Publish date: 26 June 2023
During rollout of Ward Guardian to 170 teams across Community and Mental Health Care Divisions, we’ve had feedback in relation to the metrics. Specifically, concern that the parameters set for some of the metrics are too narrow given day to day realities of a busy ward/team. We’ve therefore amended some of the metrics which will enable managers to meet targets easier - leading to greater adherence across teams. These new targets will be monitored and reviewed in six months.
We’ve rolled Ward Guardian out. Ward Guardian is an information and monitoring tool, to support managers in effective use of our rosters. The tool brings together relevant information regarding planned rosters which rostering mangers can use to make amendments to their roster before it goes live.
These tables explain changes to the targets.
Inpatient team metrics
|
Ward Guardian inpatient team KPIs |
Previous target |
Updated target |
Rationale for change/ no change |
|
42 days |
42 days (No change) |
Target for roster approval has remained the same as this has been agreed to be enough notice for staff members to be aware of their working shifts. |
|
Designated person in charge. Each shift (early, day or night) must have a designated in charge person identified on the roster when submitted. In charge staff must be clearly identified for each shift - so revisit your plan and make sure someone picks this up. |
90% |
75% |
In charge target has been amended to 75% compliance at the point of 42 day approval to help roster managers to reach the target and to help with staffing challenges at the point of roster approval. |
|
Temporary cover requirements requested before roster approved. All requirements for temporary cover which are identified during the rostering process are requested prior to the roster being signed off by the second approver. |
0 shifts |
5 shifts |
Due to staffing challenges target has been amended to allow up to 5 shifts to be outstanding for cover at the point of 42 day roster approval. |
|
Annual leave should be equally distributed across the year.
|
Between 12.2% - 18.2% |
Between 10% - 20% |
To assist with staff shortages annual leave target range has been increased. However, roster mangers should still mange annual leave to ensure there is no annual leave carried over into the following financial year. |
|
0 staff members |
0 staff members (No change) |
Target has not changed as hours owed to or by the Trust should be balanced throughout roster cycles. All staff members should be within 21 hour tolerance. |
Community team metrics (non ward teams)
|
Ward Guardian inpatient team KPIs |
Previous target |
Updated target |
Rationale for change/ no change |
|
42 days |
42 days (No change) |
Target for roster approval has remained the same as this has been agreed to be sufficient notice for staff members to be aware of their working shifts. |
|
The percentage of overtime or additional rate hours. (Part time staff to be paid additional rate until 37.5 hours worked in the week). |
<= 3 % of hours within the roster |
<= 3 % of hours within the roster (No change) |
Target has not changed as this is currently being reached across majority of teams. |
|
Annual leave should be equally distributed across the year.
|
Between 12.2% - 18.2% |
Between 10% - 20% |
To assist with staff shortages annual leave target range has been increased. However, roster mangers should still mange annual leave to ensure there is no annual leave carried over into the following financial year. |
|
No staff member should exceed the tolerance for owed and owing hours. Staff balances must be kept inside the tolerance of 21 hours. |
0 staff members |
0 staff members (No change) |
Target has not changed as hours owed to or by the Trust should be balanced throughout roster cycles. All staff members should be within 21 hour tolerance. |
The Ward Guardian tool will help monitor adherence to each of the updated principles and provide reports directly to rostering managers as to how well they’re adhering to these principles. If you have any questions in relation to the Ward Guardian project, please email: strategicprogrammes