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Performance Management
13th July 2006
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Turning round performance in the ambulance sector
By the time you read this, Alan Murray will no longer be interim chief executive
of Mersey Regional Ambulance Service trust; the trust will have merged with
three others to create North West Ambulance Service trust and he will have moved
on. But like all good managers, he leaves a valuable legacy, despite being in
position for only 11 months.
Read the full article
Background Information
For more information on HSJ's Managers make the difference campaign go to www.hsj.co.uk/managersmakethedifference. You can download past opinion and feature articles as well as make your own comments and take part in polls.
Click here to access recent HSJ's interviews with how middle managers are contributing to their organisation's success.
Click here to access the original Managers make the difference launch feature.
Have you had success in improving performance in your organisation - if so email alexis.nolan@emap.com
29th June 2006
Benchmarking - Using data to boost day-case rates
Benchmarking is key to the success of Royal West Sussex trust, which has won the CHKS most consistent hospital award for its performance over the past three years. It has been in the CHKS annual list of the top 40 performing hospitals for the past six years.
The trust believes in learning by independent assessment against other top-performing hospitals.
Paul Carter, consultant urological surgeon and divisional director, says: ‘As a former clinical director, I used benchmarking information to focus on service improvements such as increasing our day-case rate. Now, as a divisional director, I marry that discipline with the financial bottom line.’
Two years ago, the trust’s day-case rate was 60 per cent. This has increased to 73 per cent by benchmarking and auditing procedures. The trust used national information from organisations such as the British Association of Day Surgery, CHKS, NHS Elect and the Modernisation Agency.
An audit of patients was carried out to see why they were staying in longer and administrative staff were educated about which procedures did not need to be booked overnight.
A new NHS treatment centre gives extra day-case capacity. Day-case patients are admitted only via the centre and follow a clear pathway, giving more flexibility.
Nurse-led discharge has sped this step up and reduced delays for patients.
Clinical teams have equal access and understanding of clinical and financial data, enabling them to contribute to improving efficiency.
The trust’s focus is a turnaround plan to address its financial problems. With an annual turnover of more than £110m, the in-year challenge for 2006-07 is a £12m deficit.
The plan has the support of the Department of Health and South East Coast strategic health authority. It includes reorganising and restructuring the trust, and reducing bank and agency spend. The trust is consulting on a new structure with fewer management and supervisory posts. The turnaround process has enabled the trust to look again at productivity across outpatients, wards and theatres, using external benchmarking information.
More information
CHKS Top Hospitals Awards
NHS could save more than £700m by improving productivity
Department of Health, June 2006
Delivering quality and value: focus on productivity and efficiency
NHS Institute for Innovation and Improvement, June 2006
30th March 2006
Measure and improve your work
How can you assess your organisation’s performance and raise its game? Strategic health authority chief executive Neil Goodwin describes the three main areas you need to consider.
Measuring, managing and improving organisational performance are key considerations for NHS leaders and managers.
But how do you know just how well your organisation is performing? How do you identify warning signs of imminent decline in your organisation so you can intervene and prevent failure?
Read the full article
More information
Recognising, Understanding and Addressing Performance Problems in Healthcare Organisations Providing Care to NHS Patients
Department of Health, March 2006
Recognising, understanding and addressing performance problems in healthcare organisations providing care to NHS patients |
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