Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework - PowerPoint PPT Presentation

Loading...

PPT – Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework PowerPoint presentation | free to download - id: 6da9c5-MzEyZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework

Description:

Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework Dr Sally Pearson Helen Munro Andrew Abbott, Courtyard Group – PowerPoint PPT presentation

Number of Views:44
Avg rating:3.0/5.0
Slides: 28
Provided by: nhs108
Learn more at: http://www.gloshospitals.nhs.uk
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework


1
Developing the Gloucestershire Hospitals NHS
Foundation Trust Strategic Performance
Management Framework
Dr Sally Pearson Helen Munro Andrew Abbott,
Courtyard Group
2
Version Control
Version Date Issued Authors Key Amendments
1.0 November 2008 Courtyard Group following NHS Trust Interviews and workshops with GHNHSFT teams Creation of initial framework (this document)


3
Purpose of this document
  • The purpose of this document is to
  • Capture into one document the elements of the
    Gloucestershire Hospitals NHS Foundation Trust
    (GHNHSFT) Performance management Framework (PMF)
  • Outline the process employed for developing the
    framework, in order that future revisions can be
    made without the need to engage external support
  • Act as a resource for any staff wishing to
    understand the Strategic Objectives of GHNHSFT.
    It outlines the critical success factors
    representing what must be achieved in order to
    realise these objectives, and details the way in
    which progress against delivering these
    objectives will be measured and reported
  • It is intended that this framework document
    should remain under version control and be
    periodically reissued to support ongoing strategy
    development and refinement of the PMF
  • The information contained within the PMF has been
    gathered through
  • Courtyard Group interviews, joint working and
    workshops with GHNHSFT management and clinical
    personnel
  • Adoption and adaptation of business best
    practice, gained through Courtyard Group
    consultants and wider industry research
  • Courtyard Group staff who have worked as, or
    with, senior NHS managerial and clinical staff

4
Contents
  • Background
  • Project Approach
  • Performance Measurement, Performance Management
    and Portfolio Management
  • The Performance Management Framework
  • Strategic Objectives
  • Performance Perspectives
  • Critical Success Factors
  • Key Performance Indicators
  • Benefits
  • Constraints
  • Implementation planning
  • Recommendations
  • Appendices
  • A - Project Organisation
  • B - The Balanced Scorecard
  • C - Staff input
  • D - Contact details

5
Background
6
At Project Initiation in July 2008, the Trust had
already made progress in developing its strategy
  • October 2007- Endorsement of an approach to
    Organisational Development (OD)
  • November to January 2008 - The People First
    programme, representing the first stage of the OD
    approach engaging a wide range of staff in the
    generation of the Trusts values
  • February 2008 Board Seminar to
  • Review outcomes of People First Programme
  • Develop draft Values, Mission and Vision
    statements
  • Identification of the key strategic challenges
    for the Trust
  • Mission
  • improving health by putting patients at the
    centre of excellent specialist care
  • Values
  • Listening to patients, putting their needs at the
    centre of everything we do, by
  • Working together to deliver excellent, safe
    health care in a clean environment, with
  • Valued staff who are motivated, well trained and
    have a helpful attitude.

