performance management and accountability framework 21 - ii... · 2019-07-26 · focus resources...

Performance Management and

Accountability Framework

Performance Management & Accountability Framework Page: of 14

Author: Performance Analyst Version: 0.2

Date of Approval: Status: Final

Date of Issue: July 2019 Date of Review July 2020

Recommended by Executive Management Team

Approved by

Approval date

Version number 0.2

Review date

Responsible Director Director of Quality, Improvement & Innovation

Responsible Manager (Sponsor) Head of Informatics

For use by All Trust Employees

This framework is available in alternative formats on

request. Please contact the Corporate Governance Office

on 01204 498400 with your request.





Change record form

Version Date of change

Date of release

Changed by Reason for change

0.1 May 2019 02/05/2019 Performance

Analyst

Document Creation

0.2 May 2019 23/05/2019

Ged Blezard

Janet Paul

Neil Barnes

Kathryn Lyons

Inclusion of CEO accountability

review and updated risks

following EMT review





Performance Management & Accountability Framework Contents

1. Introduction Page 5

2. Performance Management – Definition, Aims, Purpose & Principles Page 5

2.1 Definition Page 5

2.2 Aims Page 5

2.3 Purpose Page 5

2.4 Principles Page 6

3. Strategic Fit Page 6

3.1 Trust Strategy Page 6

3.2 Risk Management Page 7

4. Performance Management and Accountability Framework Page 8

4.1 Trust Level Performance Management Page 9

4.2 Directorate/Service Line Performance Management Page 11

4.3 Information Development and Delivery Page 12

5. Performance Management Roles and Accountability Page 13

5.1 Trust Board Page 13

5.2 Executive Management Team Page 13

5.3 Service Line Leads/Operational Managers Page 13

5.4 All Staff Page 14

5.5 Informatics Page 14

5.6 Information Asset Owners Page 14

6. References Page 14

Appendix A: Integrated Performance Report Sample

Appendix B: CEO Accountability Review Format

Appendix C: CEO Accountability Review Agenda Template





1. 1. Introduction

1.1 It is the Trust’s intention to implement a clear Performance Management and Accountability

Framework which sets out the overarching principles and approach to delivering a high

performing organisation. This framework aims to ensure that the North West Ambulance

Service (NWAS) successfully delivers national performance standards and its own

strategic objectives

This framework document describes how the Trust will utilise improved information

management to drive better performance and introduce a tiered Performance Management

process to ensure a rigorous, supportive and consistent approach to performance

management is achieved at all levels of the organisation.

2. Performance Management – Definition, Aims, Purpose and Principles

2.1 Definition

Performance management consist of the systems, processes, structures and supporting

arrangements established to identify, access, monitor and response to performance issues.

The aim of improving performance is ultimately to deliver better outcomes for patients.

2.2 Aims

The Performance Management and Accountability Framework aims to define and align the

delivery of operational performance targets, quality indicators and outcome measures. The

Framework will ensure that the NWAS places information at the centre of its decision

making process in order to support the delivery of the Trust’s Strategic Objectives.

The development of this framework will be in line with the Digital Strategy where

improvements in our data quality and greater access to data at all levels of the Trust will

lead to developments in our ability to create a performance management culture.

Implementing the Performance Management and Accountability Framework ensures that

the Trust Board, management teams and individual staff are able to:

assess performance against clear targets and goals

inform strategic decisions and support continuous improvement

identify key actions

put in place effective review meeting structures including intervention as necessary

and appropriate

focus resources and improvement efforts in required areas

identify any systemic problems in the Trust

evaluate the impact of new schemes and initiatives

2.3 Purpose

The key purpose of the Performance Management and Accountability Framework is:

to ensure that the organisation has effective systems and processes in place to

provide assurance to the Trust Board and stakeholders that the organisation is

performing to the highest statutory and regulatory standards,

to develop the business intelligence capability of the Trust and thus inform service

delivery; improvement activity planning, productivity and efficiency; and deliver cost

reduction and transformation programmes,

to support the delivery of strategic objectives





to ensure that NWAS is achieving best value for money in its use of resource

2.4 Principles of Performance Management

The following principles underpin the Trust’s Performance Management Framework:

Creating a performance culture: these arrangements are intended to support the

development of a culture of continuous performance improvement, delivered for the

benefit of patients. This is supported by clear objectives at all levels in the

organisation which drive a culture of high performance and accountability, supported

by the appraisal process. The aim will be to instil a rigorous performance culture in

tandem with developing a clear understanding of where individual responsibility lies.

