clinic 3, RVEEH
Senior Optometrist, Victorian College of Optometry
Chief Executive Officer, Alexandra District Hospital
Dr W G Campbell
Confidential
Confidential
Confidential
Confidential
Dr Tony Cull
Head, Vitreo-Retinal Unit, RVEEH
Ophthalmology Registrar
Orthoptist
Ophthalmologist
Ophthalmologist
Executive Director Medical Services, Royal Children’s
Hospital
Director of Medical Services, Northeast Health, Wangaratta Dr John Elcock
Assoc Prof Ian Favilla Head of Ophthalmology, Southern Health
Ms Nicole Feely
Assoc Prof Kerry
Fitzmaurice
Chief Executive Officer, St Vincent’s Health
Chair, Australian Orthoptic Board
Mr Jim Fletcher
Dr Michelle Gajus
Mr Zoran Georgievski Orthoptic Association of Australia (Vic Branch)
Dr W E Gillies
Dr Ken Gullifer
Chief Executive Officer, Western District Health Service
Ophthalmology Registrar, RVEEH
Ophthalmologist
Director of Ophthalmology, Austin Health
Dr Anthony Hall
Dr Anthony Hall
Dr Alex Harper
Mr Ben Harris
Chairman, QEC, RANZCO
Head of Ophthalmology, Royal Melbourne Hospital
Ophthalmologist-in-Charge, Medical Retina Clinic, RVEEH
Executive Director, Optometrists’ Association Australia (Vic
Dr Trevor Hodson
Div)
Ophthalmologist, Mt Gambier
Mr Graeme Houghton Chief Executive Officer, RVEEH
Dr Robert Hudson
Dr Nicholas
General and Paediatric Ophthalmologist
Ophthalmologist, Albury (Wodonga) Eye Clinic
Karunaratne
Ms Serena Lillywhite
Dr Patrick Lockie
Dr David Mackey
Dr John McKenzie
Professor Neville
McBrien
Ms Kathy Meleady
Manager Ethical Business, Brotherhood of St Laurence
Ophthalmologist, St John of God Hospital, Geelong
Ophthalmologist
Chairman, Victorian Branch, RANZCO
Director, Victorian College of Optometry
Mr Michael Murphy
Ms Carly Nicholls
Assoc Prof Justin
O’Day
Ms Gillian Perriment
Dr D Polya
Mr John Purvis
Ms Alex Rankin
Director, Statewide Service Development Branch, NSW
Health
Director, Surgery and Surgical Services, St Vincent’s Health
Chief Executive Officer, Vision 2020 Australia
Ophthalmologist, St Vincent’s Medical Centre
Chair, NorthEast Division of General Practice
Ophthalmologist, RVEEH
Acting Chief Executive, Bendigo Health Care Group
Assistant Secretary, Acute Care Strategies Branch,
Victorian ophthalmology service planning framework 77
Dr Marc Sarossy
Dr Mark Scott
Dr Richard Stawell
Professor Hugh Taylor
AC
Mr John Turner
Department of Health and Ageing
Ophthalmologist
Melbourne Specialist Imaging
Head of Ocular Immunology Clinic, RVEEH
Professor of Ophthalmology, RVEEH
Chief Executive Officer, Bentleigh Bayside Community
Health
Australian Ophthalmic Nurses Association Ms Pat Usher/Mr Tim
Puyk
Dr Arlene Wake
Ms Robyn Wallace
Dr Robert West
Executive Director, Medical Services, Western Health
Orthoptic Association of Australia (Vic Branch)
Ophthalmology Unit, Alfred Hospital
Victorian ophthalmology service planning framework 78
4. List of attendance at stakeholder consultation meetings
Individuals and groups who participated in interviews
Assoc Prof Ian Favilla
Dr Anthony Hall
Mr Ben Harris
Head of Ophthalmology, Southern Health
Chairman, QEC, RANZCO
Executive Director, Optometrists’ Association
Australia (Vic Div)
Dr James LeNauze
Professor Neville McBrien
Dr Richard Stawell/Dr Robert
West
Professor Hugh Taylor
Dr Michael Toohey
Members of Executive
Regional Health Council
Rural Health Council
Victorian Branch Members
Workshop attendees
Rural Ophthalmologist
Director, Victorian College of Optometry
Ophthalmology Unit, The Alfred Hospital
Centre for Eye Research Australia
Regional Ophthalmologist
Royal Victorian Eye and Ear Hospital
Victorian Healthcare Association
Victorian Healthcare Association
RANZCO
Royal Australasian College of Surgeons, Monday 19 April 2004
Mr Mitchell Anjou
Dr Anne Brooks
Ms Lynn Cheetham
Dr James Elder
Clinical Director, Victorian College of Optometry
Ophthalmologist, RVEEH
Head of Treatment, Peter MacCallum Cancer Centre
Head of Department of Ophthalmology, Royal Children’s
Assoc Prof Kerry
Fitzmaurice
Mr Zoran Georgievski
Dr John Gioulekas
Assoc Prof Robin
Gymer
Dr Alex Harper
Hospital
Chairman, Australian Orthoptic Board
Chief Orthoptist, Northern Hospital
Ophthalmologist, Berwick Ophthalmology Clinic
Ophthalmologist, CERA
Head of Medical Retinal Clinic, RVEEH
Mr Ben Harris
Dr Kim Hill
Executive Officer, Optometrists’ Association Victoria
Executive Director Medical Services, Bayside Health
Ms May Ho Optometrist, Victorian College of Optometry
Mr Graeme Houghton Chief Executive Officer, RVEEH
Dr Rob Hudson
Dr John McKenzie
Ms Annette Mercuri
Head of Clinic, RVEEH
Head of Ophthalmology, Western Health
Manager Strategic Planning and Development, Women’s and Children’s Health
Assoc Prof Michael
Murphy
Director of Neurosurgery, St Vincent’s Health
Ms Genevieve Napper Manager Clinic Public Health Services, Victorian College of
Optometry
Assoc Prof Justin O’Day Ophthalmologist, St Vincent’s Medical Centre
Ms Sandra Staffieri
Dr David van der
Straaten
Ms Robyn Wallace
Chief Orthoptist, Royal Children’s Hospital
Registrar, RVEEH
RVEEH
Dr Robert West Ophthalmologist, Alfred Hospital
Dr Geoffrey Williamson Director of Medical Services, Maroondah Hospital
Victorian ophthalmology service planning framework 79
Department of Human Services, Tuesday 20 April 2004
Ms Shirley Admans Vision Australia Foundation
Mr Richard Clark
Ms Emer Diviney
Ms Jane Gallo
Vision 20-20 Australia
Research and Policy Project Officer, Brotherhood of St Laurence
General Manager Client Services, Vision Foundation Australia
Ms Kate Giles
Mr Patrick Moore
President, Retina Australia
President, Macular Vision Loss Support Society of Australia
Mr Richard Rigby Vice President, Retina Australia
Ms Catia Sicari Southern Australia Coordinator, Glaucoma Australia Inc.