7
The Trust had also defined a strategic framework
for developing the Vision and Mission into
Strategic Objectives
8
This had resulted in a draft performance
management framework
Patient Experience to increase the proportion of patients who can express high satisfaction as a result of a positive experience Planned care convenient for patients Privacy Dignity Responsiveness Eliminating un-necessary waits duplication Communication Environmental improvements Staff To increase the proportion of staff who feel positive about the Trust and their Job Leadership teamwork Training, development Valuing and recognising good performance internal Communication Staff engagement Job design and role clarity Development of Our Services To increase the proportion of our services viewed as specialist Reconfiguration Repatriation Dispersal Balancing demand capacity
Clinical Excellence To achieve the highest rating for the quality of our services from external bodies Rapid adoption and consistent compliance with national guidelines, standards and targets Maximising clinical safety Competent teams 24/7 for emergency care Information systems to monitor clinical outcomes Research and Innovation Working in partnership To be regarded as excellent corporate partners by our Commissioners, other agencies providers and Customers - Service delivery responsive to commissioners Corporate social responsibility Communication Finance and Efficiency To achieve the highest rating of for the management of resources from external bodies Generating surpluses to reinvest for improvement Trust wide approach to quality improvement and process redesign Service Line Reporting Patient Level costing Simplification of internal systems
9
It became clear that existing systems and
processes for measuring performance were not
sufficient
  • Upon reviewing this framework, at its Feb 2008
    meeting the Board stated
  • The Board will wish to be assured of progress
    towards the strategic objectives and achievement
    of the in year priorities, across the 6 domains
    identified...
  • This will require the current approach to
    performance monitoring and management at Board
    level to be reviewed, including the contribution
    of the existing Board sub committees.
  • This provided the mandate for developing a
    refined approach to performance management
  • To review existing performance measurement and
    reporting processes and systems as to their
    ability to assure the Board of progress towards
    the Strategic Objectives, and to set out an
    options appraisal to address any gaps in existing
    systems
  • To introduce into the Trust appropriate best
    practice to better enable the organisation to
    manage its performance, with the implementation
    of the preferred option in line with developing
    needs and aspirations of the Trust
  • To assist in knowledge transfer from Courtyard
    Group to Trust staff, to ensure the Trust is
    self-sufficient as soon as possible and can carry
    forwards this work as appropriate within the
    Trust, without the need to engage external
    consultancy support

10
Project Approach
11
Project Approach
  • Courtyard Group was engaged to define, implement
    and manage a project to develop the PMF. Project
    Organisation is detailed in Appendix A
  • The approach for this project was to break it
    down into 2 main phases, progress against which
    was governed by the Project Board
  • Phase 1 Discovery (July and August 08)
  • 1.1 Project Initiation
  • 1.2 Stakeholder Interviews
  • 1.3 Feedback of key themes
  • 1.4 Phase 2 proposal
  • Authorisation to Proceed
  • Phase 2 Design and development (September
    November 08)
  • 2.1 Definition and Preparation
  • Authorisation to Proceed
  • 2.2 Implementation and Refinement
  • Authorisation to Proceed
  • 2.3 Business as Usual usage

12
Phase 1 outcome
  • Refinement of the existing performance framework
    was recommended to the Project Board.
  • This discovery work supported Courtyards initial
    recommendation, that before investing in any
    Performance Management IT systems, the basics of
    a PMF needed to be in place.
  • From staff feedback about the current framework,
    it was acknowledged by the Project Board that
  • The domains were not yet fully defined and the
    purpose of the scorecard and its development had
    not yet been communicated effectively across the
    Trust
  • The objectives within each domain were not clear
    enough - a mixture of strategic and operational
    objectives, measures, targets and initiatives
  • The critical success factors (CSFs) describing
    the essential elements that need to be in place
    to ensure achievement of the strategic objectives
    had not been defined
  • Therefore, appropriate measures could not be
    defined for all of the current objectives and
    necessary CSFs
  • Governance mechanisms within the Trust for the
    strategic objectives were not clear

