Improving patient care and efficiencies

Graph sheets

Streamlining programmes have already demonstrated that they can have a significant impact on improving patient care and improving efficiencies.

With regional programmes starting up across the NHS in England, HR directors can use this evidence as a reason to start a regional programme. The established London programme has reported savings and efficiencies in a number of areas. 

How can streamlining improve patient care?

  • Streamlining frees up time to spend on delivering direct patient care.
  • Streamlining frees up time for HR to focus on staff engagement.
  • Streamlining frees up time for HR and occupational health to focus on health and wellbeing. 

Improvements achieved in London

  • Statutory and mandatory compliance rates have risen from 58 per cent to 85 per cent average. Anecdotal evidence that training was higher quality, more relevant and more linked to mitigating risks.
  • Greatly improved, quicker and more robust employment checks. 

How can streamlining improve efficiencies?

  • Streamlining introduces regional standards of practice and KPIs based on best practice. 
  • Streamlining introduces a collaborative approach to improved productivity by cutting out repetition and duplication that add no value.
  • Streamlining creates a regional culture of working collaboratively on continuous improvement.
  • Streamlining drives up quality and safety of data through increased use of electronic staff records. 
  • Streamlining reduces the overall time to hire, enabling vacancies to be filled quicker with less reliance on temporary staff.
  • Streamlining increases safety through increased compliance rates for statutory and mandatory training. 

Efficiencies achieved in London

  • Time to hire reduced from estimated 20 weeks average to ten weeks average (two weeks improvement evidenced over last 12 months).
  • Average time taken for staff to become compliant reduced by 29 per cent over last three years with (six per cent reduction evidenced over last 12 months).

What are the potential monetary savings?

Financial improvements overseen - financial year 2016/16

  • £5.4 million value of staff time improvement p.a. (£18.5m cumulative over three years) – core skills workstream.
  • £17.5 million value of time to hire reduction (approx. £75 million cumulative over three years) – recruitment workstream.
  • £22.9 million p.a. (approx. £100 million cumulative over three years.

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