Performance Management: tools, transactions

1
Performance Management tools, transactions
cultural shift

• Glen Monks
• Head of Performance

2
Overview

• Context Avon Wiltshire Mental Health Trust and
  its operating environment
• Approach from data to Performance Management
• Now where we were and where we are now
• The ambition where we need to be

3
Context Operating Environment

• 1.6m population, urban and rural
• 4500 staff, serving c23000 patients at any one
  time, from over 150 discreet teams
• 185m annual turnover
• 5 strategic business areas Adult, Older People,
  Secure, CAMHS Drug Alcohol Services
• 39 clients and regulators PCTs, Local
  Authorities, DA(A)Ts, Healthcare Commission,
  Audit Commission, CSCI, National Treatment
  Agency, Home Office, DH, NOMs

4
How would you define

• Performance Management?

5
The ambition for performance management

• Exists within a defined framework, with branded
  tools and transactions
• A tacit and integral part of everyones day job
  not an activity done elsewhere
• Systematic and rigorous way to manage delivery of
  business objectives to target
• Based on evidence from accurate data
• Iterative and developmental hypothesis forming
  and testing

6
Trust Objectives
The relationship between measurement and
management
7
The Balanced Scorecard

• Kaplan and Norton (1992). 4 perspectives
• Financial
• Customer/Client
• Business process
• Learning and growth
• Balance achieved by attending equally to all

8
The approach

• Focuses whole organisation on same set of
  objectives and indicators
• Needs to work at all levels in the organisation
• Forward looking flows from strategy and vision
• Management by facts is evidence-based
• Feedback strategic, tactical on validity of
  measures
• Iterative and developmental changes over time

9
Applied to Avon Wiltshire Trust

• A single process for clarification, measurement
  and management of delivery
• Mandatory and statutory targets
• Finance, including savings, run rate and
  break-even
• ALE, S4BH compliance and improvement plans
• Other performance indicators that give insight
  into service quality, effectiveness, business
  processes and organisational growth and
  development.

10
Where we are now (six months on)

• Performance Management Framework in place
  single process for delivering key targets,
  duties, finance and other indicators
• Trust, Directorate and Geographic Balanced
  Scorecards in place since June 2007
• 46 mandatory targets identified, data sources
  mapped and quality controlled

11
(No Transcript)
12
What next?

• Great progress made in 6 months, but
• Current system relies on frozen datasets manually
  extracted from a range of databases, analysed and
  manually presented in excel
• Processes for sharing and accessing Scorecards,
  version control, quality control and wider
  ownership are limited as a result.
• Excel is seen as an esoteric medium by most
  clinical staff (IT literacy challenge)

13
The performance challenge (part 1)

• Shift to Performance Management not Monitoring,
  requiring
• Automation of data analysis and presentation
• Mainstream it via Scorecards on desktops daily
  pro-active engagement, not event driven.
• Timeliness make it as real time as possible
• Quality proximity to data increases accuracy
• Flexibility enable Managers and Clinicians to
  analyse

14
The performance challenge (part 2)

• Shift to Performance Management not Monitoring,
  requiring
• Increase dimensionalitycombine sources of data,
  run what if enquiries for business and scenario
  planning
• Work smarter increase functionality across
  applications combine Scorecards with workflows,
  task exception reporting and action planning by
  automation, set dates in Outlook, and so on