13
In response to this feedback, a tiered options
appraisal was requested to enable the Project
Board to commission an appropriate solution
PMF feature Silver Gold Platinum Comments
6 domains defined ? ? ? CSFs for each domain along with statement of purpose
Objectives and initiatives defined ? ? ? SMART objectives and contributing initiatives documented
Accountabilities agreed ? ? ? Who is responsible and who is accountable for the objectives and initiatives
Mandatory reporting aligned ? ? ? S4BH, NHSLA, Monitor, Management reporting, aligned to framework
KPIs and PIs defined ? ? ? Measures, targets, thresholds, data sources and reporting agreed
Key Corporate projects aligned ? ? ? Aims of UTOPIA, IMT, OD, NSFI, Service Line Mgt etc. aligned to objectives
MS Excel based Scorecard with RAG ? ? ? Performance measurement scorecard produced with RAG indicators
Reporting sophistication enhanced ? ? Online delivery, online measurement capture, Dashboard reporting etc
Balanced Score Card cascaded ? ? Divisional and Speciality levels cascade, or across programmes and projects
IT enabled process automation ? Process automation through IT solutions portfolio and Performance Management
Portfolio Management ? A process for managing investments such that you know that you are working on the right things, in the right way, getting them done well and getting the benefits
14
The agreed approach to developing the PMF during
Phase 2 involved 3 key stages
Definition and preparation
Implementation and refinement
Business as usual usage
Vision and mission
Collect data
Review reports
Define Strategic Objectives
Develop reporting
Agree remedial action
Implement Governance
Agree Critical Success Factors
Manage actions
Define Measures and KPIs
Review processes
Review effectiveness
Agree Governance
Refine processes
Refine remedial action
Cascade
15
Courtyard Group resources were focused on
supporting these stages
Definition and preparation
Implementation and refinement
Business as usual usage
Vision and mission
Collect data
Review reports
Develop reporting
Agree remedial action
Define Strategic Objectives
Implement Governance
Agree Critical Success Factors
Manage actions
Define Measures and KPIs
Review effectiveness
Review processes
Refine processes
Refine remedial action
Agree Governance
Cascade
16
Internal Trust resources were best placed to
support these stages
Definition and preparation
Implementation and refinement
Business as usual usage
Vision and mission
Collect data
Review reports
Develop reporting
Agree remedial action
Define Strategic Objectives
Implement Governance
Agree Critical Success Factors
Manage actions
Define Measures and KPIs
Review effectiveness
Review processes
Refine processes
Refine remedial action
Agree Governance
Cascade
17
The project is currently at this stage,
requesting Authorisation to Proceed with KPI
development
Definition and preparation
Implementation and refinement
Business as usual usage
Vision and mission
Collect data
Review reports
Develop reporting
Agree remedial action
Define Strategic Objectives
Implement Governance
Agree Critical Success Factors
Manage actions
Define Measures and KPIs
Review effectiveness
Review processes
Refine processes
Refine remedial action
Agree Governance
Cascade
18
Performance Measurement, Management and Portfolio
Management
19
From performance measurement
Trust objectives
Trust KPI
RAG Status
Division objectives
Division objectives
Division objectives
Division KPI
RAG Status
Speciality PIs Measure
1
2
3
4
5
6
SPECIALITIES
Teams
Performance Measurement Framework
Individuals
Reporting Improved
20
From performance measurement
RAG Status
Trust objectives
Corrective action initiated
Trust KPI
RAG Status
Division objectives
Division objectives
Division objectives
Corrective action initiated
Division KPI
Corrective action initiated
Speciality PIs Measure
1
2
3
4
5
6
Action PIs added to reporting framework
SPECIALITIES
Teams
Individuals
Reporting Improved
21
to performance management
Trust objectives
Trust KPI
Corrective action completed
Division objectives
Division objectives
Division objectives
Division KPI
Corrective action completed
Speciality PIs Measure
Corrective action completed
1
2
3
4
5
6
Action PIs added to reporting framework
SPECIALITIES
Teams
Performance Management Framework
Individuals
Performance Improved
22
to Portfolio Management
Portfolio of Programmes (e.g. UTOPIA, IMT)
Trust objectives
Trust KPI
Corrective action completed
Division objectives
Division objectives
Division objectives
Division KPI
Corrective action completed
Right Things Right order Done Well Getting the
Benefits
Speciality PIs Measure
Corrective action completed
1
2
3
4
5
6
Action PIs added to reporting framework
SPECIALITIES
Teams
Trust Strategy
Performance Management Framework
Individuals
Performance Improved
Reporting Improved
23
The Performance Management Framework
24
Strategic Objectives
  • In order to fulfil the mission, the following
    Strategic Objectives have been drafted, based
    upon the previous iteration of the PMF, input
    from the stakeholder workshop held on 30
    September 08, and ongoing development by the
    Project Board
  • Increase the proportion of patients who describe
    our services as excellent
  • Reduce harm to patients, staff, and visitors
  • Increase proportion of staff who describe us as
    excellent
  • Be regarded as an excellent partner organisation
  • Achieve the highest ratings for the quality of
    our Clinical Services
  • Optimise the use of our resources and ensure
    value for money
  • Develop our portfolio of services to meet the
    needs of the population
  • The Board is asked to endorse this description of
    the 7 Strategic Objectives

25
Performance Perspectives
  • In order to promote a balanced perspective of
    Trust performance, the approach and principles
    devised by Kaplan Norton in developing the
    Balanced Scorecard were adopted, but adapted for
    use in the NHS
  • The Board is asked to endorse the proposed
    performance perspectives, through which Trust
    performance in realising the Strategic Objectives
    is to be assessed

