PFD report

Anton Kusz · Prevention of Future Deaths report

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Issued 27 Apr 2017•South Wales Central

Report record

Published report and response evidence

This page connects the concerns raised in this report with statements found in recipients’ published responses. A link shows a clear evidence connection; it does not assign responsibility.

View original report
Concerns
4

Raised in this report

Recipients
2

Named on the report

Responses found
1

Of 2 recipients

Stated actions
19

Described in responses

Source document

Full report text

This is the full text from the original published report.

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Concerns and recipient responses

Select any concern, action or position to view the source wording.

Report evidence summary

Concerns raised4

  1. Delays in hospital handover causing unavailability of ambulances
    Part of recurring concern: Delays in ambulance-to-hospital patient handover
  2. Insufficient clinician capacity for timely secondary triage of 999 calls
    Part of recurring concern: Insufficient ambulance service capacity for emergency callsPart of recurring concern: Insufficient medical staffing capacity for timely patient carePart of recurring concern: Unreliable ambulance call triage and re-triage
  3. Prolonged immobilisation in pain on the floor for seriously injured people awaiting ambulance care
    Part of recurring concern: Delays in ambulance attendance
Responses linked to these concerns

Each statement is shown once, even when linked to more than one concern.

Actions described in response An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.4

  1. Action

    Provide additional evening site-management staffing and strengthen out-of-hours clinical site-management arrangements to support flow and escalation response.

    Stated by Betsi Cadwaladr University LHBStated in progressThe respondent said that this action was in progress when they made their response on 16 August 2017.
  2. Action

    Develop and submit the Unscheduled Care Plan to improve emergency access and reduce ambulance handover delays.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  3. Action

    Coordinate immediate ambulance offload with WAST and emergency departments so ambulances can be released for potentially life-threatening calls.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Delays in hospital handover causing unavailability of ambulances

Wider context from the report

“(1) There was a delay of over eight hours before an ambulance crew was able to convoy Mr Kusz to the hospital. The initial 999 call was made at 0822 hours and was then chased on at least seven different occasions by the care home and also his General Practitioner who saw him in the position in which he fell 5 hours after the fall. The evidence revealed that the General Practitioner reported an occasional irregular heart beat and asked that an urgent ambulance was sent. It was not until 1447 that a Clinician, employed by the Ambulance Service reviewed and undertook a secondary triage of Mr Kusz’s case which escalated his status to a more urgent case which, if known before may have resulted in an earlier response. The evidence went on to reveal that at that time there were just three Clinicians employed by the Welsh Ambulance Service reviewing all 999 calls for across Wales. One of the main factors accounting for the significant delay was the unavailability of resources/ambulances caused by extensive delays at hospitals across the region handing over patients at Accident and Emergency Departments. Delays of three to four hours were widely reported when the optimum period of time is fifteen minutes. This was so even though the escalation policy to “level three” (indicating severe pressure on the system) was in operation. Whilst the evidence was equivocal as to whether the delay had directly led to Mr Kusz’s death the fact that an 88 year old gentleman with a serious injury such as a fractured hip had to remain on the floor in the same position in pain for over eight hours raises a real concern for the safety of others. ”

Is this part of a recurring concern?

Yes — Delays in ambulance-to-hospital patient handover.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Insufficient clinician capacity for timely secondary triage of 999 calls

Wider context from the report

“(1) There was a delay of over eight hours before an ambulance crew was able to convoy Mr Kusz to the hospital. The initial 999 call was made at 0822 hours and was then chased on at least seven different occasions by the care home and also his General Practitioner who saw him in the position in which he fell 5 hours after the fall. The evidence revealed that the General Practitioner reported an occasional irregular heart beat and asked that an urgent ambulance was sent. It was not until 1447 that a Clinician, employed by the Ambulance Service reviewed and undertook a secondary triage of Mr Kusz’s case which escalated his status to a more urgent case which, if known before may have resulted in an earlier response. The evidence went on to reveal that at that time there were just three Clinicians employed by the Welsh Ambulance Service reviewing all 999 calls for across Wales. One of the main factors accounting for the significant delay was the unavailability of resources/ambulances caused by extensive delays at hospitals across the region handing over patients at Accident and Emergency Departments. Delays of three to four hours were widely reported when the optimum period of time is fifteen minutes. This was so even though the escalation policy to “level three” (indicating severe pressure on the system) was in operation. Whilst the evidence was equivocal as to whether the delay had directly led to Mr Kusz’s death the fact that an 88 year old gentleman with a serious injury such as a fractured hip had to remain on the floor in the same position in pain for over eight hours raises a real concern for the safety of others. ”

Is this part of a recurring concern?

