FACILITIES MANAGEMENT How to evidence success when deviating from productivity KPIs? Use existing metrics
Continue using KPIs, but add context and commentary to capture the full picture.
Develop new metrics
Create tailored measures that capture the value and efficiency of revised working practices.
When could it be implemented? To ensure the most effective use of resources there needs to be clear guidelines allowing for understanding and providing assurance. What are the circumstances that dictate when this new process is implemented? One camp may say implementation will begin when the site reaches Internal critical incident to enable flow, releasing the pressure on the site, but could this be deemed as simply ‘firefighting’. This approach whilst being potentially beneficial in the moment, could be viewed as a more reactive approach instead of a proactive. An alternate view could be that the ideal time to implement is prior to Internal critical to provide flow prior to the congestion of the site.
Conclusion This paper has explored the intersection between portering efficiency and strategic patient flow, challenging the assumption that an optimised digital allocation system always leads to the best hospital-wide outcomes. While task allocation technology has significantly improved fairness and productivity, its rigid adherence to predefined rules may sometimes hinder flexibility, especially during periods of high demand. A key insight from this analysis is that efficiency alone does not equate to effectiveness. The current system excels in distributing workload evenly, ensuring
porters are utilised to capacity. However, patient flow is inherently dynamic, requiring a level of situational decision-making that algorithms alone cannot provide. The findings suggest that in scenarios where patient flow becomes critical, such as emergency department bottlenecks or delayed discharges, there may be value in introducing a more integrated approach to portering decision-making. Rather than viewing efficiency and strategic flexibility as competing priorities, hospitals might benefit from blending automated task allocation with real-time human oversight. This could involve closer collaboration between portering teams and bed management units or refining the system to allow temporary prioritisation adjustments during surge periods. The goal is not to replace efficiency metrics but to ensure they support, rather than restrict, the broader needs of patient flow. Ultimately, this paper underscores the importance
of contextual decision-making in hospital operations. While standardisation and digital optimisation have brought undeniable benefits, they must be complemented by adaptive strategies that recognise the complexities of hospital logistics. By fostering a culture of responsiveness and cross-team collaboration, NHS trusts can ensure that portering services are not just efficient, but truly effective in supporting patient care.
Existing metrics may show productivity, but new measures may be needed to capture the true impact on patient flow.
February 2026 Health Estate Journal 55
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