The Gables, Tuesday 20 April 2004
Dr Andrew Atkins
Ms Lin Cole
Ophthalmologist
RVEEH
Ms Clare Douglas
Dr David Erlich
Assoc Prof Ian
Favilla
Dr Ken Gullifer
Dr Raj Pathmaraj
Dr Julian Rait
Ms Shelley Straw
Ms Malak Sukkar
Dr Arlene Wake
Director of Surgical Services, RVEEH
Ophthalmic Surgeon, Bass Coast Regional Health
Head of Ophthalmology, Southern Health
Head of Ophthalmology, Austin Health
Ophthalmologist, RVEEH
Ophthalmologist, Cabrini
RVEEH
Project Business Manager, St Vincent’s and Mercy Private
Hospital
Executive Director Medical Services, Western Health
Wangaratta Gateway, Monday 28 April 2004
Ms Heather Byrne
Mr Steve Carroll
Chief Executive Officer/Director of Nursing, Alexandra
District Hospital
Department of Human Services
Ophthalmologist, Bayside Ophthalmology Dr Christopher
Chesney
Dr John Elcock
Dr Paul Giles
Dr Nicholas
Karunaratne
Ms Nora Ley
Mr Andrew Watson
Mr Dan Weeks
Ms Erica Williams
Director of Medical Services, Northeast Health
Ophthalmologist, Wodonga Regional Health Services
Ophthalmologist, Albury Eye Clinic
Chief Executive Officer, Seymour District Memorial Hospital
Chief Executive Officer, Wodonga Regional Health Services
Director of Nursing, Benalla District Hospital
Rural Management Resident, Victorian Healthcare
Association
Victorian ophthalmology service planning framework 80
Ballarat Lodge, Monday 3 May 2004
Ms Lisa Adair Nurse Unit Manager, Barwon Health
Mr Damian Armour General Manager Surgical Services, Barwon Health
Ms Rowena Clift
Mr Michael
Ballarat Health Services
Chief Executive Officer, Stawell Regional Health
Delahunty
Dr John Ferguson Executive Director Medical Services, Ballarat Health Services
Mr Hayden Lowe
Mr Alex Mactier
Access Coordinator and Manager Peri-operative Services,
Geelong Hospital
Director of Finance, Mt Alexander Hospital
Dr David McKnight Ophthalmologist
Dr Peter O’Brien Director of Medical Services, South West Health Care
Ms Nicola Reinders Project Officer, Grampians Region
Dr Michael Toohey Ophthalmologist, Ballarat Health Services
Dr Bruce Warton Medical Director, Western District Health Service
Century Inn Traralgon, Thursday 6 May 2004
Mr Gary Gray
Dr Robert Lazell
Chief Executive Officer, Bairnsdale Regional Health
Ophthalmologist, LaTrobe Regional Hospital
Ms Janine Silvester LaTrobe Regional Hospital
Mr John Warren Optometrist
Victorian ophthalmology service planning framework 81
5. Quality framework dimensions and organisational elements
The following definitions are extracted from the Safety and Quality Framework (VQC,
2003), which describes the intersection between four critical organisational processes essential for quality improvement, and each of the six dimensions of quality, as well as describing related roles and responsibilities throughout the health system.
Dimensions of quality
Safety of health care
A major objective of any health care system should be the safe progress of consumers through all parts of the system. Harm arising from care, by omission or commission, as well as from
Effectiveness of health care
Appropriateness of health care
Acceptability of health care the environment in which it is carried out, must be avoided and risk minimised in care delivery processes.
Consumers of health services should be able to expect that the treatment they receive will produce measurable benefit. The effectiveness of health care relates to the extent to which a treatment, intervention or service achieves the desired outcome.
It is essential that the interventions that are performed for the treatment of a particular condition are selected based on the likelihood that the intervention will produce the desired outcome for each patient. This means that the expected health benefit exceeds the expected negative consequences by a sufficiently wide margin that the procedure is worth doing.
Essentially, the appropriateness of health care is about using evidence to do the right thing to the right patient, at the right time, avoiding over and under utilisation.