Yes — Insufficient ambulance service capacity for emergency calls; Insufficient medical staffing capacity for timely patient care; Unreliable ambulance call triage and re-triage.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Prolonged immobilisation in pain on the floor for seriously injured people awaiting ambulance care

Wider context from the report

“(1) There was a delay of over eight hours before an ambulance crew was able to convoy Mr Kusz to the hospital. The initial 999 call was made at 0822 hours and was then chased on at least seven different occasions by the care home and also his General Practitioner who saw him in the position in which he fell 5 hours after the fall. The evidence revealed that the General Practitioner reported an occasional irregular heart beat and asked that an urgent ambulance was sent. It was not until 1447 that a Clinician, employed by the Ambulance Service reviewed and undertook a secondary triage of Mr Kusz’s case which escalated his status to a more urgent case which, if known before may have resulted in an earlier response. The evidence went on to reveal that at that time there were just three Clinicians employed by the Welsh Ambulance Service reviewing all 999 calls for across Wales. One of the main factors accounting for the significant delay was the unavailability of resources/ambulances caused by extensive delays at hospitals across the region handing over patients at Accident and Emergency Departments. Delays of three to four hours were widely reported when the optimum period of time is fifteen minutes. This was so even though the escalation policy to “level three” (indicating severe pressure on the system) was in operation. Whilst the evidence was equivocal as to whether the delay had directly led to Mr Kusz’s death the fact that an 88 year old gentleman with a serious injury such as a fractured hip had to remain on the floor in the same position in pain for over eight hours raises a real concern for the safety of others. ”

Is this part of a recurring concern?

Yes — Delays in ambulance attendance.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Delays in providing ambulance responses to urgent 999 calls

Wider context from the report

“(1) There was a delay of over eight hours before an ambulance crew was able to convoy Mr Kusz to the hospital. The initial 999 call was made at 0822 hours and was then chased on at least seven different occasions by the care home and also his General Practitioner who saw him in the position in which he fell 5 hours after the fall. The evidence revealed that the General Practitioner reported an occasional irregular heart beat and asked that an urgent ambulance was sent. It was not until 1447 that a Clinician, employed by the Ambulance Service reviewed and undertook a secondary triage of Mr Kusz’s case which escalated his status to a more urgent case which, if known before may have resulted in an earlier response. The evidence went on to reveal that at that time there were just three Clinicians employed by the Welsh Ambulance Service reviewing all 999 calls for across Wales. One of the main factors accounting for the significant delay was the unavailability of resources/ambulances caused by extensive delays at hospitals across the region handing over patients at Accident and Emergency Departments. Delays of three to four hours were widely reported when the optimum period of time is fifteen minutes. This was so even though the escalation policy to “level three” (indicating severe pressure on the system) was in operation. Whilst the evidence was equivocal as to whether the delay had directly led to Mr Kusz’s death the fact that an 88 year old gentleman with a serious injury such as a fractured hip had to remain on the floor in the same position in pain for over eight hours raises a real concern for the safety of others. ”

Is this part of a recurring concern?

Yes — Delays in ambulance attendance.

Open source report

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Provide additional evening site-management staffing and strengthen out-of-hours clinical site-management arrangements to support flow and escalation response.

Verbatim wording from the response

“7. Operational site management; WMH have employed twilight site managers to support evening bed pressures. All three acute hospitals in the Health Board are moving towards a new out of hours site management clinical rota to support flow and response to escalation. This includes additional night sisters to support core site management. WMH also provide a Senior Manager of the day who works till 8pm to support decompression of acute problems affecting flow.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Develop and submit the Unscheduled Care Plan to improve emergency access and reduce ambulance handover delays.

Verbatim wording from the response

“Unscheduled Care Plan The latest version of the Unscheduled Care Plan included within our 2017/8 Operational Plan submission is attached. The plan covers all areas of the Unscheduled Care System and has been developed to ensure improvement in emergency access, as measured by the 4 hour and 12 hour target.”

Source location

2017-0140-Response-by-University-Health-Board
Page 1 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Coordinate immediate ambulance offload with WAST and emergency departments so ambulances can be released for potentially life-threatening calls.

Verbatim wording from the response

“16. Ambulance Red Release; in partnership with the Welsh Ambulance Trust (WAST) they co-ordinate with emergency department to ensure that ambulances can be released to respond to potentially life threatening calls through immediate offload into any available in ED.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Conduct regular checks, diagnostics and treatment reviews for patients delayed in ambulances to minimise waiting times.