STAFF
CLINICAL EXCELLENCE
PATIENT EXPERIENCE
FINANCE EFFICIENCY
PARTNERSHIPS
26
Developing our services
  • You will have noticed that the Developing our
    services domain no longer appears in the
    framework. The Project Board reached this
    conclusion for a number of reasons
  • The domains represent perspectives through which
    organisational performance should be viewed
  • Developing our Services is one of the Strategic
    Objectives (7. Develop our portfolio of
    services to meet the needs of the population)
  • Trust staff were struggling with the strategic
    intent to increase the proportion of service
    viewed as specialist
  • Over the past 3 months work has been done with
    clinical teams to clarify the development of our
    services into
  • Those areas that we need to improve
  • Those areas that we need to deliver in a
    different way to provide easier access
  • Services that are currently provided outside
    Gloucestershire that could be delivered here
  • Services that would be better provided by others
  • Proposal
  • This should be delivered as a specific programme
    within our strategic plan rather than a domain of
    our performance management framework

27
Critical Success Factors
  • These can be described as what we must do well in
    order to achieve the strategic objectives
  • In addition, what behaviours do we want this CSF
    to engender (linking into Trust values)
  • The CSFs are placed in each performance
    perspective to ensure that a balanced view of
    must do well objectives is promoted and all
    perspectives are considered
  • The Board is asked to endorse the proposed
    Critical Success Factors and Trust leads, which
    have been previously approved by the PMF Project
    on 11 November 08

28
Patient Experience
  • Critical Success Factors
  • Measure and exceed patient expectations,
    improving the patient experience (Gill Brook)
  • Ensure Patients experience no unnecessary delays
    (Steve Peak)
  • Involve patients and their carers in decisions
    about their care (Gill Brook)
  • Provide an environment that exceeds patient
    expectations (Graham Lloyd)
  • Ensure patients are treated with Dignity and
    Respect (Maggie Arnold)
  • Improve the quality, availability and
    communication of information to patients, carers
    and the public (Gill Brook)

29
Clinical Excellence
  • Critical Success Factors
  • Deliver an improvement in defined and measureable
    clinical outcomes (Dr Sally Pearson)
  • Deliver a comprehensive strategic clinical audit
    programme (Dr Sally Pearson)
  • Ensure a culture which supports and promotes high
    quality research and innovation to influence
    practice and service improvement (Dr Sally
    Pearson)
  • Be compliant with national standards for clinical
    care (Dr Sally Pearson, Dr Sean Elyan, Maggie
    Arnold)
  • Clinical Safety (Andrew Seaton) ltD.N. form of
    words to be definedgt

30
Staff
  • Critical Success Factors
  • Enhance and extend the range and uptake of pay
    and benefits available to staff (Director of HR
    and OD)
  • Recognise and celebrate success (Director of HR
    and OD)
  • Enable staff to meet agreed individual and team
    objectives and deadlines (Director of HR and OD)
  • Develop high performing leaders and managers
    (Director of HR and OD)
  • Ensure personal competence is optimised through
    effective learning and development (Director of
    HR and OD)

31
Partnerships
  • Critical Success Factors
  • Be perceived as an excellent corporate partner
    (Dr Sally Pearson)
  • Communicate effectively with a wide range of
    stakeholders (Dr Sally Pearson)
  • Be responsive to Commissioner intentions (Steve
    Peak)

32
Finance Efficiency
  • Critical Success Factors
  • Generate a surplus to reinvest (Terry Smith)
  • Understand and optimise the use of resources,
    developing an approach to continuous systems
    improvement right first time, every time (Steve
    Peak)
  • Develop and maintain governance arrangements that
    are fit for purpose (Graham Lloyd)
  • Achieve the highest rating by external bodies
    (Terry Smith)

33
Improving health by putting patients at the
centre of excellent specialist care
PATIENT EXPERIENCE 1. Measure and exceed patient
expectations, improving the patient experience 2.
Ensure Patients experience no unnecessary
delays 3. Involve patients and their carers in
decisions about their care 4. Provide an
environment that exceeds patient expectations 5.
Ensure patients are treated with dignity and
respect 6. Improve the quality, availability and
communication of Information to patients, carers
and the public
  • STRATEGIC OBJECTIVES
  • Increase the proportion of patients who describe
    our services as excellent
  • Reduce harm to patients, staff, and visitors
  • Increase proportion of staff who describe us as
    excellent
  • Be regarded as an excellent partner organisation
  • Achieve the highest ratings for the quality of
    our Clinical Services
  • Optimise the use of our resources and ensure
    value for money
  • Develop our portfolio of services to meet the
    needs of the population

