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Optimizing Caseload Management in Multidisciplinary Community Rehabilitation Teams

This session, led by Bette Locke, AHP Strategic Lead at NHS Forth Valley, focuses on an audit project aimed at measuring workloads and caseloads within community rehabilitation teams. Participants will explore the rationale, methods, results, and limitations of the project, followed by group discussions on data interpretation and alternative approaches. The audit highlights the complexity of caseloads among team members, including physiotherapists, occupational therapists, and clinical psychologists, providing insights for effective workforce planning and patient management.

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Optimizing Caseload Management in Multidisciplinary Community Rehabilitation Teams

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Presentation Transcript

  1. Measuring workload and caseloads Bette Locke AHP Strategic Lead NHS Forth Valley 10th June 2009

  2. Session plan • Present information on an audit project carried out outlining: • rationale for project • method used • results • some limitations • In small groups discuss limitations of method and discuss what you would have done • Present very simple ‘project’ which did provide useful data

  3. Community Rehabilitation Team • Multidisciplinary team • (physical disability and brain injury 16 – 64yrs) • Physiotherapists • Occupational therapists • Nurse • Speech & language therapists • Medical • Clinical psychologist • Dietetian • Rehabilitation assistants

  4. Project 1 • Audit to: • Establish number of cases per team member • Consider the complexity of workload

  5. Establish number of cases per team member

  6. Establish number of cases each team member

  7. Consider the complexity of workload

  8. Results • Achieved aim of establishing case numbers per team member • What did it tell about complexity? • More senior staff had higher caseloads • Williams states that size of caseload will depend on geography, organisation and case type but none of these factors were taken into account. • Using Williams data, team considered 20-25 active patients an appropriate caseload. But no recommendation made at that point

  9. As a workforce planner, what does this actually tell you? How would you do this differently?

  10. Before you start you need ….. • Clear idea of what you want to know and why (aims and purpose) • Clear idea of what you are going to do with the data you collect • Choose method that will provide you with data that is appropriate and meaningful – so what?

  11. Project 2 • To determine caseload numbers as a guide for individuals, team, manager and workforce planning

  12. Diary • how many ‘slots’ do you have in a month for direct patient contact? • looking back over the past few months, how many patients did you see every week? Alternate weeks? Once a month? • using ‘simple’ arithmetic how many patients could you have on your caseload?

  13. How we worked it out… • eg 2 patients per session x 8 sessions per week • = 16 slots • half of your caseload you see once a week • just less than a half you see once every two weeks • A few you see once a month • 16 slots – 8 patients weekly • 15 patients biweekly • 1 patient once a month • = > about 24 ideal caseload size

  14. Confirming the numbers…. • Figures for OT and physio were similar • Figures per grading were similar • Senior team met to check out the figures and agree • Sense checked it with team – are they appropriate? Helpful? • Ongoing sense check…..

  15. Agreed caseload numbers

  16. So what?

  17. Priorities • Ranked by: • highest waiting times • Consistently long waiting times • Sense checked • => workforce plan • Shift of resources among disciplines • Change of skill mix

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