NORTHAMPTON GENERAL HOSPITAL NHS TRUST PERFORMANCE MANAGEMENT STRATEGY

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1 NORTHAMPTON GENERAL HOSPITAL NHS TRUST PERFORMANCE MANAGEMENT STRATEGY Contents 1. PURPOSE CONTEXT CORE PRINCIPLES FOR PERFORMANCE MANAGEMENT THE PERFORMANCE MANAGEMENT PROCESS CONCLUSION... 5 Title: Performance Management Policy V7 Author: Jenny Briggs First draft: Monday 12 th February 2007 Reviewed: Monday 21 st April 2008 Review date: 1 st April 2009 Page 1 of 5

2 1. PURPOSE The purpose of this strategy is to ensure that the process for performance management across all elements of the trust s performance is clear and transparent, that the board of directors manage all elements of the trust s performance pro-actively, and thereby ensure corporate plans are delivered successfully. 2. CONTEXT NGH is currently an aspiring NHS foundation trust and as such has adopted the performance management requirements of an FT. NHS foundation trust boards are collectively responsible for the full range of operations of their trust and for all aspects of its performance, including: o Clinical standards, safety and quality o Service performance obligations, including those to purchasers o Statutory obligations as defined in the FT s terms of authorisation o Nationally defined standards and targets o Financial sustainability o Physical environment o Staff recruitment and retention o Human resources management o Any activities carried out by a third person on behalf of the FT Underpinning the above is the desire to perform well against the Healthcare Commission s assessments and to comply with all aspects of the FT s terms of authorisation. 3. CORE PRINCIPLES FOR PERFORMANCE MANAGEMENT The trust s strategy is based on the following principles: o The board of directors determine the vision, and set the strategy and direction of the trust. The chief executive, executive and non-voting directors ensure operational delivery and implementation through clinical directors and their directorates. o Performance is managed in an integrated way, which is clearly articulated and understood by all those working in the organisation. o Performance is measured by a number of methods and monitored through a balanced scorecard and an assurance framework approach. o The assurance framework is a live document which enables tracking and early identification of any gaps in control or concerns in performance and enables urgent remedial action to be taken where appropriate. o The balanced scorecard and associated action plans and the assurance framework provide the board with the information and assurance to enable them to complete the required self-certifications and provide routine reports to Monitor. Page 2 of 5

3 4. THE PERFORMANCE MANAGEMENT PROCESS The strategic goals are set by the trust board, and subsequently corporate objectives are developed and agreed with HMG. Directorate objectives are set by Directorate Management Boards (DMBs) and signed off by HMG. The monitoring of these objectives supports the trust s evidence against external assessments such as the annual health check, national targets, NHSLA, Auditor s Local Evaluation (ALE) requirements, and the critical success factors and indicators that will demonstrate achievement of the trust s vision. Performance against the trust s strategic goals and corporate objectives is monitored through: o The Assurance Framework o The Trust Balanced Scorecard (fed by individual directorate balanced scorecards) The trust s performance management process is diagrammed below: NGH Performance Management Framework Trust Board Trust board receive monthly trust balanced scorecard and exception reports. Directorate Management Boards (DMBs) Finance & Performance Group (FPG) Hospital Management Group (HMG) DMBs monitor directorate performance and take action where necessary. Send monthly directorate balanced scorecards with exception reports to the Finance and Performance Group FPG receive directorate balanced scorecards and hold quarterly performance review meetings with directorates Send a combined trust balanced scorecard and exception report to HMG. HMG receive trust balanced scorecard. Send recommendations to the trust board. The trust vision is shown below: The trust has developed a balanced scorecard of the relevant KPI s that are presented on a monthly basis to trust board supported by an exception report. The scorecard includes KPIs relating to access targets, activity, finance, human resources, healthcare acquired infections and productivity measures. These KPIs reflect the corporate objectives and can be cross referenced to the trust risk register and assurance framework. Each of the clinical directorates have a local balanced scorecard that reflects the corporate objects at directorate level and local objects specific to the specialty. These are presented to the Finance and Performance Group on a Page 3 of 5

4 monthly basis supported by an exception report. The collective exceptions are reported to the Hospital Management Group on a monthly basis. The Finance and Performance Group monitor directorate performance and agree remedial actions as required. Each directorate is subject to a formal quarterly performance review to assess progress against their business plan and objectives. The framework described is supported by a performance team who are responsible for providing management information, benchmark data (via Dr Foster), balanced scorecard population and contract compliance. A number of software/it solutions are under review that may assist the performance team in providing accurate, timely and detailed performance information, (e.g. 18 week total pathway, patient level costing, service line reporting) The Service Level agreement for 2008/9 now includes a quality schedule agreed between the trust and NTPCT, performance against the quality schedule is reviewed at monthly contact meetings with the PCT. Reports to the board are shown below: Report Finance Committee report Hospital Management Group report - (via balanced scorecard exception reporting and action plans) Assurance framework risk register Audit Committee report Integrated Governance Committee report HCAI report Assurance framework Review of strategic aims and corporate objectives Facing the Future report (health economy report) Patient survey action plan review Staff survey action plan review Healthcare commission rating action plan review Sign off of SIC, accounts and annual report Sign off annual audit letter Annual audit programme Annual complaints report Annual healthcare acquired infection report Annual audit report Annual H&S report Annual health check declaration Setting strategic direction Corporate objectives sign off Research and Development report Forward agenda and review of sub-committees Market analysis report Patient survey results Staff survey results Regularity Monthly Quarterly Bi-annually Annually Page 4 of 5

5 4 CONCLUSION This strategy will be reviewed on an annual basis to ensure it meets the needs of the trust s performance management requirements and supports the board s requirement for assurance that the organisation is delivering its key objectives. Page 5 of 5

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