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Cardiff & Vale UHB: Theatre Improvement Programme

Download the full case study here.

Having completed several projects across the patient pathway, Four Eyes Insight (FEI) has built up a trusted relationship with CAV and recently undertook a 24-week Theatre Improvement programme with the health board that included:

– A four-week diagnostic to identify core issues

– 16 weeks of implementation support

– Four weeks of change integration

Following the effects of the pandemic, the volume of patients waiting for surgery and the length of wait for routine treatments increased significantly.

The Four Eyes Insight Approach

The programme was structured in 3 core phases:

Phase 1 Insight and Discovery

A four-week diagnostic was implemented to enable the Four Eyes Insight team to familiarise themselves with local structures and challenges, combining a series of observations, data analysis and engagements to understand all opportunities, operational, clinical and workforce related within the Health Board.

Phase 2 Rapid Implementation

During phase two, the programme focused on building firm foundations through governance and process changes that enabled the organisation to increase activity and productivity.

Phase two was split into three workstreams:

1 -Theatre Utilisation. During this workstream, best practice processes and rigorous performance management structures, underpinned by clinical performance and opportunity data to drive planning performance were implemented.

2 – High Volume Low Complexity (HVLC) listing. This workstream saw the FEI team support clinical leads and champions to adopt or adapt the clinical pathways for HVLC.

3 – Pre-Operative Assessment Clinics (POAC). Working in partnership with CAV, the FEI team redefined the criteria for walk-in appointments and amended clinic templates.

For more detail on these workstreams, download the full case study.

Phase 3 Embedment and Sustainability

This four-week embedment phase was where the FEI team stepped out of delivery and into an advisory role. Handing over ownership of the new processes to sustain delivery and enable the CAV team to continue to see improvements post-project.

Impact

Ensuring all benefits are tracked, measured and sustained is at the core of our business ethos. Throughout the project, we worked shoulder-to-shoulder with clinicians and operational teams to create buy-in for the project goals. This approach ensured that programme outputs became part of the organisational culture and assured the longevity of changes.

Key results:

– 47 additional cases seen per week across the delivery period

– 10% increase in the number of POAC attendances

– 4% reduction of in-session opportunity to see additional cases within lists

 

Learn more about the programme by downloading the full case study here.

using data to help meet nhs cancer standards and reduce the cancer backlog

Driving Compliance Against Operational Cancer Standards

Four Eyes Insight were part of a team commissioned jointly by an NHS Trust in the South East of England, the regional ICS and NHSE to drive improvements across Cancer pathways.

Download the full case study here.

Four eyes insight case study reducing the cancer backlog for the NHS

The Trust are a major provider of integrated hospital and community services caring for over half a million patients every year, with over 6,000 clinical staff.

With a goal to aid recovery from the Covid-19 pandemic and increase compliance against Cancer operational standards, the programme of work spanned two phases. It was successfully delivered, resulting in improved compliance with cancer operational standards and a reduction in the waiting list backlog.

The Challenge: Declining Compliance against Cancer Operational Standard
Despite continued efforts to maintain cancer services during Covid-19, like others across the country, the Trust had seen a decline in compliance against national cancer operational standards.

As such, there was a need for external sector expertise to help identify opportunities to enhance cancer pathways, and ensure a thorough understanding the core capacity available to see cancer patients in the long term.

Our Approach
Phase one focussed on driving improvements to five core functions of the cancer service:

1. PTL management

2. Tumour pathways

3. Cancer workforce

4. Quality and governance

5. Booking and scheduling

Following detailed reviews of existing practises and processes within each workstream, interventions were implemented with both short and long-term benefits. In the short term, several quick wins were introduced to retain grip and control on cancer performance.

Following the work completed in phase one, it became apparent that a consistent and structured approach to Demand and Capacity modelling, with credible and reliable trajectories for each core cancer pathway was required.

During Phase two each tumour site was modelled from referral through to treatment, considering critical stages along the pathway including OPD (N+FU), diagnostics (Endoscopy and Radiology), theatres and MOPS.

The Results
Phase one saw improvements in the Trusts performance against cancer operational standards, with key highlights including:

– 15% increase in 2ww compliance

– 27% increase in 62-day compliance

– 24% and 12 % improvement were seen against the 31-day to first treatment and 28-day faster diagnosis respectively

As a whole, the programme of work undertaken by Four Eyes Insight provided the Trust with the evidence to support its service improvement methodologies and understand the variation between demand and capacity to be able to tackle inefficiencies. This has and will continue to support better decision-making, and increase compliance against cancer operational standards.

Partnering with the NHS to reduce the cancer backlog

Our mission is to find clinical efficiencies.
Four Eyes Insight uses the combined power of our people, data and technology to get to the root cause of elective care and cancer pathway inefficiencies. We implement interventions that enable the NHS to effectively use data to understand where improvements could be made for both immediate and long-lasting change.