At Service level the Performance Management Framework should also be used as a

driver for cultural change and engagement within services to further underpin service-

line management.

Transparency: The measures and evidence used to assess performance will be

clearly set out. Services will understand what is required and be held accountable

through a clearly articulated principle; knowing how their performance is being

assessed and what to expect if their performance falls below acceptable levels

Delivery focus: The performance management approach is integrated, action

oriented and focussed on delivering improved performance

Proportionality and balance: Performance management arrangements will seek to

ensure that performance management interventions and actions are proportional to

the scale of the performance risk and that a balance between challenge and support

is maintained.

Accountability: Performance management arrangements will ensure that all parties

are clear where lines of accountability lie.

3. Strategic Fit

3.1 The performance management and accountability framework is an integral component of

delivering the Trust’s strategy alongside the risk management process with particular focus

on key strategic risks which could prevent the Trust from achieving its ambitions.

3.2 Trust Strategy

NWAS’ vision is to be the ‘best ambulance service in the UK’ with a strategic goal to deliver

‘the right care, at the right time, in the right place: every time’.

Each element of the strategic goal has a key aim and measure with an overarching five

year strategy currently being developed by the Board to deliver these goals.

Executive Directors will be responsible for the operational delivery of this strategy with the

Board and associated assurance committees monitoring progress against this including the

management of risk and delivery plans.





Table 1

Goal Aim Measure

RIGHT CARE

Delivering quality services which are

safe, effective and patient-centred.

By 2023, to achieve a CQC Outstanding

rating across all domains.

Achieve all key ambulance service

metrics within the Single Oversight

Framework.

RIGHT TIME

Responding appropriately to patients

who contact our emergency and

urgent care services and use our

transport service.

By 2023, to achieve the top performance

for all operational standards (PES, 111

and PTS).

RIGHT PLACE

Providing patients with advice and

treatment closer to home where

clinically appropriate to prevent

unnecessary hospital attendances

and admissions.

To ensure care is delivered to the most

appropriate setting for the patient and

the system in line with the 5 year

forward view and forthcoming NHS Long

Term Plan and aim to reduce

conveyance to ED.

EVERY TIME

Focusing on every patient and our

commitment to continuously drive

down variation in our performance,

working in partnership with health

and care providers locally so that no

patient is needlessly waiting to help.

By 2023 to provide the appropriate

resources and infrastructure to ensure

we can demonstrate our focus on every

patient and our commitment to

continuously drive down variation in

performance.

3.3

Risk Management

Implementing the Performance Management & Accountability Framework will support the

risk management process across NWAS, with a specific focus on the key strategic risks

and ensure that there is a forum within each service line where risks can be identified,

reviewed and challenged.

Key strategic risks:

SR01 – If the Trust does not maintain and improve its quality of care through

implementation of the Right Care Strategy it may fail to deliver safe, effective and patient

centred care leading to reputational damage

SR02 – If the Trust does not maintain efficient financial control systems then financial

performance will not be sustained and efficiencies will not be achieved leading to failure to

achieve its strategic objective

SR03 – If the Trust does not deliver the Urgent & Emergency Care Strategy then it may

not be able to meet the demand for emergency care leading to inability to meet

performance standards

SR04 – If the Workforce Strategy is not delivered, then the Trust may not have sufficient

skilled, committed and engaged staff and leaders to deliver its strategic objectives

SR05 – If the Trust does not deliver the benefits of the Estates Strategy then the Trust will

not maximise its estate to support operational performance leading to failure to create

efficiencies and achieves its strategic objectives

SR06 – If the Trust does not establish effective partnerships within the regional health





economy and integrated care systems then it may be able to influence the future

development of local services leading to unintended consequences on the sustainability of

the Trust and its ability to deliver Urgent and Emergency Care

SR07 – If the Trust does not maintain and improve its digital systems through

implementation of the digital strategy, it may fail to deliver secure IT systems and digital

transformation leading to reputational risk or missed opportunity Adverse impact on

strategic goals due to the STP/Devolution Programme

SR08 – If the Board experiences significant leadership changes it may not provide

sufficient strategic focus and leadership to support delivery of its vision and Corporate

Strategy

SR10 - If the UK Government leaves the EU without a deal then availability of key

medicines, equipment and resources may be challenged resulting in inflated costs,

disruption to supplies and loss of workforce. The ‘no deal’ withdrawal may impact on our

ability to share, process and access data

Service line and Area Risk Registers will be developed and reviewed at directorate and

area risk management (ARM) meetings allowing connection, consideration and

conversation around performance and risk management. Any risks requiring escalation

from area/service level to corporate level will be discussed and agreed upon at relevant

Service Line Directorate and Senior Management Team meetings.

