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Lessons from Times Square.

Alison Moore

    Nursing Standard (Royal College of Nursing (Great Britain) : 1987)
    |August 23, 2006
    PubMed
    Summary
    This summary is machine-generated.

    Hospital matrons in Kent are now accountable for their areas using a performance management system. This approach, adapted from the New York Police Department, enhances accountability in healthcare settings.

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    Area of Science:

    • Healthcare Management
    • Public Health Policy
    • Organizational Behavior

    Background:

    • Traditional healthcare performance management often lacks clear accountability structures.
    • The need for innovative management systems in National Health Service (NHS) trusts is recognized.
    • Inspiration drawn from high-accountability sectors like law enforcement.

    Purpose of the Study:

    • To evaluate the implementation of a New York Police Department-based performance management system in a UK hospital trust.
    • To assess the impact of this system on matron accountability and operational oversight.
    • To explore the adaptability of external performance models in healthcare.

    Main Methods:

    • Qualitative assessment of system implementation.
    • Case study of a Kent-based hospital trust.

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  • Focus on the role and responsibilities of hospital matrons under the new system.

    • Main Results:

    • Matrons are now directly answerable for activities within their designated areas.
    • The system establishes a clear chain of command and responsibility.
    • Initial observations suggest a shift towards proactive management by matrons.

    Conclusions:

    • The adopted performance management system enhances matron accountability in the hospital setting.
    • Cross-sectoral adaptation of management strategies can be effective in healthcare.
    • Further research is needed to assess long-term outcomes and broader impact.