Pre-conference workshop: How to
make patient time the most
important currency in healthcare

Urchins 3

8:30 am - 10:00 am

Workshops

The Last 1000 Days and why patient time is the most important currency in healthcare.

The Last 1000 Days is a vehicle for drawing attention to patients’ time and comes from a metaphor created by Brian Dolan that in Australia life expectancy for (white) males is 79 and (white) females is 83.  If, however, you are a 76 year old man or an 80 year old woman, what you have (metaphorically speaking) is a 1000 days.

It is widely recognised that older people and those who are chronically ill and/or with life-limiting conditions are the same people who spend the most time in healthcare settings. They are also the people who have the least time to waste.

This workshop will introduce a new conceptual and practical model to enable attendees to recognise how to value patient time. TODAY stands for Time, Ownership, Diagnostics, Actions, You.

Time – is the most important currency in health care. How to maximise time, minimise wasted time and prioritise patients’ time.
Ownership  – is about taking responsibility, understanding what you can influence and gaining support.
Diagnostics – is understanding what good looks like, then being able to assess care and activity against that and identify potential problems.
Actions – identifies some of the things that are already prioritising patients’ time. How to engage others in meaningful change.
You – is about understanding yourself, the impact you can have, and how to influence others to make change.

The Last 1000 Days concept has been developed to help draw attention to where and how time is wasted, to reinforce the positioning of patient’s time as the most important currency in health care, and to create a sense of urgency.

By creating a sense of urgency, we prioritise what can be done, what’s in the way and what needs to be different. Making an issue out of the Last 1000 Days is important because it galvanises us to act. It creates a cause, a thing we can all get behind and a common language for change that we can share.

Learning objectives:

  • How to recognize the value of patients’ time
  • Influencing for whole system impact
  • Actions for change and what happens, for instance, when hospitals adopt patient time as a key metric (eg halving of length of stay in rehab wards)
  • Why valuing patient time can reduce health care professionals workloads
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