This framework will not replace existing structures or arrangements for reporting and

escalating risks in line with NWAS Risk Management Policy and Procedures and will

provide additional assurance to Trust Board and EMT that risks are being managed and

mitigated appropriately.

4 Performance Management and Accountability Framework

4.1 The clear vision of the Performance Management and Accountability Framework will

support the Trust in making the most of the available information, improving services and

delivering improved patient outcomes.

The Performance Management and Accountability Framework seeks to align information

on operational performance, activity, finance and quality to give an accurate organisational

overview. By drawing on a range of different data sets and improving the analysis of

information, the framework is designed to add value to different information sources and

provide a comprehensive picture of the complex elements affecting the Trusts’

performance.

By providing clarity about how information can be used, and clear roles and responsibilities

for analysing and acting on the information it is envisaged that the framework will aid an

evidence based culture; with the right level, type and presentation of information being

provided to different areas of the organisation as appropriate.

Delivering the changes required to realise the vision for improved information provision will

require a staged approach, with an initial focus on reviewing and rationalising existing

reports to release capacity for new ways of working.





4.2 Trust Level Performance Management

The Board of Directors receives its information on Trust performance via monthly Board

reports. The principal report is the Integrated Performance Report, which provides an

update on performance against key indicators from the Single Oversight Framework (SOF)

and business critical measures.

The single oversight framework is used by NHS Improvement (NHSI) to monitor and review

performance using one consistent approach for all NHS Trusts. In November 2017, NHSI

and the CQC revised the SOF highlighting which measures they considered essential for

boards to monitor relating to five domains:

• Quality of Care

• Effectiveness

• Financial Score

• Operational Performance

• Organisational Health

Figure 1 below displays the measures displayed within the IPR, however these are subject

to continued development and amendment with changes reported to the Board of Directors

within the Integrated Performance Report. Where available performance is compared

against nationally against other ambulance trusts.

Figure 1

Domains

Quality of Care

Q1:

Complaints

Q2:

Incidents

Q3:

StEIS Incidents

Q4:

Staff Experience

Q5:

Safety Alerts

Effectiveness

E1:

Patient Experience

E2:

ACQIs

E3:

AQI Outcomes

Finance

F1:

Financial Score

Operational

OP1:

Call Pick Up

OP2:

A&E Turnaround

OP3:

ARP Response

Times

OP4:

111 Response

Times

OP5:

PTS Activity

OH1:

Staff Sickness

OH2:

Staff Turnover

OH3:

Staff Recommend

OH4:

Temporary Staffing

OH5:

Vacancy Gap

OH6:

Appraisals

OH7:

Mandatory

Training

Organisational

Health

Measures

Key

SOF Measures Business Critical Measures





A sample of the Integrated Performance Report is attached at appendix A. statistical

process control charts (SPC) throughout the IPR to measure system performance over

time. They display the operating parameters of our current system with the mean

performance bounded by upper and lower control limits. This methodology has distinct

advantages over our other methods:

It prevents us from responding to normal variation

It helps us identify special cause variation ‘real time’

It helps us to understand how changes are impacting on outcomes

It helps us to understand if the changes we are making are stable

It helps us to understand if the target is within the operating parameters of the system

It helps us to predict what will happen with no change to the system

It helps us to model required changes into the future Where the Board identifies areas of unsatisfactory performance it will mandate the EMT or

an individual director to identify the appropriate actions to restore the position. This may be

met through a specific action or may require a specific action plan and recovery trajectory.

The Board will identify the form and timescale of any reporting required. Where additional

assurance is required, the Board may delegate this role to the appropriate committee.

The principal focus for Board assurance lies with the Committees of the Board and their

supporting Management Groups. Although, some elements of performance reporting run

through the Committee structure, they have a further role in providing the Board of

Directors with assurance that the performance information being reported is accurate and

meaningful, through methods such as internal and external benchmarking and audit.

The committee structure is set out in Figure 2 below: Figure 2

NWAS COMMITTEE STRUCTURE

The Committees are also responsible for oversight of performance metrics relating to the delivery of the Trust’s strategy, which are not reported within the Integrated Performance Report, to gain assurance that NWAS is on track to deliver its strategic vision and goals.

