raising ed performance and elective productivity

    Raising ED performance and elective productivity to reduce patient waiting times and length of stay

    Hampshire Hospitals Foundation Trust was one of many NHS Trusts facing a daunting  challenge to achieve stretching ED and RTT performance targets. This was made more difficult by their financial position, which didn’t allow them to invest in improvement initiatives to provide a platform to help meet this challenge.

    The challenge

    Unipart Expert Practices were engaged by Hampshire Hospitals Foundation Trust with a mandate to instigate cultural and operational changes that would raise performance levels, but also to equip the Trust to sustain this enhanced performance and be able to overcome future challenges.

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    How we helped

    Unipart Expert Pracitces successfully engaged with the Trust over an 18 month period to transform the ways of working, from an executive level right the way through the operation. The significant cultural and operational changes

    The programme commenced three high impact project workstreams.

    • Inpatient operational process redesign
    • Elective operational process redesign
    • Management systems

    ... To find out more, download the case study using the link below.

    The results

    To date the key programme benefits delivered have been:

    • Additional elective revenues of £2 million across outpatient and theatre improvements
    • Additional 750 outpatient appointments and 180 elective theatre procedures per month within existing resource, within the highest acheiving months
    • Prior to RTT being abolished in 2016, reduced Referal to Treament fines reduced by £360,000 per annum within gastroenterology driven by cuttin average patient waiting times from 36 to 12 weeks, within one particular speciality
    • Reduced the average waiting time within dermatology from 28 to 9 weeks
    • Improved patient flow within emergency pathways to reduce average length of stay, by over 2 days for medical non-elective patients
    • Contributed to improved emergency department four-hour performance from 75% to 92%

    In addition, the following demonstrable and sustainable financial, service and quality benefits for patients and staff going forward have been delivered:

    • The training and coaching of internal practitioners who are equipped to engage, train and coach staff to deliver operational performance improvements, supported by a change programme methodology
    • A systematic sustainability model that actively engages stakeholders at all levels to support and embrace the changes delivered and drive continuous improvement.