Opportunities must be provided for health consumers to
Access to health services
Efficiency of health service provision participate collaboratively with health organisations and service providers in health service planning, delivery, monitoring and evaluation at all levels in a dynamic and responsive way.
Consumer and community participation should enhance the level of acceptability of services, which is the degree to which a service meets or exceeds the expectations of informed consumers.
Health services should offer equitable access to health services for the population they serve on the basis of need, irrespective of geography, socio-economic group, ethnicity, age or sex. This includes availability of services, such as waiting times for services and processes involved in accessing services, physical and information access. The Victorian public health system, like others in Australia and internationally, is experiencing unprecedented and sustained increases in demand. The issue of access to all health services is a critical one.
Health services must ensure that resources are utilised to achieve value for money. This can be achieved by focussing on minimising the cost combination of resource inputs in the production of a particular service as well as the allocation of resources to those services to provide the greatest benefit to consumers. Allocative efficiency informs decisions on what services or treatments to deliver, whereas technical efficiency is concerned with reducing costs and minimisation of waste.
Victorian ophthalmology service planning framework 82
Key organisational elements
Governance, leadership and culture
Corporate governance describes the structures and processes put in place by boards to fulfil their strategic, statutory and financial obligations. Clinical governance is a critical element of the corporate governance of health services.
Consumer and community involvement
Clinical governance refers to boards’ accountability for ensuring that a framework and rigorous systems are established so health care safety and quality is monitored and supported, evaluated and continuously improved.
Consumer involvement in health care is critical to effective service planning and evaluation and to the achievement of optimum care outcomes. There are many differing definitions of ‘consumers’ in health care. For the purposes of this document, the term ‘consumer’ refers to people who either
Competence of, and education to support, health care providers
Information management and reporting directly or indirectly make use of health services. This includes individuals receiving, or who have received, health care services, whether individuals or in groups according to similar backgrounds or health states. It also includes family and carers of those receiving health care. Community is described in this framework as the population served by the health service, including future users and the wider community that benefits from health care services.
Competence is an overarching issue and a major priority for review and action in health services. This includes the competence of the organisation, the competence of multidisciplinary care teams and the competence of the individuals who deliver care and services.
Information management refers to the collection of data, the technology required to do so, including the software and hardware, the reliability and validity of the data and how data are reported and converted into information to be used in practice. To support these processes, data and information should be available, accurate, timely and relevant. Ensuring this includes review of coding accuracy, robust data definitions and collection systems, and transparent analysis and reporting processes.
Victorian ophthalmology service planning framework 83
6. Statewide provision of ophthalmology services 2002–03
VAED separations
Metropolitan Health Services
Austin Health
Austin Hospital
Heidelberg Repatriation Hospital
Bayside Health
The Alfred
Sandringham & District
Caulfield General Medical Centre
Eastern Health
Box Hill Hospital
Maroondah Hospital*
Angliss Hospital
Melbourne Health
Royal Melbourne Hospital
Mercy Health and Aged Care
Mercy Public Hospitals Inc [Werribee]
Mercy Hospital for Women
Northern Health
Broadmeadows Health Service*
The Northern Hospital
Southern Health
Cranbourne Integrated Care Centre
Dandenong Hospital
Monash Medical Centre [Clayton]
Monash Medical Centre [Moorabbin]
Peninsula Health
Frankston Hospital
Rosebud Hospital
VEMD VACS
Cataract procedures
Other eye procedures
Non-procedural ophthalmology
Emergency presentations
Outpatient encounters
5,546
9 49 43 417
415 115 12
216 55 104 502 3,507
6 35
2 70
14 41 368
279 37 31 625
4 28 949
333 101 107 506 4,709
8 33 819
267
370 26 6
125 88 21 742 440
1,473 307 20
19 56 678
9 81 648 4,625
15 99 12
136 43 74 594
8 23 354
Victorian ophthalmology service planning framework 84
Peter MacCallum Cancer Institute
50 6 83
Royal Victorian Eye & Ear Hospital 8 5,394 3,630 298 17,192 62,775
Royal Children’s Hospital [Parkville] 33 625 73 720 5,266
Royal Women's Hospital
St Vincent's Health
St Vincent's Hospital Ltd
Western Health
1 11 92
3
28 50 110
Sunshine Hospital
Western Hospital [Footscray]
Williamstown Hospital
Other Health Services
336 84 41 893
224 38 41 403
7 1 2 544
Kooweerup Regional Health Service
O'Connell Family Centre Inc.
1
1
Total public
Total private
9,365 5,445 1,242 27,412 87,046
16,863 5,510 230
Metro total 26,228 10,955 1,472 27,412 87,046
8 RVEEH operates spoke services at Maroondah Hospital and Broadmeadow Health Service that include inpatient and outpatient services.
