Overview

The NHS faces major and ongoing challenges to improve clinical and service quality, productivity and organisational efficiency. Fostering a culture of continuous improvement through strong leadership and innovative approaches to performance management is key to improving the quality and value of services across the NHS.

This one-day seminar has a practical rather than theoretical approach to the subject and will examine recent experiences of performance improvement from a selection of NHS organisations. The seminar will provide a platform to engage with and question those who have established good practice and provide an opportunity to learn from others’ successes and mistakes.

Through case studies, round table discussions and a facilitated afternoon workshop session delegates will find out how to:

• Establish a clear set of improvement goals to turn around poor performance
• Implement performance management frameworks to achieve desired outcomes
• Ensure good quality information to correctly identify issues affecting performance
• Back up leadership development with clear performance management systems that hold leaders to account
• Influence innovation through performance compliance

Agenda

09h30-09h45 Introduction from the chair

Pietro Micheli, Lecturer, Cranfield School of Management

How to change an organisation's culture from one of negativity to one of productivity

 09h45-10h15 Case study: Leadership as the key to creating a successful performance culture

• Attitude and belief as drivers of behaviour
• What traits are common in good leaders?
• Developing leadership programmes to harness the leadership potential of all employees, in particular doctors
• Implementing clear performance management systems that hold leaders to account
• Challenges along the way and outcomes so far

Mandy Coalter, Director of HR and OD, and Beccy Fenton, Managing Director, Heart of England NHS Trust

10h15-10h45 Case study: Can performance compliance influence innovation?

In this session the presenter will share a model for achieving an organisational shift from performance monitoring and challenging to one of performance ownership, development and improvement. The session will also examine how not to get stuck in the black hole of indicators yet use them to generate change.

Therèsa Moyes, Director of Clinical Development, South Staffordshire and Shropshire Healthcare NHS Foundation Trust

10h45-11h10 Round table discussions: Developing the NHS Performance Regime

• Thoughts on the new minimum standards of quality, safety and financial management
• Is there a correlation between poor standards and poor management?

11h10-11h30 Morning tea

How to implement performance management frameworks to change behaviours and achieve desired outcomes

11h30-12h00 Case study: South Staffordshire PCT

• Mapping the PCT's annual corporate objectives, national DH targets, national standards and local indicators to long term strategic themes
• Understanding how the Trust’s 'core business' fits together
• Understanding how we are measured both centrally and locally and who in the Trust (Directors and Managers) is responsible for ensuring that action is taken when necessary
• Examples of how the framework has helped changed behaviour both within in the HQ environment through to Trust Board level and also within in our Practice Based Commissioning (GP's) out in 'patient world'

Mark Powell, Head of Performance, South Staffordshire PCT

12h00-12h30 Case study: Welsh Ambulance Services NHS Trust

• What was the problem and how did we approach it?
• Key principles:
  • Focus on the review process rather than reports
  • Issues-Decisions-Actions as the core concept
  • All levels of management have a role to play
  • Aim for rapid implementation and support
• Performance planning and review architecture
• Information provision and use
• Recommendations for other adopters

Grant Gordon, SE Regional Director, Welsh Ambulance Services NHS Trust

12h30-13h30 Lunch

13h30-14h00 Case study: NHS East of England

• Turning around poor performance through establishing effective performance management systems
• Defining expectations and priorities
• Establishing effective performance management arrangements and relationships
• Holding to account on the detail Rewards and penalties

Andy Graham, Head of Performance, NHS East of England

14h00-14h30 Case study: Oxford Radcliffe Hospital NHS Trust

Andrew Murphy, Director of Performance Improvement, Oxford Radcliffe Hospital NHS Trust

14h30-15h00 Afternoon tea

15h00-15h45 Round table workshops:

• Common issues and differences in the frameworks
• How could all or parts of these Performance Management Frameworks be used in your own organisation?
• Can you suggest ways that these models could be fine-tuned?
• Feedback

15h45-16h00 Conclusion from the chair