The Performance Department (part of the Trust Business Analysis and Reporting Directorate) is responsible for ensuring that the Trust continues to be one of the leading mental health and community health services  providers and for ensuring that the Trust meets national standards and targets set by the department of health.

Trust Overall Performance

One of the recommendations of the Francis Enquiry into events in Mid Staffordshire NHS was that Trusts be more transparent, allowing true information about performance and outcomes to be shared with staff, patients and the public.  To achieve this EPUT has developed a set of Board of Director Scorecards:

Board of Directors Scorecards

We have developed this scorecard over the last couple of years to give our service users, their families and carers, and anyone else who has an interest in our services, the opportunity to see how we are performing.  It includes indicators were performance has been identified as requiring improvement ( ‘ hotspots’ ) as well as those  representing our Quality Priorities to ensure that we provide care of the highest standard.  The scorecards also includes performance against nationally defined standards of care as set out within the Single Oversight Framework published by NHS Improvement.

This suite of indicators will evolve in accordance the Trusts’s annual quality priorities and to reflect any identified lapses in performance against local or national targets.

Public Quality Dashboard

Performance targets are set for the Trust both internally by the Board of Directors and by external organisations, such as local Clinical Commissioning Groups (CCGs), Local Authority Partners and NHS Improvement.

Each year the Board of Directors approve a performance framework for the Trust that includes target levels of performance across the entire range of the organisations activities from front line customer care to the efficiency of back office functions and the well-being of staff. The Trust’s governance arrangement ensure that Performance against the agreed targets are monitored monthly by Senior Management Teams and the Executive Team. The Board of Directors are advised of any outliers that give cause for concern.

The Indicators that are agreed by the Board are included in Performance dashboards that monitor performance at inpatient ward, community team and individual consultant level. The Board indicators are supplemented by other measures to enable operational managers to maintain an overview of local trends and allow comparison to service wide performance.

Our services are commissioned through Service Level Agreements (SLA) with local CCGs and Specialist commissioners. These SLAs specify the amount of activity (e.g. Face to Face contacts) that the Trust is required to provide, in addition to quality standards ( e.g. waiting times ) for each service.  Activity is recorded, collected and reported to the CCGs on a monthly basis, comparing the actual activity undertaken to the planned levels of activity and highlighting any services which are a cause for concern.

The three Local Authorities have section 75 Partnership Agreements in place with the Trust. Each year the expected levels of performance for each nationally defined social care indicator is negotiated and agreed. Activity is reported to the Local Authorities monthly in a Performance Framework.