Victorian ophthalmology service planning framework 85
Rural
VAED separations VEMD VACS
Rural Hospitals
Alexandra District Hospital
Alpine Health [Mount Beauty]
Alpine Health [Myrtleford]
Bairnsdale Regional Health Service
Ballarat Health Services
Barwon Health [Geelong]
Bass Coast Regional Health [Wonthaggi]
Cataract procedures
Other eye procedures
Non-procedural ophthalmology
2
Emergency presentations
Outpatient encounters
2
2
244 19 10
323 127 29 1,314 864
714 182 89 827 2,882
235 44 9
Beechworth Health Service
Benalla & District Memorial Hospital
Bendigo Health Care Group
Central Gippsland Health Service [Sale]
Cobram District Hospital
Cohuna District Hospital
1
214 7 1
275 106 22 874 688
87 26 13
4
2 3
Colac Area Health
Coleraine District Health Services
Djerriwarrh Health Service[Bacchus Marsh]
Dunmunkle Health Services [Murtoa]
11 2 7
1
2
1
East Grampians Health Service [Ararat]
East Wimmera Health Service[Birchip]
East Wimmera Health Service[Donald]
East Wimmera Health Service[St Arnaud]
81 27 2
1
3
2 2
East Wimmera Health Service[Wycheproof]
Echuca Regional Health
1
67 75 4 390
Edenhope & District Hospital
Far East Gippsland Health/Support Service
1 1
1
Gippsland Southern Health [Korumburra]
Gippsland Southern Health [Leongatha]
4
99 29 17
Goulburn Valley Health [Shepparton]
Hepburn Health Service [Creswick]
6 24 699
1
Hepburn Health Service [Daylesford] 2
Victorian ophthalmology service planning framework 86
Inglewood & District Health Service
Kerang District Health
Kilmore & District Hospital
Kyabram & District Health Service
Kyneton District Health Service
Latrobe Regional Hospital [Traralgon]
Mansfield District Hospital
Maryborough District Health
Mount Alexander Hospital [Castlemaine]
Moyne Health Services [Port Fairy]
Nathalia District Hospital
New Mildura Base Hospital
Northeast Health Wangaratta
Numurkah & District Health Service
Otway Health & Community Services
Portland & District Hospital
Robinvale District Health Services
Rochester & Elmore District Health Service
Rural Northwest Health [Hopetoun]
Rural Northwest Health [Warracknabeal]
Seymour District Memorial Hospital
South Gippsland Hospital [Foster]
South West Healthcare [Camperdown]
South West Healthcare [Warrnambool]
Stawell Regional Health
Swan Hill District Hospital [Swan Hill]
Terang & Mortlake Health Service
Timboon & District Healthcare Service
Upper Murray Health/Community Services
West Gippsland Healthcare Group[Warragul]
West Wimmera Health Service [Kaniva]
West Wimmera Health Service [Nhill]
Western District Health Service [Hamilton]
Wimmera Base Hospital [Horsham]
Wodonga Regional Health Service
Yarram & District Health Service
Yea & District Memorial Hospital
Total rural public
Total rural private
Rural total
Statewide total
1
28 9 1
2
50 3 6
1 1
391 11 31 859
1 5
2 4
216 17 4
1
1
239 160 23 885
2 8 426
2 2
1
159 6 9
8 3
5
1
2
1
1 1
1 3
141 37 20 739
70 11
183 31 10
2
1
2
19 6 4
2
101 11 3
155 4 5
174 40 11 576
180 41 9
2
1
4,456 1,065 444 7,589 4,434
4,122 883 61
8,578 1,948 505 7,589 4,434
34,806 12,903 1,977 35,001 91,480
Victorian ophthalmology service planning framework 87
7.Ophthalmology DRGs and ESRGs 1999-00 to 2002-03
Public and Private separations (VAED)
ESRG
079-Cataract
Procedures
DRG
C08Z-Major Lens Procedures
C09Z-Other Lens Procedures
079-Cataract Procedures Total
080-Other Eye
Procedures
C01Z-Procedures Penetrating Eye Injury
C02Z-Enucleations & Orbital Procedures
C03Z-Retinal Procedures
C04Z-Maj Corneal, Scleral, Conjunctival Procs
C05Z-Dacryocrystorhinostomy
C06Z-Complex Glaucoma Procedures
C07Z-Other Glaucoma Procedures
C10Z-Strabismus Procedures
C11Z-Eyelid Procedures
C12Z-Oth Corneal, Scleral, Conjunctival Procs
C13Z-Lacrimal Procedures
C14Z-Other Eye Procedures
080-Other Eye Procedures Total
081-Non-procedural
Ophthalmology
C60A-Acute/Major Eye Infections Age>54
C60B-Acute/Major Eye Infections Age<55
C62Z-Hyphema & Medically Man Trauma
C63A-Other Disorders of the Eye W CC
C63B-Other Disorders of the Eye W/O CC
081-Non-procedural Ophthalmology Total
Other
Grand Total
Separations
99-00 00-01 01-02 02-03
% pa growth
23,938 27,369 29,050 31,380 7%
4,385 3,943 3,452 3,426 -6%
28,323 31,312 32,502 34,806 5%
181 176 155 166 -2%
204 194 207 231 3%
1,708 1,692 1,858 1,919 3%
622 431 255 264 -19%
542 504 564 625 4%
206 158 155 132 -11%
954 945 748 778 -5%
