Working with the whole system to deliver an improved performance against the 4 hour access standard by taking steps to change culture and ownership to reflect the standard as a system standard rather than an A&E target.
The Trust launched on our intranet a set of core metrics to reframe the 4 hour access standard in patient terms – it’s the initial launch and there will be further iterations – this is a first step.
These metrics refresh from our Business Intelligence every 15 minutes and the idea is that they will be tied to our OPEL Action Cards.
Changing the framing (and motivation) around the Key Performance Indicators to make them more about what that means for patients is something that I believe is vital to getting everyone on board and making flow everyone's business.
Framing KPIs in patient terms makes the situation more real for everyone. Initiatives are spread to all partners: internally in the trust, externally with commissioning partners, local authority / social services and voluntary sector partners.
Initiatives include Tea on Terry or Cuppa on Chris (free cuppa with Acute Trust Chairman or Acute Trust CEO and 30 minutes of his time) for staff that show that system ownership no matter where based and which is promoted across the system.
A fortnightly newsletter across the system - The Daily Shift (yes we know its nickname - but people are talking) and the reframed KPIs as glyphs to highlight the system pressures as most acutely reflected in our ED. Staff that meet the Chairman or CEO have given them some useful direct feedback about the system - it's successes and challenges so that they are informed by those directly delivering.
20181008-The-Daily-Shift---Issue-2-FINAL.
20181101-The-Daily-Shift---Issue-4-FINAL.