CLINICAL EXCELLENCE 7. Deliver an improvement in
defined and measureable clinical outcomes 8.
Deliver a comprehensive strategic clinical audit
programme 9. Ensure a culture which supports and
promotes high quality research and innovation 10.
Be compliant with national standards for clinical
care 11. Clinical Safety
STAFF 12. Enhance and extend the range and uptake
of pay and benefits available to staff 13.
Recognise and celebrate success 14. Enable staff
to meet agreed individual and team objectives and
deadlines 15. Develop high performing leaders and
managers 16. Ensure personal competence is
optimised through effective learning and
development
PARTNERSHIPS 17. Be perceived as an excellent
corporate partner 18. Communicate effectively
with a wide range of stakeholders 19. Be
responsive to Commissioner intentions
FINANCE EFFICIENCY 20. Generate a surplus to
reinvest 21. Understand and optimise the use of
resources, developing an approach to continuous
systems improvement right first time, every
time 22. Develop and maintain governance
arrangements that are fit for purpose 23. Achieve
the highest rating by external bodies
34
What next?
35
Key Performance Indicators
  • The Critical Success Factors need measures to
    quantify performance progression
  • These are called the Key Performance Indicators
    (KPIs), and are being developed to capture a snap
    shot of Trust performance
  • Key principles applied here are
  • We must have a balance of input, process, and
    output measures
  • We must consider both qualitative and
    quantitative measures
  • We must agree what good performance is, with
    thresholds for Red, Amber, Green status and
    timescales for achievement of targets
  • We must make optimal use of existing performance
    measures, systems, processes and people, to limit
    the burden of inspection
  • We must ensure mandatory reporting is satisfied
  • We must be prepared to stop reporting which is
    not mandatory or providing value
  • The Board is asked to support the PMF Project
    Board in developing the construction of the KPIs

36
Example KPI construction
Patient Experience
Perspective
Critical Success Factor
2. Ensure Patients experience no unnecessary
delays (Steve Peak)
Key Performance Indicator
No delays index (Helen Munro)
  • Operational Delays
  • Patient Survey feedback
  • 18 week RTT
  • AE 4 hr waits
  • Patients waiting over the standard
  • Cancellations

KPI construction
37
No Delays run through
  • Embed Excel file for no delays here

38
RAG status for ease of completion
Green Routinely collect existing measure
Amber collect, not routinely reported
Red new or difficult to measure
Patient Experience 1. Measure and exceed patient
expectations, improving the patient experience -
Amber 2. Ensure Patients experience no
unnecessary delays - Green 3. Involve patients
and their carers in decisions about their care -
Red 4. Provide an environment that exceeds
patient expectations - Amber 5. Ensure patients
are treated with dignity and respect - Amber 6.
Improve the quality, availability and
communication of Information to patients, carers
and the public - Red Clinical Excellence 7.
Deliver an improvement in defined and measureable
clinical outcomes - Red 8. Deliver a
comprehensive strategic clinical audit programme
- Amber 9. Ensure a culture which supports and
promotes high quality research and innovation -
Amber 10. Be compliant with national standards
for clinical care - Amber 11. Clinical Safety -
Amber Staff 12. Enhance and extend the range and
uptake of pay and benefits available to staff -
Amber 13. Recognise and celebrate success -
Red 14. Enable staff to meet agreed individual
and team objectives and deadlines - Amber 15.
Develop high performing leaders and managers -
Amber 16. Ensure personal competence is optimised
through effective learning and development -
Red Partnerships 17. Be perceived as an excellent
corporate partner - Red 18. Communicate
effectively with a wide range of stakeholders -
Red 19. Be responsive to Commissioner intentions
- Red Finance Efficiency 20. Generate a
surplus to reinvest - Green 21. Understand and
optimise the use of resources, developing an
approach to continuous systems improvement
right first time, every time - Amber 22. Develop
and maintain governance arrangements that are fit
for purpose - Amber 23. Achieve the highest
rating by external bodies - Green
39
Cascading the PMF
  • It is important to cascade the PMF throughout the
    Trust
  • Each Division will need to consider its role in
    contributing towards the Critical Success Factors
    and Strategic Objectives
  • These Divisional Objectives will form Divisional
    Scorecards, highlight their role in Trust
    strategy
  • As the Scorecard is cascaded down the
    organisation, the measures will become more
    real-time and operationally relevant
  • This can then be repeated at a Speciality, Team
    and Individual level, and for major projects and
    programmes as appropriate, in order that the
    whole Trust is aligned to the Trust vision,
    mission and strategy
  • This, however, will require considerable resource
    and take some time, therefore it is important to
    get the Strategic PMF right before cascading

