Board meeting date:
11
thAugust 2011
Agenda Item number: 8.2
Enclosure: 5
Title
Performance Report – Pilot Dashboard
Accountable Director:
Stuart Rees
Author (name & title):
Andrew Crookes – Head of Informatics
Action required from the Board: Decision / Approval Gain assurance X Discussion X Information XWhat other Trust Committee has considered this report?
Committee Date reviewed Key points or recommendations
Purpose of
the report
To inform the Board of the current developments that are
underway with regard to performance management reporting
for the Trust.
Summary of
Key Issues
What are the key issues that the board needs to consider
in this report?
This report highlights the current status of the integrated
Dashboard for the Community Trust and the expected go-live
date.
Strategic
Objective(s)
to which
this paper
relates:
/
To increase
quality, safety
and
productivity of
the services
we provide
To explore
every
opportunity to
innovate and
improve
To build
financial
strength
and
resilience
To develop
strong
community links
and a
reputation for
responsiveness
Which key
standards or
assurances does
this report relate
to?
State specific standard / outcome or
BAF risk
CQC
NHSLA
Board
Assurance
Framework
IMPACTS & IMPLICATIONS
Patient safety & experience
Financial (revenue & capital)
Software consultancy costs £6K
IM&T Staff Training £5K
Equality & Diversity
None
OD/Workforce
None at this stage in the projectWhat patient & public
involvement has there been in
this issue?
Shropshire Community Health NHS Trust 11 August 2011
Originator of Report: Andrew Crookes, Head of Informatics 1 August 2011 Sponsoring Director: Stuart Rees, Director of Finance, Contracting
& Performance
1
Pilot Performance Management Dashboard
1 Introduction1.1 In order to provide accurate and timely performance management information to Directors and Senior Managers the informatics team are in the process of developing a performance dashboard. It has been developed using a NHS Foundation Trust monitoring/reporting criteria and contains:
Balanced score cards Traffic light reporting Charts
2 Background and Context
2.1
The dashboard will be held within the data warehouse, and all the data that is required to populate it will be collected and stored within the data warehouse. This will ensure both the consistency of reporting and data quality. Wherever possible automated data feeds will be used to collect the data, however a number of areas will not have this functionality in the first instance and in those cases the appropriate departments will be supplied with data collection forms which will require completion and submission. Although this introduces an element of double data handling it will only occur in a limited number of areas and only for a relatively short time.
A communication has been sent to the deputy directors requesting confirmation of the services and the associated targets/plans for those services; these will then feed into the dashboard metrics.
3. Current Status
3.1 A prototype dashboard containing real data will be presented to the September board. This will contain months one to three, plus the preceding 12 months activity 2010/11 for the services prior to the new organisation going live on July 1st 2011.
3.2 As previously mentioned not all the data is currently collected so the plan will be to develop data import routines/data capture forms. This will allow services (e.g. workforce) to enter the relevant data needed to populate the dashboard. All data collected via forms will be stored and available for analysis within the data warehouse.
3.3 A company has been commissioned to help with the initial development work that is required to build the dashboard functionality; they will also train the Informatics staff so that the ongoing development and maintenance of the dashboard and associated reporting can be undertaken in-house.
3.4 The dashboard will provide an at-a-glance view of current and historical organisational performance (Fig 1. Balanced Scorecard); one of the distinctive features of the dashboard will be its three layers of information reporting:
Graphical, abstracted data to monitor key performance metrics. Summarised dimensional data to analyse the root cause of problems.
Detailed operational data that will help identify what actions need to be taken resolve any problem.
3.5 Users will be able to drill down on information to get to the root cause of a problem. Each layer will provide additional details, views, and perspectives that enable users to understand a problem and identify the steps they must take to address it. Alerts/reports will be generated that will notify users of exception conditions in the processes being monitored.
3.6 The intention is that the dashboard will be made available to senior management across the organisation using secure web based technologies.
Fig 1. The Balanced Scorecard
3.7 It is important to note that at this stage in the project the dashboard will be classed as a tactical and strategic dashboard and will only provide managers with daily, weekly, and monthly performance updates.
It will not be updated as frequently as operational dashboards (for the purpose of this paper an operational dashboard can be considered as one that reflects a “real time”
Shropshire Community Health NHS Trust 11 August 2011
Originator of Report: Andrew Crookes, Head of Informatics 1 August 2011 Sponsoring Director: Stuart Rees, Director of Finance, Contracting
& Performance
3
situation). It will be developed so managers (with access) can drill down on data through interactive charts and tables.
3.8 We are currently testing the Q1 data in the new template and if robust will be tabled at the Board.
4 Recommendations/Decisions Required
4.1 The Board is asked:
To note the current state of the development of the performance dashboard. To note the current financial implications in terms of:
o Software consultancy support £6K during August/September.
o Additional application training and development for the Informatics staff £5K (during the next 6 months).
