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ICN White Paper and Integration Masterclass PERFORMANCE AND EVALUATION Erville Millar Chief Executive

ICN White Paper and Integration Masterclass PERFORMANCE AND EVALUATION Erville Millar Chief Executive. HISTORY.

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ICN White Paper and Integration Masterclass PERFORMANCE AND EVALUATION Erville Millar Chief Executive

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  1. ICN White Paper and Integration Masterclass PERFORMANCE AND EVALUATION Erville Millar Chief Executive

  2. HISTORY Camden and Islington Mental Health NHS Trust created 2001 from mental health services managed by Camden and Islington Community Health Services NHS Trust and Royal Free Hampstead NHS Trust Camden and Islington Mental Health and Social Care Trust created 2002 from Camden and Islington Mental Health NHS Trust and mental health services managed by London Borough of Camden and London Borough of Islington

  3. PERFORMANCE MANAGEMENT FRAMEWORK • Specified in section 31 partnership agreement • Regular formal meetings at senior level with partners • Quarterly reports to Board covering health and social care key PIs

  4. PERFORMANCE MONITORING - SOME EXAMPLES FROM BOARD REPORTS

  5. RISKS Department of Health: Independence, Well-being and Choice Our vision for the future of social care for adults in England Department of Health, March 2005 PIs can distort priorities Two sets of integrated PIs can catastrophically distort priorities (without strong leadership)

  6. RISKS Rearguard action to prevent Healthcare Commission and CSCI joining together "Integrated" bodies that have to march to the beat of two different drums remain locked in a world of decaffeinated integration

  7. RISKS • IT and performance management are 2 sides of the same coin • Parties at the table to discuss IT integration • Local authority 1 central IT dept • Local authority 2 central IT dept • Local authority 2 adult social care dept IT • Local authority 2 adult social care dept IT • Integrated body • Integrated body healthcare IT provider • Chances of agreement?

  8. LESSONS Integrated bodies must recognise the importance that different partners attach to different components of performance management - and accept that this sometimes leads to disproportionate focus Successful performance management in integrated bodies requires leadership and clear decision making at local AND national level Integrated performance management costs before it pays Keep it simple

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