40
Benefits Planning
  • Prior to the authorisation to proceed with
    implementation, it is vital the Project Board
    develops, and agrees with the Trust Board the
    anticipated Benefits being sought from this
    project
  • It is also necessary to evaluate and document how
    these benefits will be realised, including any
    constraints or assumptions
  • Benefits sought are anticipated to be
  • Clarity of Strategic Objectives and Critical
    Success Factors, resulting in Divisions,
    Specialities, Teams and Individuals gaining a
    greater understanding of how they contribute
    towards the strategic success of the Trust
  • Implementation of the Balanced Scorecard
    approach, promoting a more holistic and balanced
    view of Trust performance, aiding communication
    with internal and external stakeholder on Trust
    performance, and reducing the imbalance of focus
    on finance and activity metrics
  • Alignment of Trust projects and programmes to
    Strategic Objectives to ensure that change
    management resources are focused on doing the
    right things, in the right order, sufficiently
    well, to maximise chances of success
  • Inclusion of Trust SOs and CSFs into appraisal
    processes such that each staff members
    objectives are focused on contributing towards
    Trust strategy, enabling increased ownership and
    recognition of staff and Trust successes
  • Identification of opportunities to automate
    mandatory reporting processes, freeing up
    resources to focus on business intelligence and
    ad hoc analyses to support change management
  • Implementation of reporting by exception,
    supported by agreed governance mechanisms,
    resulting in reduced management time spent
    reviewing performance reports
  • Focus of performance measurement on strategic
    priorities, may provide opportunity to release
    resources from non-business critical tasks
  • Clarity of communication of Trust strategy to
    external stakeholders improved by consistent and
    integrated performance framework

41
Project constraints
  • However, as with all projects there are
    constraints that will limit the realisation of
    those benefits.
  • These are anticipated to be
  • Resources costs incurred and availability of
    staff to develop and maintain the framework
  • Timescales for achievement of completed KPIs is
    variable across PMF due to differing levels of
    maturity
  • Governance and ownership of CSF, KPI and PI
    workload if the whole framework is not owned,
    completed and used in business as usual, its
    effectiveness will diminish
  • Cultural shifts may be required by some staff to
    embrace individual commitment and contribution
    towards Trust strategic objectives, and not
    personal or professional objectives
  • Sustainability may be an issue if Executive level
    sponsorship is not maintain, and the organisation
    does not see a change in behaviour at a senior
    level. It is recommended that the Project
    organisation remains in force
  • Internal communication is vital to build
    momentum, provide feedback to all the staff who
    have contributed to the design of the PMF, and
    introduce the SOs and CSFs to staff who have not
    yet been engaged
  • Consistency of cascade throughout the operational
    structure must be maintained
  • The PMF should be subject to planned and periodic
    reviews, and not subject to constant change and
    adjustment

42
Implementation and Refinement
43
After completion of the KPIs, the project will be
at this stage, requesting another Authorisation
to Proceed
Definition and preparation
Implementation and refinement
Business as usual usage
Vision and mission
Collect data
Review reports
Develop reporting
Agree remedial action
Define Strategic Objectives
Implement Governance
Agree Critical Success Factors
Manage actions
Define Measures and KPIs
Review effectiveness
Review processes
Refine processes
Refine remedial action
Agree Governance
Cascade
44
Implementation Planmilestones
  • Refined PMF agreed
  • Implementation of governance arrangements for
    CFSs and KPIs
  • Resource implications assessed and implemented
  • Implementation PID
  • Start Data collection
  • Mock up draft KPI reports and run data analyses
  • Identify issues for completion and implement
    remedial action
  • Refine PMF components
  • Mock up draft Board assurance report for
    strategic PMF