Click here to download the full case study.

If you would like to find out more or discuss your requirements, please Contact Us.

Transforming elective recovery across NHS South East

Following the pause of the elective activity, due to Covid-19, elective waiting lists have grown significantly.

Contact Us to transform elective recovery across your region.

The Challenge
In 2021, NHS England and NHS Improvement – South East Region commissioned Four Eyes Insight to support their Elective Recovery Support Programme in the South East of England. Following the pause of all elective activity due to the COVID-19 pandemic, elective waiting lists across the South East region had grown significantly, increasing waiting times on already pressured services. The pause caused a significant increase of patients waiting 18+ weeks for treatment. Therefore, the challenge was to implement our programme of support with the objective of ensuring each of the six trusts nominated across the South East region, had a robust recovery plan for high volume services.

Our Approach
This was a 16-week programme, covering 6 Trusts, (1 Trust from each integrated care system across the South East region) focusing on 3 specialties – Orthopaedics, ENT, and Ophthalmology. We sought to build robust and deliverable improvement plans as well as to support the identification and implementation of ‘quick wins’ to inject pace into the programme.

We began with a rapid initial data gathering exercise to establish current and historic performance levels; this information was validated with clinical and operational teams. Next, we gained feedback from focussed specialty-level team meetings and on-site observations, including 6-4-2 meetings and Theatre Utilisation Review meetings, and presented the key findings and initial recommendations to the programme board and SROs.

During the second phase we co-developed and agreed bespoke improvement plans for each Trust and commenced the monitoring, delivery and reporting against the plans. Our teams ensured delivery of plans was kept on track for the duration of the engagement and ensured mitigation actions were devised and taken when required. In addition, we conducted a Capability and Capacity Assessment for each Trust with KPIs, and improvement trajectories developed, agreed, and monitored as part of internal Trust governance processes.

The Results
The FEI team started with an initial data analysis exercise which drew a comparison between current and historic (pre-pandemic) performance levels. This allowed a pre-pandemic baseline to be established which permitted the accurate measurement of relative performance and activity going forward. For example, the initial analysis highlighted early on that late starts in theatres were an issue across the region, and this was validated directly with clinical and operational leads for each specialty.

A key component of the recovery programme was the identification and sharing of best practice across the South East region. Areas of best practice were identified during our key engagement and observation sessions, i.e., 6-4-2 and theatre utilisation. Some of the key cross-cutting recommendations from across the programme were implementation of the perfect morning to address late starts, revisions to in-house opportunity reporting and re-visiting theatre/estate utilisation. FEI also led region-wide and Trust-specific training sessions, with good engagement from clinical and operational teams.

Organisational good practice was also shared across the region. For example, during our observations we identified that the 6-4-2 process at NHS Trust 1 represented regional best practice. It incorporated key elements of an efficient and well organised 6-4-2 meeting, which were shared with other organisations in the region, ensuring the teams are looking 6 weeks out, with good levels of engagement and regularly addressing any blockers.

The recommendations were further supported by the FEI admitted PTL tool to explore the backlog, looking at key criteria such as weekly additions, patient priority, procedure types, average touch times and regional comparators. Utilising this data, demand and capacity modelling was undertaken for each provider, focusing on scenario-based trajectory modelling to improve activity levels to 120% of pre-pandemic levels. For example, the scenarios in the Ophthalmology service at NHS Trust 2 are shown in the graph below, with different session lengths, theatre utilisation (%) and weekly additions to the waiting list used to map the different scenarios.

There was a positive outcome at both system and Trust level, with each Trust having signed-off robust recovery plans, which Trusts are currently implementing. Capability and capacity assessments were also conducted for each recovery plan, highlighting areas that may need executive support. Improvement plans were also supported through in-depth data analysis. For example, NHS Trust 3 now have an elective recovery improvement plan in place, consisting of 22 actions covering 5 distinct areas, with time scales and owners, which clearly lays out an agenda for continued improvement.

A range of KPIs were established and formed an integral part of the recovery plans, that ensured the plans were robust and these indicators will be used to monitor the impact of improvement actions.

How Four Eyes Insight Can Support

As providers continue to work toward elective recovery, Four Eyes Insight are here to help. We use the combined power of people, data and technology to get to the root cause of NHS elective care pathway inefficiencies; working collaboratively and engaging with all stakeholders to get buy in for change from the ground up. We implement interventions that optimise elective care pathways and provide tools to monitor their effectiveness ensuring that a culture of continuous improvement to drive long term, sustainable change is embedded along the way.

To download a pdf of this case study, please Click Here.

If you would like to find out more or discuss your requirements, please Contact Us.

Improving outpatient clinic efficiency through communication

Once the Four Eyes diagnostic review was complete, 5 specialties were chosen for our first wave of implementation. After the success of this implementation the Trust has commissioned Four Eyes to develop demand & capacity models for the hospital’s outpatient clinics.