Performance Management in the National Health Service - Essay Example

Performance Management in the National Health Service Name Course Name Instructor’s Name Date Executive summary Apparently, healthcare organizations have realized that they need to improve their data gathering methodology to a more efficient way. This is so as they can be able to refine the information which will enable them measure their performance in various key fields for instance health care service as well as outcomes, operational, customer and financial. As it is evident the use of performance management is up to date limited to a number of national health systems especially from the western European countries as well as the managed care companies within Canada and the United States of America. However, this is a scenario that is rapidly changing as the past recent studies have emphasized the great importance of understanding the way staff performance can be a core aspect in organization and the management of the health services in the underdeveloped world. In this report it will be shown how the National Health Service applies performance management, how the National Health Service demonstrates accountability to local and national government and who are the groups and stakeholders interested in the accountability of the service. In addition it will show how, National Health Service demonstrates what is meant by good practice. Introduction Basically, performance management is about monitoring, measuring as well as enhancing the performance of the employees as a contributor to the general performance of the organization (Armstrong and Baron, 1998; Bach and Sisson, 2000). It is evident that for many years, regulatory guidelines dictate that critical area of performance as well as the accreditors and the regulatory bodies require increased amounts of data in order for them to demonstrate improvements of performance in the clinical outcomes as well as the organizational processes (Boland and Fowler, 2000). Apparently, healthcare organizations have realized that they need to improve their data gathering methodology to a more efficient way (Boland and Fowler, 2000). This is so as they can be able to refine the information which will enable them measure their performance in various key fields for instance health care service as well as outcomes, operational, customer and financial (Boland and Fowler, 2000). This paper seeks to assess how the National Health Service is managed. The paper will encompass how the National Health Service applies performance management, how it demonstrates accountability to local and national government and who are the groups and stakeholders interested in the accountability of the service. In addition the report will assess whether, National Health Service demonstrates what is meant by good practice. How National Health Service applies performance management It is evident that largely the use of performance management is up to date limited to a number of national health systems especially from the western European countries as well as the managed care companies within Canada and the United States of America. In the developing world, performance management is largely absent from the national health systems. According to studies very few references indicating the application of performance management in this context exist. However, this is a scenario that is rapidly changing as the past recent studies have emphasized the great importance of understanding the way staff performance can be a core aspect in organization and the management of the health services in the underdeveloped world. The rapid adoption of certain concepts as the formation of service contracts and agreements, the separation of provision and financing as well as the change of emphasis on demand other than supply in the health care has brought performance management to being the central of policy making. Evidently, some performance management forms for instance quality assurance are a part of a number of health systems in the developing country. In addition, benchmarking, evidence based medicine as well as accreditation are tools and concepts that are rapidly permeating into the establishing world. It is apparent that the performance management that is in use is on a pilot stage. Due to this reason, it is unclear whether their use will deliver the desired outcomes in terms of overall organizational performance, improved service quality or health outcomes of the population. For the reason that performance management can at the beginning be very labour intensive, its introduction into under-funded health systems where managerial capacity is in short supply poses a number of ethical and practical implications. How National Health Service demonstrates accountability to local and national government With regard to the new system, there was an agreement that accountability needs some level of simplicity. In addition it was indicated that it would be of no essence trying to introduce changes that will only make accountability within the National Health Service less transparent as well as less understandable to the general public. The present discourse surrounding the accountability in the National Health Service focuses on structures. According to the health commission, structural solutions within the National Health Service cannot lead to success. It therefore emphasizes strong relationships between the government and the health system. In addition, ensuring that these systems are ‘outward facing’ and do more to involve the general public and build relationships with the individuals and communities they serve. Evidently the National Health Service has ensured its accountability to the national and local government by transferring its responsibility of commissioning to the local government. In order to achieve this, they replaced their PCT board with the elected local cabinet. As a result this enhanced the accountability to flow downwards to the elected members. In addition it created the local democratic accountability for commissioning. Besides, it united the health as well as other local government responsibilities. Evidently the National Health Service also demonstrates its accountability to the local and national governments through carrying out audits and assessments to monitor analyze and ensure effective performance. These audits are carried out by national bodies such as appointments commission, audit commission, care quality commission as well as the Centre for Public Scrutiny. The groups and stakeholders interested in the accountability of the service National stakeholders The health care commission It is evident that there exists a comprehensive system of professional and national regulation that forms the accountability of the health service providers (Bryson et al, 1996). According to scholars, the health care commission is entirely responsible for enhancing the quality of public health and healthcare in England (Bryson et al, 1996). In addition it is responsible for assessing as well as reporting National Health Service and the independent health care organizations performance. Evidently, the healthcare commission assesses value and the quality of money of the public health as well as the health care services using some standards by the health department as well as the most suitable evidence (Edis, 1995). Moreover, it is responsible for producing an annual report about the health care status in England. Besides, it gives an annual rating on every National Health Service trust within England (Edis, 1995). Apparently it also performs complaints review as well as investigations into accusations of any serious service failings (Edis, 1995). Though it is run under a national level, the commission of health care perceives its role as being of paramount to the local dimension (Edis, 1995). This entails the provision of information to the local organizations as well as the comparisons that they would use in performance management, scrutinize as well as hold