Table 2 includes examples of measurement areas monitored at committee level.





Table 2

Committee Strategic Goal Measurement Areas

Quality & Performance Committee

Right Care Right Time Right Place

Incidents, Serious Incidents, Complaints, Health and Safety, IPC, Medicine Management, Safeguarding ARP Response Times, PTS Contract Standards, Non ED Conveyance, 111 Call Response Targets

Resources Committee Every Time

Finance Risk Rating, Agency Spend, EPR Implementation Turnover, Vacancy Gap, Training, WRES Score, Appraisals

4.2 Directorate/Service Level Performance Management The principal lines of performance reporting and accountability runs through the

organisation from the Board and Executive management team (EMT) to the directorates

and service lines of the organisation.

The Board of Directors delegates day to day operational management of the Trust to the

EMT. The EMT also has the responsibility for developing and recommending policy and

strategic issues to the Board and its committees. The EMT meets weekly and receives

both verbal reports on the key performance issues from the previous week, identifying and

delegating required actions.

Each service line, led by a Senior Management Team will develop and maintain its own

formalised, written and approved Performance Management Framework. All service lines

should monitor and take responsibility for performance of key indicators in line with the five

domains of the Single Oversight Framework. Agreed performance indicators within each

service line should be applied consistently across all geographical areas to reduce any

variation in performance management across the trust.

Service Level Performance Frameworks should contain:

Key metrics relevant to each service line structured according to the SOF

Establish appropriate clear reporting hierarchies e.g. sectors, teams, individuals

The form and format of performance reviews (frequencies and processes)

Internal escalation route within services when performance is inadequate

Incentives in place for rewarding good performance

Staff support means to understand and apply the performance management

framework effectively

A key element within the Performance Management and Accountability Framework will be

the introduction of CEO Accountability Reviews whereby service lines, on a rotational basis

(see Appendix B) will have an opportunity to meet with the CEO and an Executive Panel,

utilising the agreed service line metrics to monitor and challenge performance by

‘exception’ and allow the service lines leads to escalate any appropriate issues and

‘showcase’ new and innovative ways of working.





The objective of these meetings will be:

Understanding and challenging performance which is ‘off trajectory’

Assessing risks to future delivery and agreeing remedial action plans including key

milestone dates for delivery

Discuss and agree required developmental/support measures to aid performance

delivery

CEO Accountability Reviews will occur on a weekly basis, with the exception of week 4 in

the month due to Board commitments, they will follow on from EMT and be in line with data

availability and cover the following:

1. An overview of the service line’s performance within the previous month and explaining

the outcome of any actions taken on previous performance results

2. An update on each ‘by exception’ item explaining:

The cause of the exception

The actions being taken to address the exception

A forecast/prediction of when the exception will be resolved

Daily/weekly measures are taking place to address the exception

Update on previous months exceptions including evidence to demonstrate

resolution/progress

Appendix B and C contain suggested attendees, schedule of meetings and a suggested

agenda for each service line.

The CEO Accountability approach will provide the tools for the Executive Team to monitor

all key performance metrics and receive the necessary assurance required whilst ensuring

intervention is proportionate and balanced to the issue with key emphasis on the balance

between challenge and support.

4.3 Information Development and Delivery Large volumes of data are available in separate systems across the Trust, which can make

access to performance management information difficult to obtain in a timely manner. The

Trust’s Digital Strategy seeks to address this with the development of a centralised

database. This will allow the automation of integrated performance reports at all levels of

the organisation, which can be accessed from a self-service platform.

This development will be a phased approach over five years led by the Informatics team

which will initially be focused on the metrics reported within the Trust level integrated

performance report. The performance management frameworks developed for each

service line should then provide clarity on which metrics are crucial and should be given

precedence. The EMT will have the final decision on the order of the systems and

measures to be introduced into the business intelligence solution. Information governance

standards must be adhered to as part of this process to ensure that information is

collected, stored, accessed and handled correctly.

The benefits of automation will only be realised if there is a focus on the quality of data

being entered in the source systems. Poor data quality can led to a lack of confidence in





reporting outputs and prevent evidence based decisions.

Ensuring systems are designed to limit data entry errors and staff have an understanding

of the importance of data quality can also lead to better productivity, allowing them to focus

on their main role rather than spending time correcting data errors.