929 861 901 828 -3%
2,525 2,540 2,759 2,856 3%
1,133 1,247 1,350 1,462 7%
577 559 567 559 -1%
2,514 2,753 2,866 3,083 5%
12,095 12,060 12,385 12,903 2%
121 141 134 158 7%
102 112 126 98 -1%
633 714 799 719 3%
221 155 160 127 -13%
726 805 832 875 5%
1,803 1,927 2,051 1,977 2%
232 26 14 14 -61%
42,453 45,325 46,952 49,700 5%
Victorian ophthalmology service planning framework 88
Public (VAED)
ESRG
079-Cataract
Procedures
DRG
C08Z-Major Lens Procedures
C09Z-Other Lens Procedures
079-Cataract Procedures Total
080-Other Eye
Procedures
C01Z-Procedures Penetrating Eye Injury
C02Z-Enucleations & Orbital Procedures
C03Z-Retinal Procedures
C04Z-Maj Corneal, Scleral, Conjunctival Procs
C05Z-Dacryocrystorhinostomy
C06Z-Complex Glaucoma Procedures
C07Z-Other Glaucoma Procedures
C10Z-Strabismus Procedures
C11Z-Eyelid Procedures
C12Z-Oth Corneal, Scleral, Conjunctival Procs
C13Z-Lacrimal Procedures
C14Z-Other Eye Procedures
080-Other Eye Procedures Total
081-Non-procedural
Ophthalmology
C60A-Acute/Major Eye Infections Age>54
C60B-Acute/Major Eye Infections Age<55
C62Z-Hyphema & Medically Man Trauma
C63A-Other Disorders of the Eye W CC
C63B-Other Disorders of the Eye W/O CC
081-Non-procedural Ophthalmology Total
Other
Grand Total
Separations
99-00 00-01 01-02 02-03
% pa growth
9,490 10,374 11,481 12,653 7%
1,909 1,557 1,395 1,168 -12%
11,399 11,931 12,876 13,821 5%
158 160 142 156 0%
135 132 157 160 4%
1,187 1,176 1,208 1,293 2%
121 159 137 125 1%
316 290 304 368 4%
164 122 133 117 -8%
472 491 359 414 -3%
679 600 573 533 -6%
1,064 950 1,031 1,088 1%
519 491 539 607 4%
379 349 349 323 -4%
1,210 1,229 1,166 1,326 2%
6,404 6,149 6,098 6,510 0%
88 101 112 121 8%
79 98 116 88 3%
593 671 777 690 4%
172 132 139 103 -12%
589 609 679 684 4%
1,521 1,611 1,823 1,686 3%
189 25 14 14 -58%
19,513 19,716 20,811 22,031 4%
Victorian ophthalmology service planning framework 89
Private separations (VAED)
ESRG
079-Cataract procedures
DRG
C08Z-Major Lens Procedures
C09Z-Other Lens Procedures
079-Cataract Procedures Total
080-Other Eye
Procedures
C01Z-Procedures for Penetrating Eye Injury
C02Z-Enucleations and Orbital Procedures
C03Z-Retinal Procedures
C04Z-Maj Corneal,Scleral,Conjunctival Procs
C05Z-Dacryocrystorhinostomy
C06Z-Complex Glaucoma Procedures
C07Z-Other Glaucoma Procedures
C10Z-Strabismus Procedures
C11Z-Eyelid Procedures
C12Z-Oth Corneal,Scleral,Conjunctival Procs
C13Z-Lacrimal Procedures
C14Z-Other Eye Procedures
080-Other Eye Procedures Total
081-Non-procedural ophthalmology
C60A-Acute/Major Eye Infections Age>54
C60B-Acute/Major Eye Infections Age<55
C62Z-Hyphema & Medically Mand Trauma
C63A-Other Disorders of the Eye W CC
C63B-Other Disorders of the Eye W/O CC
081-Non-procedural Ophthalmology Total
Other
Grand Total
Separations
99-00 00-01 01-02 3 02-03
14,448 16,995 17,569 18,727
2,476 2,386 2,057 2,258
16,924 19,381 19,626 20,985
% pa growth
9%
-3%
7%
23
69
521
501
226
42
482
250
454
261
1,461 1,590
614 756
198 210
1,304 1,524
16
62
516
272
214
36
5,691 5,911
33
23
40
49
137
40
14
43
23
196
13
50
650
118
260
22
6,287
22
10
22
21
153
10 -24%
71 1%
626 6%
139 -35%
257 4%
15 -29%
389
328
364
295
1,728 1,768
811 855
218 236
1,700 1,757
6,393
37
10
29
24
191
-9%
6%
7%
12%
6%
10%
4%
4%
-24%
-10%
-21%
12%
282
43
316
1
228
0
291
22,897 25,608 26,141 27,669
1%
0 -100%
7%
3 2001-02 VAED data is incomplete for private hospital separations.
Victorian ophthalmology service planning framework 90
8.Detailed ophthalmology forecasts
Forecast growth of public and private ophthalmology ESRGs: separations and bed days 2001-
02 to 2016-17 - Victoria
ESRG NAME
Cataract Procedures
Cataract Procedures Separations
Cataract Procedures Beddays
STAY TYPE 2001-02 2006-07 2011-12 2016-17
% pa growth
Day Only Separations 29,287 39,244 48,368 58,110 4.7%
Beddays 29,287 39,244 48,368 58,110 4.7%
Multiday Separations 3,900 3,812 3,597 3,523 -0.7%
Beddays 4,942 4,779 4,477 4,343 -0.9%
33,187 43,056 51,965 61,633 4.2%
34,229 44,023 52,845 62,454 4.1%
Other Eye Procedures Day Only Separations 8,721 9,712 10,753 11,825 2.1%
Beddays 8,721 9,712 10,753 11,825 2.1%
Multiday Separations 3,868 3,526 3,278 3,105 -1.5%
Beddays 6,656 5,766 5,161 4,723 -2.3%
Other Eye Procedures Separations
Other Eye Procedures Beddays
12,589 13,238 14,031 14,931 1.1%
15,377 15,478 15,914 16,548 0.5%
Non-procedural Ophthalmology Day Only Separations 1,017 1,323 1,578 1,820 4.0%