the local providers accountable (Cannon, 1992). Audit commission Audit commission is also a national regulator. Its role to the healthcare providers has been seen to be both direct and indirect (Bruijn, JA, 2007). The commission carries out an assessment that requires the local strategic partnership that forms targets for their local area agreement (Bruijn, JA, 2007). This as a result holds partners to be accountable. Furthermore the audit commission performs national studies to evaluate performance management in the healthcare provider organizations in certain areas (Bruijn, JA, 2007). A good example to evidence this is the report by the national audit office into addressing obesity. The audit commission is also responsible for appointing independent auditors to certify that the health organizations have what it takes to secure the economy, value for money as well as the efficiency required (Bruijn, JA, 2007). National Institute for Health and Clinical Excellence Moreover, a number of other national organizations are interested in the accountability of the National Health Service (Bruijn, JA, 2007). This body includes the National Institute for Health and Clinical Excellence (Bruijn, JA, 2007). This body is responsible for monitoring and controlling the aspects of health service work by producing assessments of the existing as well as new interventions. National Patient Safety Agency and the Health Protection Agency In addition, National Patient Safety Agency and the Health Protection Agency is yet another interested body (LGA, 2008). The national body is concerned with such issues as the infection control, preparation of epidemics as well as the control of environmental hazards. According to studies, health organization services are regulated, monitored and at times accredited by all the professional bodies (LGA, 2008). This bodies include the Medical Royal Colleges, the nursing and midwifery council, the General medical Council and Health as well as Safety Executive (LGA, 2008). As indicated by scholars, in a number of ways the national lines of accountability are very much effective (Bruijn, JA, 2007). Evidently, at the national level there is a very strong sense of responsibility for the outcomes as well as the outcomes of the service (LGA, 2008). In addition the democratically elected politicians in government are under constant and relentless scrutiny from parliament and the media over every aspect of National Health Service provider performance (Bruijn, JA, 2007). Recent studies indicate there has been a tremendous growth in the acceptance that accountability within a centre is very strong (LGA, 2008). As a result it has enhanced the local National Health Service providers to consistently look up to the line other than the local communities as well as their patients (LGA, 2008). This has resulted to the development of a dependency culture that has distorted priorities as well as stifled innovation (LGA, 2008). Local stakeholders The locals also play a part in ensuring that the service is accountable. It is evident that for the service of accountability to work, the primary health cares should be made to account for the way that way that they monitor as well as commission services. In addition, how they effectively hold other service providers to account (Bryson et al, 1996). If the primary care trusts re news the contract without considering the quality and value for money of the item under procurement then it is not ensuring effective services to the local people. Furthermore, the local accountability is the foundation of trust arrangements (Bryson et al, 1996). As indicated by studies, the foundation trusts have the responsibility of recruiting members from the staff, public as well as the patients. The elected group has the responsibility of electing a board of governors. The board of directors includes representatives from the local organizations. The trusts have the responsibility of ensuring that they develop lines for the local accountability (Bryson et al, 1996). National Health Service and good practice Good practice is a term used to refer to the technique or method that has continuously indicated superior results as compared to other means or methods (Bogan and English, 1994). According to studies good practice evolves to become better if improvements are made (Bogan and English, 1994). In addition it is a standard way of doing things that is adopted by an organization. Evidently, good practices are used to enhance quality (Bogan and English, 1994). The good practices are based on self-assessment and benchmarking. Good practices are in use in almost all the industries including the health service industry (Bogan and English, 1994). Within the health care industry, good practices are used to ensure high quality care that will enhance the best outcomes. It is clear that the National Health Service demonstrate good practices in a number of areas ranging from the diagnosis, treatment as well as documentation (Bruijn, JA, 2007). Most health care providers ensure accurate information and data source documentation. Audits are consistently carried out to ensure that the data is well stored (Bruijn, JA, 2007). In most cases, hospital clinical records provide the most comprehensive source documentation for abstracting clinical information (Bruijn, JA, 2007). Moreover, the set national standards for healthcare providers ensure that the documented clinical data is properly analyzed through the National Health Service (Bruijn, JA, 2007). Best practices within the National Health Service is evidenced by the document for cultural as well as service competency by the San Francisco Public Health Department in its working with people living with HIV/AIDS (Bruijn, JA, 2007). Conclusion The report above has assessed how the National Health Service is managed. To be able to demonstrate this, the paper has shown how the National Health Service applies performance management. As it is evident the use of performance management is up to date limited to a number of national health systems especially from the western European countries as well as the managed care companies within Canada and the United States of America. However, this is a scenario that is rapidly changing as the past recent studies have emphasized the great importance of understanding the way staff performance can be a core aspect in organization and the management of the health services in the underdeveloped world. The report also encompasses how National Health Service demonstrates accountability to local and national government. In addition it has indicated the groups and stakeholders interested in the accountability of the service. In conclusion the report has assessed whether, National Health Service demonstrates what is meant by good practice. References Armstrong, M., and Baron, A. 1998. Performance Management – the new realities. London: The Institute for Personnel Development. Bach, S., and Sisson, K. 2000. Personnel Management: a comprehensive guide to theory and practice. Sydney: Blackwell Publishers Bogan, C.E. and English, M.J., 1994. Benchmarking for best practices: winning through innovative adaptation. New York: McGraw-Hill Boland T, Fowler A, 2000. A systems perspective of performance management in public sector organizations. The International Journal of Public Sector Management, 13; 5. MCB University Press. Bruijn, JA. 2007. Managing performance in the public sector, 2nd Ed. New York: Taylor & Francis Bryson C, Jackson, M., and Leopold J, 1996. Human Resource Management in NHS Trusts. Health Services Management Research, vol. 9, pp. 98-106 Cannon FW, 1992. Performance Management: a new perspective. Executive Development, vol. 5, no. 4 Edis, M. 1995. Performance Management and Appraisal in Health Services. London: Kogan Page. LGA Health Commission Final Report. 2008. Who’s accountable for health? Accessed on December 4, 2011 from http://webcache.googleusercontent.com/search?q=cache:Rr5_3dfIvSIJ:www.lga.gov.uk/lga/aio/721828+&hl=en Read More