The Development of a Strategic Performance Measurement Data Collection Process for Public Health Nursing
Rosemary O' Callaghan
HSE South
Rosemary O’ Callaghan, MSc in Healthcare Management, Diploma in Nursing Leadership, BSc. H. Dip. PHN, RM, RGN. Rosemary is A/Assistant Director of Public Health Nursing and Clinical Placement Co-ordinator with Kerry Community Services. Completed her Masters in Healthcare Management with RCSI in 2015. Professional qualifications are in General, Midwifery and PHN - worked in Ireland and the UAE. Her leadership and expertise in PHN, has focused on developing community based quality improvements including; Optimizing utilization of consumables & cost effectiveness (won Kerry Quality & Patient Safety Awards 2014; nominated for two awards at Irish Healthcare Awards 2015) Developing a strategic performance measurement data collection process for PHN Developing and co-ordinating undergraduate nurse placements in community and in general practice Re-designing process of New Born Blood Spot Screening referrals from hospital to community She has extensive experience in organisational development and change management projects utilising a collaborative approach.
Abstract
Background This project implementation plan is to develop a strategic performance measurement data collection process. Evidence in the literature stipulates that process and quality data are required. The rationale for making... [ view full abstract ]
Background
This project implementation plan is to develop a strategic performance measurement data collection process. Evidence in the literature stipulates that process and quality data are required. The rationale for making this change is that there are operational bottlenecks in the current process resulting in child health key performance indicator data not meeting data set deadlines.
Aim
The aim of this development is to design and develop a strategic performance measurement data collection process for Public Health Nursing service.
Objectives
• Develop an effective electronic process with complete and accurate quality data to meet data set deadlines by week ten in project planning phase.
• Create a duplicate of the national key performance indicator template by week ten of planning phase that can be completed by staff on a daily basis.
• Develop a guideline for staff on data returns by week seven of planning phase.
Description of Innovation
The HSE Change model guides the project planning which includes developing a quality process, easy data collection on a daily basis rather than monthly and developing an information guide on the process for data returns. The proposed evaluation plan is guided by an information systems performance measurement framework to measure accuracy and timeliness of the process and accuracy, timeliness and completeness of the data. Evaluation will include quantitative, qualitative and comparative analysis.
Impact of Innovation
The potential impact of successful implementation of this plan will be a standardised quality process, producing quality data to meet monthly recurring deadlines. Having data quality will impact positively on patient safety, allowing accurate identification of deficits and assisting in the prioritisation of quality improvements.
Conclusion and Implications
Quality data is accurate data being available in a timely manner which is dependent on a quality process to transmit it. The project will deliver the required results with the support of senior management and IT resources.
Authors
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Rosemary O' Callaghan
(HSE South)
Topic Area
Innovations in research methodology, education or clinical practice
Session
CM-1 » Community (10:30 - Thursday, 5th November, Seminar Room 1.29)
Presentation Files
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