Beddays 1,017 1,323 1,578 1,820 4.0%
Multiday Separations 1,051 984 969 961 -0.6%
Beddays 3,821 3,461 3,283 3,144 -1.3%
Non-procedural Ophthalmology Separations 2,068 2,308 2,547 2,781 2.0%
Non-procedural Ophthalmology Beddays
Total Separations
Total Beddays
Total Multiday ALOS (days)
4,838 4,785 4,861 4,965 0.2%
47,844 58,602 68,543 79,345 3.4%
54,444 64,286 73,619 83,967 2.9%
1.75 1.68 1.65 1.61 -0.6%
Victorian ophthalmology service planning framework 91
Forecast growth of public ophthalmology ESRGs: separations and bed days 2001-02 to 2016-17 - Victoria
ESRG NAME
Cataract Procedures
STAY TYPE 2001-02 2006-07 2011-12 2016-17
% pa growth
Day Only Separations 11,302 15,458 19,303 23,380 5.0%
Beddays 11,302 15,458 19,303 23,380 5.0%
Multiday Separations 1,574 1,563 1,476 1,445 -0.6%
Cataract Procedures Separations
Cataract Procedures Beddays
Other Eye Procedures
Beddays 2,285 2,207 2,067 2,003 -0.9%
12,876 17,022 20,779 24,825 4.5%
13,587 17,665 21,371 25,383 4.3%
Day Only Separations 3,685 4,037 4,402 4,788 1.8%
Other Eye Procs Seps (Total)
Other Eye Procs Beddays (Total)
Other Eye Procs Multiday ALOS
Multiday Separations 2,413 2,206 2,057 1,950 -1.4%
Beddays 4,682 3,943 3,540 3,242 -2.4%
6,098 6,243 6,459 6,737 0.7%
8,367 7,980 7,942 8,030 -0.3%
(days) 1.94 1.79 1.72 1.66 -1.0%
Non-procedural Ophthalmology Day Only Separations 864 1,127 1,347 1,558 4.0%
Multiday Separations 959 900 886 878 -0.6%
Beddays 3,339 3,065 2,917 2,800 -1.2%
Non-proc. Ophth. Seps (Total)
Non-proc. Ophth. beddays (Total)
1,823 2,026 2,234 2,436 2.0%
4,203 4,192 4,264 4,358 0.2%
Non-proc. Ophth. Multiday ALOS
Total Sameday Separations
Total Multiday Separations
Total Multiday Beddays
Total Multiday ALOS (days)
Total Separations
Total Beddays
(days) 3.48 3.41 3.29 3.19 -0.6%
15,851 20,622 25,053 29,725 4.3%
4,946 4,669 4,419 4,273 -1.0%
10,306 9,215 8,524 8,045 -1.6%
2.08 1.97 1.93 1.88 -0.7%
20,797 25,291 29,472 33,999 3.3%
26,157 29,837 33,577 37,771 2.5%
Victorian ophthalmology service planning framework 92
Forecast growth of private ophthalmology ESRGs - separations and bed days by SRG
2001-02-2016-17 - Victoria
ESRG NAME
Cataract Procedures
STAY TYPE
Day Only
2001-02 2006-07 2011-12 2016-17
% pa growth
Separations 17,985 23,786 29,064 34,730 4.5%
Beddays 17,985 23,786 29,064 34,730 4.5%
Multiday
Cataract Procedures Separations
Cataract Procedures Beddays
Separations 2,326 2,249 2,122 2,078 -0.7%
Beddays 2,657 2,573 2,410 2,340 -0.8%
20,311 26,035 31,186 36,808 4.0%
20,642 26,358 31,474 37,070 4.0%
Other Eye Procedures Day Only
Multiday
Other Eye Procedures Separations
Separations 5,036 5,675 6,350 7,038 2.3%
Beddays 5,036 5,675 6,350 7,038 2.3%
Separations 1,455 1,320 1,221 1,156 -1.5%
Beddays 1,974 1,823 1,621 1,481 -1.9%
6,491 6,995 7,571 8,194 1.6%
7,010 7,498 7,971 8,519 1.3% Other Eye Procedures Beddays
Non-procedural
Ophthalmology Day Only
Multiday
Non-procedural Ophthalmology Separations
Non-procedural Ophthalmology Beddays
Separations 153 197 231 263 3.7%
Beddays 153 197 231 263 3.7%
Separations 92 85 83 82 -0.7%
Beddays 482 396 366 344 -2.2%
245 281 314 345 2.3%
635 593 597 607 -0.3%
TOTAL Separations
TOTAL Beddays
Total Multiday ALOS (days)
27,047 33,311 39,071 45,347 3.5%
28,287 34,449 40,042 46,196 3.3%
1.32 1.31 1.28 1.26 -0.3%
Victorian ophthalmology service planning framework 93
9.Estimated Resident Population - 2003 and 2016
Metropolitan Melbourne
Region 2003
Northern and Western
Banyule
Brimbank
Darebin
Hobson's Bay
Hume
Maribyrnong (C)
Melbourne
Melton
Moonee Valley
Moreland
Nilumbick
Whittlesea
Wyndham
Yarra
Total
Eastern
2016
119,603
173,318
129,375
84,610
143,468
63,464
59,390
64,149
111,298
138,585
61,150
124,448
95,480
69,896 76,023
1,438,234 1,737,485
120,045
187,091
130,477
90,317
184,115
72,508
100,659
120,200
112,100
145,781
63,015
175,219
159,935
% pa growth
0.03%
0.59%
0.07%
0.50%
1.94%
1.03%
4.14%
4.95%
0.06%
0.39%
0.23%
2.67%
4.05%
0.65%
1.46%
Boroondara
Knox
Manningham
Maroondah
Monash
Whitehorse
Yarra Ranges
Total
Southern
Bayside
Cardinia
Casey
Frankston
Glen Eira
Greater Dandenong
Kingston
Mornington Peninsula
Port Phillip
Stonington
Total
158,659
150,483
116,297
102,167
165,532
147,361
144,701
160,628
157,469
131,113
114,871
172,029
147,286
149,193
985,200 1,032,589
91,560
49,878
196,901
116,794
125,251
128,997
137,177
137,741
