M3.26 Managing Performance.
Dr Davinder Paul Singh Baghla 16/03/2009
My role in performance management:
Working as an NHS consultant, I am directly in charge of my team of junior doctors who belong to the “Baghla firm”. Since I am responsible for my patients care, I am thus also indirectly in charge of multidisciplinary teams of physiotherapists and occupational therapists, whom are critical to the successful care I provide.
It is my commitment to my client (patient) that we as a team provide them the highest possible standard of care. This individualised prescription of care is directed by me, but requires the expertise of the team to execute. This complex team structure requires me to effectively communicate and motivate all branches to provide such high standards.
My remit to manage performance is thus not just the team of doctors that I lead but extend to teams that I do not manage but rely upon. For obvious reasons, formal appraisal is only possible with members of the “Baghla Firm”. This consists of one-to-one meetings at the start/ midterm and end of their attachments, along with formal assessments of competency as dictated by the Royal College of Surgeons.
The key output measures are complication rates- time to discharge home data- early morbidity tracking- and most importantly patient satisfaction.
SMART objectives/ performance standards for the team:
The whole team must be at the morning trauma meeting everyday at 7.45am- Lateness not tolerated.
The team will attend a full daily ward round from 8.15-8.45. The notes of all patients must be documented in by 10am with plans disseminated to the MDT.
Whilst on-call all patients for the next day trauma list to be consented/ marked/ and listed for surgery with all investigations clearly documented in the notes by 8am.
Each junior will undertake an audit project during their attachment and present findings to the monthly clinical governance group....