5. Performance Management Roles and Responsibilities

One of the aims of the Performance Management Framework is to ensure that managing

performance becomes everyone’s responsibility. However, the Trust Board will drive a

culture of performance by providing a clear vision, objectives and priorities, and by holding

the executive to account for delivery. Effective performance management will require

defined roles and responsibilities and clear ownership of outcome measures. A summary of

these roles and responsibilities is as follows:

5.1 Trust Board

The Trust Board is responsible for:

Approving the Performance Management and Accountability Framework and ensuring

it is implemented and maintained.

To receive assurance and approve the Trust’s performance against compliance with

the Single Oversight Framework, via the Integrated Performance Report (IPR).

To receive assurance reports on progress against corporate objectives and

performance against standards and indicators.

To identify areas of concern and request further reports through the committee structure on controls and actions required.

5.2 Executive Management Team

The Executive Management Team (EMT) is responsible for:

Ensuring implementation of the Performance Management and Accountability

Framework across all service lines and ensuring regular maintenance and review.

Receiving, considering and challenging senior leads across all service lines on key

performance metrics as reported and as part of the CEO accountability reviews.

The Director of Quality, Improvement & Innovation has the lead role for performance management processes within the organisation

5.3 Service Line Leads/Operational Managers

Managers are responsible for the day to day implementation of their service lines

Performance Management Framework within their area of responsibility, including

maintaining a management system where performance management reviews take place at

area, locality, team or individual level.

An example of this, The Service Delivery meeting schedule, can be found at Appendix D.

Responsibilities for incorporating the Performance Management and Accountability

Framework into operational practice include ensuring:

To ensure all staff understand the importance of data collection and analysis and its

role within the organisation, and to support staff in this task, and role model the

behaviours required themselves

To acknowledge and reward excellent performance





To ensure that accurate data is input to the Operational Systems, HR, Finance and

Governance systems within the appropriate timescales

To scrutinise the information to understand variances, trends, discrepancies and

gaps;

To identify the root cause of variances, trends, discrepancies or gaps and act upon

this to eliminate continued performance issues

To escalate with supporting evidence to the appropriate Manager issues that

cannot be resolved locally and to ensure that the risk is appropriately captured on

the risk register

To analyse the data and establish priorities for service development or business

opportunities, escalating to the appropriate Manager to enable the area to be

highlighted as a potential service improvement project, or an opportunity for the

organisation

To ensure the performance report is scrutinised and action plans for improvement

are set on a daily/weekly or monthly basis

To ensure that performance reports are part of a set agenda for team meetings

To monitor compliance of action plans for underperforming service

5.4 All Staff

All staff contribute towards performance improvement and management by being

encouraged and supported to identify improvement opportunities and to take the required

action. It is important that staff own the data on their activity, understand the importance of

data quality and collection and how that translates to the corporate performance of the

organisation.

5.5 Informatics

Informatics are responsible for producing the monthly NWAS Integrated Performance

Report for the Trust Board and the maintenance of the Performance Management and

Accountability Framework. The Informatics team will be key to developing the business

intelligence solution which will connect trust data sources allowing the timely delivery,

analysis and interpretation of performance data.

5.6 Information Asset Owners

Information Asset Owners are responsible for the quality of data entered within the system

that they manage. Data driven decision making based on inaccurate data could have

negative implications for the performance of the trust and therefore its patients.

6 References

6.1 NHS Improvement – Single Oversight Framework 2017 [Online] Available at:

https://improvement.nhs.uk/resources/single-oversight-framework/

https://improvement.nhs.uk/resources/single-oversight-framework/

Appendix A: Integrated Performance Report Sample

Appendix B: CEO Accountability Review Format

Accountability Reviews will be held on week 1, 2 and 3 of each month following EMT and last for 2 hours in duration from 1300 – 1500. Data presented and discussed will be dependent on availability at the time with limited NWAS HR and Finance data until after the 10th (approx.) of the month. The schedule will be as below:

Meeting Directorate/ Service Line

Attendees Focus

Month 1:

Week 1 PES – GM Deputy Director of Operations Head of Service Consultant Paramedic Finance Lead (GM PES) Fleet & Estates Lead (GM) HR Lead (GM PES)

Current Performance metrics including national targets.

Week 2 EOC & CH Strategic Head of EOC CH Lead Finance Lead (EOC & CH) HR Lead (EOC & CH)

Current performance metrics including CPU.

Week 3

Finance, Procurement and Fleet & Estates

Finance Lead Contracting Lead Procurement Lead Assistant Director of Fleet & Estates

Current performance metrics including contracting, and financial metrics.