101,954
93,823
268,533
127,758
131,348
130,438
142,783
167,318
86,365
92,372
107,461
98,145
1,163,036 1,369,561
0.83%
4.98%
2.42%
0.69%
0.37%
0.09%
0.31%
1.51%
1.70%
0.47%
1.27%
0.09%
0.35%
0.93%
0.91%
0.30%
0.00%
0.24%
0.36%
Total - Metropolitan 3,586,470 4,139,635 1.11%
Victorian ophthalmology service planning framework 94
Rural Victoria
Region
Barwon / South-Western
Colac-Otway
Corangamite
Glenelg
Greater Geelong
Moyne
Queenscliff
Southern Grampians
Surf Coast
Warrnambool
Total
Grampians
Ararat
Ballarat
Golden Plains
Hepburn
Hindmarsh
Horsham
Moorabool
Northern Grampians
Pyrenees
West Wimmera
Yarriambiack
Total
Loddon-Mallee
Buloke
Campaspe
Central Goldfields
Gannawarra
Greater Bendigo
Loddon
Macedon Ranges
Mildura
Mount Alexander
Swan Hill
Total
2003
21,204
17,407
20,065
198,662
15,539
3,257
16,978
21,686
30,459
345,257
11,660
85,910
15,554
14,757
6,376
18,818
25,762
13,056
6,620
4,734
8,002
211,249
7,074
36,989
13,101
11,875
92,883
8,455
39,066
50,361
17,414
21,628
298,846
2016
21,842
16,445
18,718
221,938
14,475
3,181
15,945
26,121
32,963
371,628
11,263
98,754
17,461
16,900
5,565
19,746
30,460
12,551
6,248
4,033
6,914
229,895
6,404
41,388
13,416
10,861
107,106
7,733
46,785
57,088
19,181
22,515
332,477
% pa growth
0.23%
-0.44%
-0.53%
0.86%
-0.54%
-0.18%
-0.48%
1.44%
0.61%
0.57%
-0.76%
0.87%
0.18%
-0.68%
1.10%
-0.68%
1.40%
0.97%
0.75%
0.31%
0.82%
-0.27%
1.08%
0.89%
1.05%
-1.04%
0.37%
1.30%
-0.30%
-0.44%
-1.23%
-1.12%
0.65%
Victorian ophthalmology service planning framework 95
Region
Hume
Alpine
Benalla
Greater Shepparton
Indigo
Mansfield
Mitchell
Moira
Murrindindi
Strathbogie
Towong
Wangaratta
Wodonga
Total
Gippsland
2003 2016 % pa growth
13,198
9,250
59,419
14,848
12,095
29,990
27,279
13,806
9,725
6,157
26,747
33,289
14,602
9,435
67,509
15,723
14,243
38,716
29,830
14,823
10,041
5,601
27,440
39,614
255,803 287,577
Bass Coast
Baw Baw
East Gippsland
La Trobe
South Gippsland
Wellington
Total
26,857
37,289
39,746
71,795
26,835
41,157
33,585
42,512
41,704
76,257
30,193
40,013
243,679 264,264
1.73%
1.01%
0.37%
0.46%
0.91%
-0.22%
0.63%
Total - Rural 1,354,834 1,485,841 0.71%
Source: Department of Sustainability and Environment,
Estimated Resident Population and Interim Population
Projections, 2004.
State Government of Victoria. http://www.doi.vic.gov.au/doi/knowyour.nsf
0.78%
0.15%
0.99%
0.44%
1.27%
1.98%
0.69%
0.55%
0.25%
-0.73%
0.20%
1.35%
0.90%
Victorian ophthalmology service planning framework 96
10. Key performance indicators suggested by stakeholders
General
Many stakeholders supported:
• indicators already endorsed by the RANZCO
• ‘ACHS indicators relevant to ophthalmology’
• indicators ‘already collected by the RVEEH and reported to the Department of
Human Services’.
RANZCO indicators
Current RANZCO indicators are as follows:
• wrong operation on correct eye
• operation on the wrong eye
• penetration or perforation of globe during periocular injections
• expulsive haemorrhage during surgery
• endophthalmitis following surgery
• patient collapse requiring resuscitation during surgery
• death
• ‘open’ category for incidents causing concern among staff for whatever reason
• unplanned return to the operating theatre within 28 days of surgery for treatment of the same eye
• unplanned readmission to an eye unit within 28 days of surgery for treatment of the same eye
• unplanned transfer or referral of patients to other ophthalmic units within 28 days of surgery.
Victorian ophthalmology service planning framework 97
Other suggested indicators
Safety
• posterior capsule rupture rates
• complications of surgery and anaesthetic
• postoperative infection
• unplanned overnight stays
• risk management strategies.
Effectiveness
• audit of cataract surgical outcomes at designated periods
• functional measures of improved vision following procedures such as cataract
• refractive outcomes in cataract surgery
• change in VF-14 scores
• best corrected acuity
• variation in final refraction from predicted
• target pressure achievement in glaucoma follow up
• number of patients left in workforce.
Appropriateness
• best corrected visual activity
• VF-14 survey
• SF12v2 survey
• A-scan and predicted refraction
• co-morbidities ocular and general
• patients cancelled
• clinical pathway development for high volume procedures
• number of post-op visits following cataract surgery.
