Urgent and emergency care safety initiative of the year

Pressure on urgent and emergency departments have reached an all-time high. Increased patient demand beyond traditional winter expectations, combined with staff shortages and reduced bed availability within hospitals are all contributing to lengthened waiting times and increased risks at all stages of the patient journey. With services stretched, there has never been a greater need to focus on maintaining high standards of care and patient safety in the urgent and emergency care setting.

Collaboration with internal and external partners and the introduction of technologies to manage capacity and care can all contribute to improvements in the delivery of service and safety. As can the redesign of care pathways to redirect patients to alternative services or deploying staff in a different way to ensure only those patients that require urgent care arrive at hospital.

In high stress and fast paced environments, it is vitally important that staff feel they can speak up, that their ideas for improvement are heard and that patients received quality and safe care. This award recognises these challenges and looks to celebrate achievements that result in better outcomes.


Entries are welcome from across the health system, including A&E, ambulance and trauma teams, as well as primary and community care. Judges are looking for single initiatives with measurable enhancements to safety and quality as well as staff and patient experience.


  • Describe the service and the context in which the need for improvements in quality and safety were needed 
  • An explanation of how it aimed to achieve better service delivery in emergency, urgent, ambulatory or trauma care  
  • Show a demonstrable focus on patient safety in the focus of the initiative 
  • What targets were set and what measures were put in place to measure success? 


  • Evidence the project has led to improved safety in the delivery of emergency, urgent, ambulatory or trauma care. This should include a quantitative aspect – for instance, demonstrable reductions in avoidable harm, improved patient outcomes, reductions in complaints or litigation, reductions in unnecessary treatment – and can also include qualitative measures such as patient experience measures, or staff satisfaction.
  • For emergency services, proof of improved morale, retention and recruitment will be of interest.  


  • Judges are looking for initiatives that have embedded and perhaps spread beyond their original setting to other involve departments or organisations, or evidence the work is potentially replicable and scalable. 
  • How are the project team using their achievements to inform others in the organisation or within the local health economy? 


  • Provide clear evidence the redesign has improved value in emergency, urgent, ambulatory or trauma care.  
  • Judges are interested in projects which are delivering an improved experience for patients and their families.  
  • Provide evidence that enhanced processes and procedures provide staff more time to provide quality effective care. How has morale improved, what evidence can you provide to support this? 


  • Clear evidence that all relevant parties were involved in the initiative, including patients. 
  • Demonstrably strong partnerships across and beyond the hospital, with a common understanding of the challenges faced by emergency, urgent, ambulatory or trauma care and an agreement on how to best overcome them. 

To find out more

Partnership opportunities:  Natasha Dwyer, Head of Sponsorship Sales
Awards entry enquiries: Frank Willing, Delegate Sales Manager