A review of provider performance management within NHS East Lancashire Clinical Commissioning Group

This dissertation looks into the performance management systems within NHS East Lancashire CCG in terms of perceptions, its utility and the engagement of providers. This is undertaken through reviewing the literature associated with performance management systems and developing a conceptual framework on which to undertake the research. Three key methods: Data Line Analysis; Self-Completion Questionnaires; and Semi-Structured Interviews were undertaken, from a cross-section of the organisation, to elicit findings. The findings of these methods of research were analysed. The results illustrated that there was clear demonstration of elements of good practice in relation to performance management however there was also clear indication of a lack of a clear unambiguous and well defined process. In addition the findings illustrated key concerns in relation to engagement and awareness of performance management across the organisation specifically linked to a lack of communication along with a lack of actions being taken with some providers around performance management issues. As a result of the findings of this research it is recommended that NHS East Lancashire CCG: implements a revised organisation wide performance management system; develops a bespoke communications and engagement vi strategy for performance management; reviews internal process within the CCG and CSU teams to ensure awareness and understanding of roles and responsibilities along with accountability arrangements and; also ensures clear focus on provider performance within the Director of Performance and Delivery's 1:1s with key senior commissioning leads. In addition it is recommended that a performance management workshop is held to share the revised approach with all staff and providers. An implementation plan has been developed to support achieve those recommendation