The document outlines the development and implementation of an RTT (Referral to Treatment) training strategy at NNUH Trust. It discusses: 1) Developing an access policy and standard operating procedures to align with the national RTT standards. 2) Improving RTT reporting to ensure all patients are being tracked appropriately. 3) Creating a training strategy informed by pathway mapping, data quality validation, and staff feedback to outline modules and methods for delivery. 4) Implementing the training strategy with support from senior management and measuring its success through return on investment and improved RTT performance.

1. Developing and Implementing
an RTT Training Strategy
20 April 2016
Kerry Broome, 18 Weeks Operational Manager

2. Aim & Objectives
• NNUH Trust background and scene setting
• Developing the access policy and SOP’s and RTT Reporting
• Benefits realisation and board paper business case for sign up to development and
delivery of strategy
• Developing and Implementing the Strategy
• Quick-fire Q&A workshop - Return on Investment for RTT Training
• What barriers do you think you’ll come across when implementing a training strategy
• What can we do to do to overcome them.
• Questions

3. NNUH Trust Background
West Norfolk CCG
North Norfolk CCG
South Norfolk CCG
Norwich CCG
Yarmouth and Waveney CCG

4. NNUH Trust Elective IST Background
• In Feb 2015 Elective IST were invited to the Trust to review RTT
• Failing RTT targets, backlog rising, reporting and ‘old’ practice
• Full review of:
• Patient Journey and Processes (referral acceptance, booking, outcoming etc.)
• Policy
• Audit and DQ
• RTT and DM01 Reporting
• Training
• IST report - 40 recommendations , including full review of the Trusts 18 Week Access
Policy, implementation of a DQ strategy and implementation of a full RTT Training
strategy

5. Developing the Access Policy and SOP’s
• IST had recommended full review of the Trusts Access Policy to ensure it met the
patients constitutional rights and national RTT standards for access
• Trust policy completely re-written and signed off by all stakeholders
• Standard Operating Procedures implemented and formalised in standard format,
signed off by Board
• SOP’s were all aligned to the 18 Week Access Policy
• Standardisation and Audit of Escalation (Cancer and 18 Weeks)

6. Reporting for RTT
• Reporting amended to ensure that all patients were being tracked
• Single PTL for elective waits
• Diagnostic Outpatient PTL
• Radiology PTL
• Elective Planned PTL
• RTT Dashboard
• IST modelling for capacity

7. RTT and Cancer Training Strategy
• Benefits realisation and board paper business case for sign up to development and
delivery of strategy

8. Developing and Implementing the
Training Strategy
How did we approach developing the training strategy, what informed the training
modules?
• RTT Pathway Mapping
• DQ Validation
• Single PTL
• RTT Audits
• Feedback from teams

9. Developing and Implementing the
Training Strategy
How did we approach developing the training strategy?
• Elective IST Guide for Developing and Implementing an Elective Care Training
Strategy
We included:
• Benefits to patients, staff and the organisation

10. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues

11. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
Peter Chapman – Medical Director Richard Parker – Chief Operating Officer

12. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
• Outline of modules and methods for delivery

13. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
• Outline of modules and methods for delivery
• Scope of the training function, including development and delivery of training,
plus provision of a centralised source of expertise for processing RTT queries

14. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
• Outline of modules and methods for delivery
• Scope of the training function, including development and delivery of training,
plus provision of a centralised source of expertise for processing RTT queries
• Timescales

15. Developing The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
• Outline of modules and methods for delivery
• Scope of the training function, including development and delivery of training,
plus provision of a centralised source of expertise for processing RTT queries
• Timescales
• Assessment of Success

16. The Training Strategy
We included:
• Benefits to patients, staff and the organisation
• A training needs analysis linked to data quality issues
• Senior engagement from key individuals to lead and sponsor the work
• Outline of modules and methods for delivery
• Scope of the training function, including development and delivery of training,
plus provision of a centralised source of expertise for processing RTT queries
• Timescales
• Assessment of Success
• Return on Investment – How to measure?

17. Implementing the Training Strategy
Quick-fire Q&A - Return on Investment for RTT Training
• What barriers do you think you’ll come across when implementing a training strategy
• What can we do to do to overcome them?

18. Any Questions?
18