Verbatim wording from the response

“15. Regular Review of Patient delayed in Ambulances; to help prevent recurrence of the issues you raised relating to Rebecca Evans a system of regular checks, diagnostics and treatment, has been put in place to ensure patients experience the minimum delay.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Other statements in published responses

These actions and other statements could not be clearly connected to one concern in this report.

Recipient-stated actions An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.15

  1. 1

    Increase overnight and evening emergency-department consultant presence at WMH and YGC.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  2. 2

    Use patient navigators at YGC Emergency Department to redirect and expedite care for walk-in attenders.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  3. 3

    Engage Public Health Wales to investigate higher 999 demand at YGC and inform plans for a north Denbighshire minor injuries unit.

    Stated by Betsi Cadwaladr University LHBStated in progressThe respondent said that this action was in progress when they made their response on 16 August 2017.
  4. 4

    Strengthen executive oversight of out-of-hours escalation by appointing a lead executive to liaise with the Welsh Government Delivery Unit.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  5. 5

    Integrate emergency-department and out-of-hours GP services to redirect suitable patients and reduce minors-stream demand.

    Stated by Betsi Cadwaladr University LHBStated in progressThe respondent said that this action was in progress when they made their response on 16 August 2017.
  6. 6

    Increase emergency-department nursing, healthcare support worker and physician assistant capacity at YGC and WMH to meet demand.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  7. 7

    Use frequent-service-user data to allocate clinical psychology resources and create multidisciplinary, multi-agency action plans.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  8. 8

    Roll out treatment escalation plans across BCU for palliative and terminally ill patients in nursing and residential homes.

    Stated by Betsi Cadwaladr University LHBStated in progressThe respondent said that this action was in progress when they made their response on 16 August 2017.
  9. 9

    Commission additional emergency-department capacity, including minor-attendance rooms at WMH and a four-chair ambulatory area at YGC.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  10. 10

    Use medical-fit-for-discharge data to develop escalation pathways and teams, including the YGC Step Down Team, for alternative discharge and transfer options.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  11. 11

    Develop surge-capacity options using normally unstaffed clinical space during evening and overnight peak demand.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  12. 12

    Implement a Minor Injuries Units standard operating procedure with WAST to redirect suitable cases from ambulance conveyance.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  13. 13

    Review Bronze and Silver on-call arrangements and develop a model with dedicated 24-hour Silver cover and a complementary clinical rota.

    Stated by Betsi Cadwaladr University LHBStated in progressThe respondent said that this action was in progress when they made their response on 16 August 2017.
  14. 14

    Appoint extended-scope physiotherapists and provide seasonal GP support to stream suitable patients away from emergency-department pathways.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.
  15. 15

    Use predictive demand, capacity and performance information to support daily and weekly unscheduled-care decisions and resource planning.

    Stated by Betsi Cadwaladr University LHBStated completedThe respondent said that this action was complete when they made their response on 16 August 2017.

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Increase overnight and evening emergency-department consultant presence at WMH and YGC.

Verbatim wording from the response

“The following are examples of operational decisions which have been influenced by the above information specifically in relation to improving performance at YGC and YMH:”

Source location

2017-0140-Response-by-University-Health-Board
Page 2 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Use patient navigators at YGC Emergency Department to redirect and expedite care for walk-in attenders.

Verbatim wording from the response

“13. Patient Navigators at YGC Emergency Department; learning from Salford Hospital has been implemented at YGC through using patient navigators to help redirect and expedite patient care of walk in attenders.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Engage Public Health Wales to investigate higher 999 demand at YGC and inform plans for a north Denbighshire minor injuries unit.

Verbatim wording from the response

“8. Ambulance Conveyances; YGC has engaged with Public Health Wales to understand the higher 999 demand experienced at YGC. This work is informing a number of plans including the development of a minor injuries unit within the north Denbighshire project at the Royal Alexandra hospital site.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Strengthen executive oversight of out-of-hours escalation by appointing a lead executive to liaise with the Welsh Government Delivery Unit.

Verbatim wording from the response

“Engagement at an Executive Level I have taken steps to strengthen the level of visible Executive input to the management of escalation out-of-hours and nominated ████████ as our lead Exec to link with the Welsh Government Delivery Unit to explore areas where further improvements.”

Source location

2017-0140-Response-by-University-Health-Board
Page 2 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Integrate emergency-department and out-of-hours GP services to redirect suitable patients and reduce minors-stream demand.

Verbatim wording from the response

“3. GP Out of Hours; both YGC and WMH have worked to create an integrated platform to deliver services that support patients moving from ED to GP Out of Hours to reduce demand on the minors ED streams. This redirection continues to evolve with further work supporting satellite GP Out of Hours facilities co-located with Minor Injury units for example at Llandudno Hospital.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Increase emergency-department nursing, healthcare support worker and physician assistant capacity at YGC and WMH to meet demand.

