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| ReportAgainsttheCorporatePlan2008-2011.pdf | | 861Kb | Adobe PDF | 
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| Title: | Report against the corporate plan 2008-2011, January - June 2009 |
| Other titles: | Corporate performance measurement |
| Authors: | Health Service Executive (HSE) |
| Publisher: | Health Service Executive (HSE) |
| Issue date: | Nov-2009 |
| URI: | http://hdl.handle.net/10147/85402 |
| Type: | Report |
| Language: | en |
| Description: | Every three years, the HSE publishes a Corporate Plan. It guides our strategic planning and decision making for the
following three years.
The current plan covers the years 2008 to 2011. It sets out what we are seeking to achieve by 2011. It outlines our
overall strategic direction and specifically the six strategic objectives that we are focused on to deliver improved services
and better value.
These cover:
• Health and Wellbeing
• Sustainable Services
• Quality and Safety
• Trust and Confidence
• Operational Excellence
• Unlocking our potential
This report reviews the progress we are making towards achieving these objectives.
This is the first time we have reported against the Corporate Plan 2008 – 2011 and it is anticipated that this type of
detailed analysis will be repeated every six months.
The analysis examines measures which are spread across our objectives. These measures are representative. If we are
doing well in these measures it can be assumed we are progressing towards achieving our objectives. If we are falling
behind on some measures the opposite applies.
The analysis shows that, so far 23 of the measures reported against target, are performing at 70% or greater. For
seven measures we are below this threshold. As this is the first analysis of a three year programme which will run to
2011, the results represent a snapshot in time along a continuous journey rather than an end point.
The areas where the report highlights good performance include the level and speed of reduction in MRSA levels,
childhood vaccination reaching 95% and the establishment of child and adolescent mental health teams.
Areas that need focused attention include breastfeeding, caesarean section rates, disability assessment rates against
standards set in regulation and emergency department experience for people admitted.
Future reports will track trends and progress. They will also take account of programmes which operate across longer
timeframes; such as the development of primary care teams.
Over time this analysis will enable us to create an ongoing picture of how we are performing during the life of the current
Corporate Plan. This will act as an important reference point as we design and implement more detailed annual national
and regional service plans. It will enable us to identify where adjustments need to be made to ensure we remain on
track. This may involve redirecting resources, adjusting our targets based on resources available and indeed changing
the way we provide services. This will be particularly helpful as the integrated service programme is embedded in the
four regions.
Our performance monitoring and measurement systems have been enhanced significantly in recent years. They are
now central to our transformation programme and frontline and support services from long term planning to local
decision making.
We now have unprecedented levels of visibility of how resources are being employed and the results being achieved.
The response of managers and clinicians to this level of accountability has been very positive. In addition to highlighting
weakness it also brings to the fore success and greater transparency in the use of resources. This report adds further to
our capability in this area and I thank you for your co-operation and for providing the information that has made it
possible. [from Foreward, CEO Prof. Brendan Drumm] |
| Keywords: | PERFORMANCE MONITORING
HEALTH SERVICES AND THEIR MANAGEMENT |
| Appears in collections: | Corporate
|
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