Month 2:

Week 1

PES – C&L Deputy Director of Operations Head of Service Consultant Paramedic Finance Lead (C&L PES) Fleet & Estates Lead (C&L) HR Lead (C&L PES)


Week 2

111 Head of Service (111) Clinical Lead for 111 HR Lead (111) Finance Lead (111)

Current performance metrics including all contract requirements.

Week 3

OD Head of HR (Corporate) Head of L&D Head of Training

Current performance metrics including all attendance and training requirements.

Month 3:

Week 1 PES – C&M Deputy Director of Operations Head of Service Consultant Paramedic Finance Lead (CML PES) Fleet & Estates Lead (C&M) HR Lead (C&M PES)


Week 2 Resilience Deputy Director of Operations Head of Special Operations Head of Contingency Planning BCM Manager

Current Performance metrics including EPPR updates.

Week 3 Medical and Quality including IT and Informatics

Chief of Digital and Innovation Assistant Director of Quality Head of IT Head of Informatics Head of Risk & Safety (Complaints) Chief Consultant Paramedic

Current Performance metrics including CPI targets.



Date of Approval: Status: Draft

Date of Issue: June 2019 Date of Review

At month 5, week 1, the process will continue again with PES GM, EOC etc on a rolling basis until Month 8 when a

review will take place again. This continuous cycle will continue to ensure the Accountability Reviews are fit for

purpose and beneficial to all involved.

Additional reviews may be scheduled in if performance is particularly challenged in a particular area and/or

improvements are not being made in a time acceptable to the CEO Executive Panel.

Month 4:

Week 1 PTS – Operations & Contact Centres

Head of PTS Head of PTS Operations Head of Contact Centres Finance Lead (PTS) HR Lead (PTS) Fleet & Estates Lead (PTS)

Current Performance metrics including contract requirements.

Week 2 Corporate Affairs and Strategy & Planning

Head of Legal Head of Corporate Affairs Risk Manager Head of Comms Head of PM

Current performance metrics.

Week 3 Review of the process and agreement to continue/make revisions to schedule, format or reporting dashboard

Appendix C: CEO Accountability Review Sample Agenda

Date and Time of Meeting: Venue: Required Attendees:

Agenda

Agenda Ref

Time Purpose/

Encl. Presenting

1. CEO Welcome and Introduction Information CEO

2. Apologies for absence Information CEO

3. Minutes/Action Log from the previous meeting Information/Discussion

CEO

PERFORMANCE MEASURES

4. Team Improvement Case Study presentation (15 minutes) Information SL Lead

5. Review of Performance Management Dashboard

Dashboard/Discussion

SL Lead

6.

Agreement and confirmation of arising actions from this meeting included scheduled completion dates

Action Log CEO

7. Any Other Business

Information CEO

DATE OF NEXT MEETING

8. Date of next Meeting Information CEO

Appendix D: Service Delivery Meeting Structure



Date of Approval: Status: Draft

Date of Issue: June 2019 Date of Review

Meeting Name Frequency Chair Attendees

Level 1 Monthly/

Quarterly* Sector Manager

Sector Manager, Advanced Paramedics,

Operational Managers and Senior Paramedic Team

Leaders (SPTLs)

Level 2 Monthly Sector Manager

Sector Manager, Consultant Paramedic(s),

Advanced Paramedics, Operational Managers and

SPTLs

Level 3 Monthly Head of Service Head of Service, Sector Managers,

Consultant Paramedic(s)

Level 4 Monthly Deputy Director of

Operations Deputy Director of Operations, Heads of Service

Service Delivery

Senior

Management Team

Monthly Director of

Operations

Director of Operations, Deputy Director of

Operations, Heads of Service (x5), Head of Regional

Planning, CFR Manager, Programme Manager,

Comms, Finance, Fleet & Estates, Workforce Reps.

Operational

Performance

Group (OPG)

Quarterly Director of

Operations

Director of Operations, Deputy Director of

Operations, Heads of Service (x5), Head of Regional

Planning, CFR Manager, Programme Manager,

Sector Managers, Consultant Paramedics.

Quality Business

Group (QBG) Monthly

Consultant

Paramedic

Consultant Paramedic(s), Sector Managers,

Advanced Paramedic, Clinical Safety Manager.

* varies from area to area – some areas have a quarterly SPTL away day others have monthly Level One’s dependent on current operational pressures, key areas of focus or concern.

performance management and accountability framework 21 - ii... · 2019-07-26 · focus resources...

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