Verbatim wording from the response

“2. Nursing Rotas; Since YGC opened the new Emergency Department in June 2014 the nursing staff have been significantly increased to ensure staffing meets demand especially in the evening, weekend and overnight. WMH have increased twilight shifts to meet evening demand. Both WMH and YGC Emergency Departments have increased their Health Care Support Workers capacity and increased Physician Assistant roles to meet demand and improve timeliness.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Use frequent-service-user data to allocate clinical psychology resources and create multidisciplinary, multi-agency action plans.

Verbatim wording from the response

“9. Frequent service Users; data on both Emergency Department attendances and acute admission into medicine from frequent service users (more than 4 attendances / admissions in a rolling 12 months) has resulted in resources being”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Roll out treatment escalation plans across BCU for palliative and terminally ill patients in nursing and residential homes.

Verbatim wording from the response

“14. Roll out of treatment escalation plans (TEP’s); a completed pilot of treatment escalation plans for palliative/terminally ill patients in Nursing and residential homes has resulted in a 50% reduction to referral to the emergency department and is now being rolled out across BCU.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Commission additional emergency-department capacity, including minor-attendance rooms at WMH and a four-chair ambulatory area at YGC.

Verbatim wording from the response

“6. Emergency department Capacity; both EDs have reviewed the demand profiles and commissioned additional clinical capacity. WMH have opened two additional examination rooms for minor attendances to protect the minors stream. YGC have converted one minors trolley space to a four chair ambulatory area to increase minors stream capacity.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Use medical-fit-for-discharge data to develop escalation pathways and teams, including the YGC Step Down Team, for alternative discharge and transfer options.

Verbatim wording from the response

“12. Development of Medical Fit to Discharge data; WMH and YGC have used data extracted specifically from WPAS and local data collection to identify patients fit for discharge but delayed due to factors outside of the acute hospital control. This has resulted in the development of new escalation pathways and teams, such as the Step Down Team at YGC to secure alternative discharge / transfers options for MFDs contributing to bed blockages and bed turn over.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Develop surge-capacity options using normally unstaffed clinical space during evening and overnight peak demand.

Verbatim wording from the response

“11. Evening / Overnight Capacity; all sites have developed surge capacity options to meet periods of peak demand during the evening and overnight. This utilizes physical capacity that would not normally be staffed overnight, therefore increasing capacity and utilization of core clinical estate.”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Implement a Minor Injuries Units standard operating procedure with WAST to redirect suitable cases from ambulance conveyance.

Verbatim wording from the response

“4. Emergency Departments and WAST; WAST locality Leads are engaged on both sites supporting non-conveyance options for EMS activity. This includes the formal Minor Injuries Units Stand Operating Procedure to redirect suitable clinical cases to MIUs.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Review Bronze and Silver on-call arrangements and develop a model with dedicated 24-hour Silver cover and a complementary clinical rota.

Verbatim wording from the response

“10. Senior Manager Bronze and Silver on call arrangements; a formal review of Bronze and Silver on call manager rotas in recognition of the demands of unscheduled care pressures has informed the development of a new model. This includes”

Source location

2017-0140-Response-by-University-Health-Board
Page 4 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Appoint extended-scope physiotherapists and provide seasonal GP support to stream suitable patients away from emergency-department pathways.

Verbatim wording from the response

“5. Alternative Healthcare Professional provision; Both Emergency departments have responded to the Musculo-skeletal demand attending the departments by appointing Extended Scope Physiotherapists. YGC has also employed through seasonal plan funding GP support to ED to stream suitable patients away from the main emergency department pathways.”

Source location

2017-0140-Response-by-University-Health-Board
Page 3 · response
Published 16 August 2017

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Use predictive demand, capacity and performance information to support daily and weekly unscheduled-care decisions and resource planning.

Verbatim wording from the response

“The use of information within Unscheduled Care decision making There is extensive use of predictive tools and modeling within our overall approach to Unscheduled Care. The overall capacity and demand model developed by the planning section has informed the scale of improvement required to achieve a bed occupancy level of 85%. The metrics within the overall plan are calibrated at a level which has been calculated to enable the 4 hour target to be achieved and improve ambulance handover.”

Source location

2017-0140-Response-by-University-Health-Board
Page 2 · response
Published 16 August 2017

Open published response
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Information checked against the published report and official responses · Data reviewed 7 Sep 2026 · About data quality and limitations

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Data last updated 7 September 2026