45
Recommendations
  • Gloucestershire Hospitals NHS Foundation Trust
    Board is recommended to endorse
  • The 7 Strategic Objectives
  • The 5 perspectives through which performance in
    achieving the Strategic Objectives will be
    assessed
  • The 27 Critical Success Factors required to
    achieve the Strategic Objectives
  • The Executive leads acting as responsible owner
    for each CSF
  • Authorisation to proceed with completing the KPI
    constructions for each CSF

46
Appendices
47
Appendix A - Project Organisation
  • Project Management
  • The project was managed in line with the OGC
    PRINCE2 project management methodology, governed
    by a Project Board, with project implementation
    broken down into distinct phases with agreed
    deliverables, in order to manage risks and
    maximise the chances of success.
  • Project Team Members
  • Project Sponsor Dr Sally Pearson, Director of
    Clinical Strategy, GHNHSFT
  • Project Manager Helen Munro, Head of
    Information, GHNHSFT
  • Engagement Manager and Lead Consultant Andrew
    Abbott, Courtyard Group
  • Courtyard Group Team members Kevin Corry, Mike
    Chellew, Dr Simon Swift
  • Project Board members
  • Dr Frank Harsent, CEO
  • Dr Sally Pearson, Director of Clinical Strategy
  • Steve Peak, Service Delivery Director
  • Dr Sean Elyan, Medical Director
  • Graham Lloyd, Director of Corporate Governance
    and Facilities
  • Jon Rex, Director of IT
  • Gill Parker, Divisional Director of Surgery
  • Dr Mike Seeley, Assistant Director of HR
  • Dave Westcott, Deputy Director of Finance
  • Jenny Lewis, Associate Director Service
    Transformation Organisational Development

48
Appendix B The Balanced Scorecard
49
Appendix C Staff input
  • GHNHSFT staff interview in Phase 1
  • Dr Sean Elyan
  • Dr Frank Harsent
  • Dr Sally Pearson
  • Helen Munro
  • Steve Peak
  • Gill Parker
  • Neil Savage
  • Dr Mike Seeley
  • Sue Manser
  • Jenny Lewis
  • Jenny Hill
  • Irwin Wilson
  • Phil Downing
  • Dave Westcott
  • Jon Rex
  • Graham Lloyd
  • GHNHSFT staff attending PMF
  • Dr David Goodrum
  • Dr Michael Richards
  • Rob Graham
  • Philip Kiely
  • Natalie Beswetherick
  • Cathy Boyce
  • Julie Hapeshi
  • Paul Byrne
  • Dhushy Mahendran
  • Viv Mortimore
  • Brendan Flanagan
  • Stephen Andrews
  • Julie Garnham
  • Julie Connell
  • Dee Gibson Wain
  • Bev Williams
  • workshop on 30/9/08
  • Dr Sean Elyan
  • Dr Sally Pearson
  • Helen Munro
  • Steve Peak
  • Gill Parker
  • Neil Savage
  • Dr Mike Seeley
  • Sue Manser
  • Jenny Lewis
  • Jenny Hill
  • Irwin Wilson
  • Phil Downing
  • Dave Westcott
  • Jon Rex
  • Graham Lloyd

50
Appendix D - contacts
  • This PMF has been developed with the assistance
    of Courtyard Group, an International Healthcare
    Transformation consultancy. www.courtyard-group.c
    om
  • The Project Sponsor was Dr Sally Pearson,
    Director of Clinical Strategy.
    Sally.pearson_at_glos.nhs.uk
  • The GHNHSFT Project Manager was Helen Munro, Head
    of Information. Helen.munro_at_glos.nhs.uk
  • The Engagement Manager and Lead Consultant for
    this work on behalf of Courtyard Group, along
    with contributing consultants were
  • Andrew Abbott, Tel 44 7825 784555 Email
    andrew.abbott_at_courtyard-group.com
  • Kevin Corry Director Kevin.Corry_at_courtyard-group
    .com
  • Mike Chellew Director Mike.Chellew_at_courtyard-gro
    up.com
  • Simon Swift Consultant simon.swift_at_courtyard-gro
    up.com

51
(No Transcript)
About PowerShow.com