Productivity Packs

Guy’s and St Thomas’ NHS Foundation Trust, London, Acute

The problem

NHS England (NHSE) introduced productivity as a concept at the start of 2022/23, with a view to measuring implied productivity against a baseline of 2019/20. The organisation required sight of implied productivity both to understand NHSE’s requests but also to drive efficiencies within the organisation. Productivity packs present a triangulated view of finance/workforce whole time equivalent (WTE) data to provide insights at the appropriate level of granularity to aid decision making (i.e. group, directorate and service). The productivity packs drive efficiency/productivity at different levels in the organisation and go hand in hand with the cost improvement planning (CIP) process to highlight opportunities for efficiencies.

The challenge

Understanding our implied productivity (triangulating WTE/ £ and activity comparing year to date (YTD) to 2019/20) allows us to support the NHS and the organisation’s long-term plan to drive long term financial sustainability/balance by ensuring we understand our cost/resource growth in the context of our activity.

Understanding implied productivity at different levels in the organisation gives clinical groups and front-line managers actionable insights to understand their resource growth compared to their outputs in order to help them deliver productivity gains.

Understanding implied productivity provides executives with regular central monitoring and oversight to aid decision making.

The outputs

Monthly implied productivity reports for executive leaders.

Quarterly implied productivity packs with insights at:

1) Clinical group level

2) Directorate level

3) Service level

Oversight and governance meetings to review productivity challenge, linked to business planning with the introduction of the ‘finance improvement board’ on the back of the productivity work produced.

The outcomes

The initiatives yielded several notable outcomes:

Enhanced understanding and transparency: both the team and executive colleagues gained deeper insights into the productivity challenges within the organisation, fostering greater transparency.

Highlighted financial challenges: the initiatives shed light on the organisation’s cost versus activity challenges, particularly in elective recovery, while also addressing broader financial issues.

Reprioritisation: the trust’s priorities were recalibrated, with financial and productivity improvement now standing as one of four core focal points.

Improved productivity metrics: there has been a tangible improvement in implied productivity. From being ranked as the least productive trust in London during 2019/20 (21st out of 22), the Trust has moved to a mid-range position (10th out of 22) by Q1, and now ranks as the second most productive trust compared to 2022/23 by Q1.

(Note: The launch of EPIC in Q3 necessitates ongoing efforts to integrate new activity data from the new EPR system, as we continue to refine our systems and processes.)

The Innovation

Read the full innovation

All documents and resources relating to this innovation can be found in the downloads section at the bottom of the page.

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What the peer-reviewers said

“The breadth and range of analysis is commendable.”

“Ongoing refinement of the productivity report and packs presents an opportunity to enhance the accuracy, relevance, and usefulness of the insights provided, potentially leading to further productivity gains.”

“Solves a problem that many Trusts are having with analysing, understanding and displaying data.”

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