Why targets are not helping the NHS to improve

An event by the Deming Alliance - Monday 11 April 2016   09.30 Р16.15

The Round, Nettle Hill, Brinklow Road, Ansty, Coventry CV7 9JL

www.nettlehill.co.uk   Google map http://glurl.co/jTl    Rail: 15 minutes taxi from Nuneaton or Coventry


OUR FOCUS will be on the management of healthcare in general and the NHS in particular, drawing analogies and comparisons with the ex-Soviet system of healthcare management.

Topics include:

  • Current healthcare management thinking vs. ex-Soviet healthcare thinking
  • The use of numerical targets (including deadlines) as a method to increase performance
  • Interpreting indicators (especially flowcharts)
  • Managing and understanding hospital (NHS) budgets
  • Procurement and contracting


Do you work in healthcare or the NHS in the UK?     Are you interested or involved in performance improvement? Are you concerned by the need to improve quality while under pressure of resources?

The seminar will be particularly valuable if you are a junior doctor, a departmental head, a Trust Board member, a CCG lead or an advocate of patient healthcare rights.

There will be contributions from other Deming Alliance members, followed by a discussion on the way forward for the NHS, developing a strategy and identifying concrete next steps.

Alliance host for the day: John Morgan

ATTENDANCE FEE   £45 includes tea & coffee breaks, and buffet lunch.

To book email Secretary, Brian Leeming  brianwleeming@gmail.com



Healthcare organisations around the world set their focus on improving the patient experience, and the use of targets has become the normal way to approach this (eg introduction of business plans, Quality & Outcomes Framework for primary health care, cancer waiting times etc).

Logically, it seems to make sense. People know what to aim at; objectives can be measured to show progress and achievement (“if you can‚Äôt measure it, you can‚Äôt improve it”); and healthcare workers can be held accountable to increase their performance and productivity; and to maximise cost-efficiency.

But have you ever felt that this way of working isn’t working, results are not real, and everyone is chasing their tails?

We stretch to meet the latest set of evidence-based targets, while previous versions become neglected.

Managers incentivise staff to perform, one group distrusts the other, and care levels and cost-savings don’t improve overall.

In a participatory way, the speaker will share and discuss lessons he has learned on improving the performance of health organisations & projects.


Peter Campbell, a British GP by background, now works as a Consultant in International Public Health Management.

He has 20 years experience working to design, implement and evaluate small and medium scale health projects in developing countries. These include (alphabetically) Albania, Bangladesh, Ethiopia, Indonesia, Kazakhstan, Kosovo, Malawi, Mongolia, Morocco, Tajikistan, Turkmenistan and, particularly, Uzbekistan where he lived for 8 years.

In 2009 he completed a full-time Masters (MSc) in International Health at Heidelberg University, Germany. Since then, in addition to his consultancies, he is lecturing to Master and PhD level students at Heidelberg University, and runs his own courses in Project Design and Health Financing at the Charité Medical University, Berlin.

Peter is also the Team Leader of a ‚ā¨27 million project to develop 16 hospitals in Uzbekistan on behalf of the German KfW Bank.





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