Acceptability
• number of patients and families provided with appropriate information on diagnostic and treatment options
• patient satisfaction (general, or relating to service provision, client care, paperwork and bureaucracy for individuals with special needs and their carers)
• complaints monitoring.
Victorian ophthalmology service planning framework 98
Access
• capture rate for screening for diabetic retinopathy
• patient waiting lists for non-surgical appointments
• waiting time to first appointment in outpatients
• waiting time for procedures
• surgical waiting lists
• public/private care mix
• number of culturally and linguistically diverse community members accessing both public and private ophthalmology services.
Efficiency
• numbers of patients attending for various services
• patient activity, including casemix weighted activity and non-inpatient activity
• patient throughput and waiting times
• staffing
• same day surgery rates
• average length of stay
• cost per casemix weighted inpatient, cost per outpatient occasion of service
• operating theatre utilisation
• ‘fail to attend’ rates
• discharge rates.
Victorian ophthalmology service planning framework 99
Glossary of terms
Diagnosis Related Group (DRG)
The DRG classification system clusters patients into groups that are clinically meaningful and resource-use homogenous. The concept of clinical coherence requires that patient characteristics included in the definition of each DRG relate to a common organ system or aetiology (disease cause), and that a specific medical specialty should typically provide care to the patients in that DRG.
Elective surgery
Elective surgery is defined by the department as surgical care that, in the opinion of the treating clinician, is necessary and admission for which can be delayed for more than 24 hours.
Emergency department presentation
Emergency department presentation is the reporting unit of the Victorian Emergency
Minimum Dataset (VEMD). An emergency department presentation should be reported for every patient who is triaged to one of the VEMD triage categories.
Arrival date/time indicates the commencement of an emergency department presentation, which concludes when the patient physically leaves the emergency department (departure date/time).
Encounter
The encounter is defined as an outpatient clinic visit, plus all ancillary services
(pathology, radiology and pharmacy) provided within the 30 days either side of the clinic visit. The 30-day window has been chosen to encompass the majority of services associated with a particular visit and to enable a reasonable and practical time period for reporting and funding. There are 47 clinical categories, all of which are weighted, except for allied health and emergency services.
Hub and spoke
A model of service delivery where highly specialised services are maintained at one or two locations (hubs), while high volume or lower complexity same day services will be provided by staff from the hub in distant locations, called spokes. The hub supplies the staff and pays the spoke only for the hire of facilities.
Length of stay
The Length of Stay (LOS) of an admitted patient is measured in patient days. A same day patient should be allocated a length of stay of one patient day. The length of stay of an overnight or multi-day stay patient is calculated by subtracting the admission date from the separation date and deducting total [normal] leave days.
Total contracted patient days are included in length of stay.
Victorian ophthalmology service planning framework
100
Non-admitted patient
A patient who does not undergo a hospital’s formal admission process. There are three categories of non-admitted patient: emergency department patient, outpatient, and other non-admitted patient (treated by hospital employees off the hospital site
— includes community/outreach services).
Overnight or multi-day stay patient
A patient who, following a clinical decision, receives hospital treatment for a minimum of one night. That is, who is admitted to and separated from the hospital on different dates.
Principal diagnosis
The diagnosis established after study to be chiefly responsible for occasioning the patient’s episode of care in hospital (or attendance at the health care facility).
Separation
The process by which an episode of care for an admitted patient ceases. A separation may be a discharge from the hospital (patient transferred, goes home or dies) or a transfer of care type within the one hospital stay (episode changes from acute care to mental health or aged care). For this reason, the number of separations do not equal the number of patients.
Statistical Local Area (SLA)
The Statistical Local Area (SLA) of the patient’s usual residence.
Stay type
A clinical-complexity grading of DRGs (derived from DRGs):
• primary
• secondary
• tertiary
It must be noted that this is a complexity grading of the DRG not the hospital, so that the same coding can occur at a small rural hospital or a tertiary referral hospital.
Victorian ophthalmology service planning framework
101
Victorian Admitted Episodes Dataset (VAED)
The Department of Human Services collects morbidity data on all admitted patients from Victorian public and private acute hospitals, including rehabilitation centres, extended care facilities and day procedure centres. This data forms the Victorian
Admitted Episodes Dataset (VAED, formerly VIMD). Among other things, VAED data are used for health services planning, policy formulation, casemix funding and epidemiological research.
The VAED data collection also enables the Department of Human Services to meet the requirements of the Victorian Health Act 1958, which includes maintaining a comprehensive information system on:
• the causes, effects and nature of illness among Victorians
• the determinants of good health and ill health
• the use of health services in Victoria.
Victorian Ambulatory Classification and Funding System (VACS)
VACS is a casemix based funding system for public outpatient services where hospitals are funded on the basis of patient encounters for medical and surgical services.
WIES
Weighted Inlier Equivalent Separation (WIES) is calculated using a formula of the weight assigned to each DRG, together with any co-payments or adjustments relevant to the episode. Hospitals are provided with acute service targets and actual acute throughput is measured in both separations and WIES. The WIES unit is used within the Acute program to assign monetary value to each separation.
Waiting List
A register that contains essential details about patients who require admission for elective care. Patients on waiting lists for elective care can be ‘ready for care’ or ‘not ready for care’.
Victorian ophthalmology service planning framework
102
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www.aihw.gov.au http:// bmj.bmjjournals.com/cgi/content/full/314/7074/131 www.budget.vic.gov.au www.medal.org/ch19.html www.wcwl.org/tools/cataract_surgery
