FIGURES AND TABLES

Figure 1.

Consequences of district services: improving access and stimulating demand. Black blocks indicate the use of district services.

Figure 2.

The main patient flows. The direction of flow is indicated by the white arrowheads.

Figure 3.

The main sectors.

Figure 4.

Base case waiting time, knowledge and skills referral multipliers; ^*—Neither stimulates nor suppresses demand; †—100 represents a fully skilled CC operator; Values above 1—Stimulation of demand; Values below 1—Suppression of demand.

Figure 5.

Basic feedback structure. B1—activity adjustment; B2—waiting time effect on demand; B3—other outpatient waiting list removals; R1—skills effect on demand; R2a&b—knowledge effects on demand (for elective CC investigations and outpatient appointments respectively).

Figure 6.

Historical fit for the CC variables in the Ribsley case. Actual data are smoothed with a two-point-centred moving average. Black blocks indicate the use of district services during months 14–23 and months 34–38; Avg.—average; CC Inv.—CC investigation.

Figure 7.

Using a pressure summary index to measure an improvement under test conditions. PSI—pressure summary index; pressure proxy—waiting list length or average waiting time.

Figure 8.

Increasing elective CC capacity for Ribsley case. The outpatient waiting list graphs for runs 0 and 3 are the same.

Figure 9.

Selected variables for the Veinbridge base case scenario. Black blocks indicate the use of district services (introduced at month 13 and with integrated catheter laboratory opened at month 34); Avg.—average; CC Inv.—CC investigation; OP—outpatient.

Figure 10.

Meeting the outpatient waiting list and waiting time targets for Veinbridge case.

Table 1 - Statistics of the historical fit for the CC variables in the Ribsley case.

Table 2 - Selected summary statistics of Ribsley policy runs.