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Setting Effective Contractual Objectives in Healthcare Management

This document outlines the importance of establishing clear contractual objectives within healthcare settings, based on mutual understanding and aligned with Health Board goals. It emphasizes the need for objectives to be specific, measurable, achievable, relevant, and time-bound (SMART), catering to different specialties and career phases. By clarifying expectations, organizations can enhance performance, motivation, and professional relationships. Regular tracking and reviewing of these objectives ensure adaptability to resources and changing circumstances, ultimately leading to improved outcomes in clinical and operational efficiency.

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Setting Effective Contractual Objectives in Healthcare Management

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  1. OBJECTIVE SETTING

  2. Contractual origins - 1 • T&C’s section 3.2.16 to 3.2.21 • Agreed appropriate and identified personal objectives • Nature will depend on speciality • May refer to protocols or work patterns • May include output and outcome measures

  3. Contractual origins - 2 • Mutual understanding • Contribution to Health Board’s objectives and National Priorities [see HDL (2005) 28] • Based on past experience & reasonable expectations • Reflect different career phases • May be affected by changing circumstances

  4. Objectives May include objectives relating to: • quality • activity and efficiency • clinical outcomes and standards • local service objectives • management of resources • service development • multi-disciplinary team working

  5. Positive benefits of process • Increases the chances of getting higher performance • Motivates • Gives understanding and credibility • Improves relationships

  6. Clarifying expectations - 1 Lack of clarity can negatively affect: • performance • motivation • appraisals • relationships with colleagues • the clinical manager’s own credibility • The organisation’s ability to deliver it’s objectives

  7. Clarifying expectations - 2 • Think • Discuss

  8. Think • Clarify in own mind beneficial behaviour • Holistic thinking - whole picture • Descriptive thinking - specific and objective • Measurable against performance • above/meets/below requirements • Translate to real objectives

  9. Discuss • Makes expectations more comprehensive • Ownership and buy-in • Builds relationships

  10. Process • Role of job planning meeting • Plan lead-in time • Role of colleagues/managers • Agree paper trail • Agree review process

  11. In setting objectives (1) consider: • Aims of health community • Role of the organisation • Resources available • Skill mix • Quality • Development

  12. In setting objectives (2) consider: • The individual • The appraisal process • Link to team objectives

  13. Potential traps • Pantomime objectives • Incorrectly quantified objectives

  14. Objectives • Objectives- hard- soft- personal development- team • Performance standards

  15. Enhanced SMART • Specific • Measurable • Achievable and agreed • Relevant • Timed and tracked

  16. Tracking / reviewing allows • Problems to be tackled when small • Identification of any learning and/or development needs • Feedback to modify behaviour • Spontaneous coaching opportunities

  17. Principles of reviewing/monitoring • Happens quickly • Accurate and believed • Easy to collect and collate • ‘Owned’ by those it describes • User-friendly

  18. Conclusion • Part of pay progression • The set objectives become the goal • Therefore, set the correct objectives • Challenging but attainable • Positive motivation

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