This interactive workshop will give you considerable insight into performance management in health and public services. It will enable you to use strategy mapping, the Balanced Scorecard and the Public Sector Scorecard. The latter is an integrated strategy mapping, service improvement and performance measurement framework for the public and third sectors, which has been used in six continents. Its outcome focus has proved particularly useful in working across organisational boundaries in health and public services.
Outline of the content:
The workshop will be interactive with breakout groups. You will be encouraged to apply the learning to your own organisation or project. Topics covered include the following:
Benefits of Attending:
The workshop will be delivered by Max Moullin, director of the Public Sector Scorecard Research Centre and a doctorate supervisor at Sheffield Business School, where he was a principal lecturer for over 25 years.
He is author of the book Delivering Excellence in Health and Social Care, which has sold over 3,000 copies, and a senior consultant at the Balanced Scorecard Institute. He is a fellow of the Operational Research Society and the Chartered Quality Institute. His early career was in operational research in central government (health, environment and transport) and in British Coal. He is an experienced workshop facilitator and plenary speaker.
The workshop is especially suitable for managers, analysts and professionals working in health and social care.
Registration now closed
1 full day
“The PSS has moved performance management from a top-down, blinkered, blame-game approach to a system founded on inclusiveness, cooperation and understanding …. which is no mean achievement”Neil Robinson, Operational Research Society
“It’s very helpful to be able to see what’s happening across the whole health & social care system, and where the balance of risks lie”
John Mothersole, Chief Executive Sheffield City Council
“Having a regularly refreshed dashboard of system-wide indicators encompassing relevant NHS and social care pathways helped ensure quality discussion and decision-making at Programme Board meetings. And the fact that these had been developed through the involvement of service users and operational managers provided a level of assurance around their real-world meaningfulness”Steven Haigh, Director Primary Care, Sheffield
“The SLC4L Strategy Map visually told the story of SLC4L, what we were trying to achieve and how. It helped all those involved understand the outcome and process measures the programme was trying to achieve, and therefore being evaluated against.”Carol Weir, Programme director, Sheffield Let’s Change4Life