What role should performance management play in the age of integration?

15 Jun 2022
PUU3 - 11A
Quality & clinical improvement

The NHS has had varying regimes of performance management since around the 1980s, ranging from more laissez-faire approaches, to regular calls between ministers and hospital chief executives and daily tracking of waiting times. There is a perceptible tension between ministers wanting to assure patients that there are clear lines of accountability running between them and NHS leaders, and the NHS wanting autonomy and space to make decisions about how to prioritise care and manage demand. This tension has been starkly highlighted over the past two years with the pandemic response and exacerbated elective backlog.

The evolution of integrated care systems will change the way key decisions are made and how care is commissioned and delivered. Leaders at various levels within this new structure will have far-reaching duties to their communities. Simultaneously, trust CEOs are to be assessed on their performance against targets whilst also being assessed on their partnership working.

An esteemed panel of senior leaders from NHS England and NHS Improvement, place, provider and system level will explore this tension and address the key question: what role should performance management play in the age of integration?

James Devine, Director and UK Lead for Health & Care Workforce - KPMG
David Sloman, Chief Operating Officer - NHS England and NHS Improvement
Jackie Daniel, CEO - The Newcastle upon Tyne Hospitals NHS Foundation Trust
Matthew Kershaw, Chief Executive and Place Based Leader for Health - Croydon Health Services NHS Trust
Patricia Miller OBE, Chief Executive Designate - Dorset Integrated Care Board