Performance Management in Healthcare: From Key Performance Indicators to Balanced Scorecard

by Bryan P. Bergeron

Overview

Performance management, often referred to as process management, is a strategy that can be used to achieve an optimum mix of quality, safety, patient satisfaction and solvency. The basis of performance management is the effective use of resources, as measured by quantifying processes and outcomes using key performance indicators (KPIs) – core measures that gauge the performance of an organization in particular areas. There is more to performance management than selecting a few KPIs from a list and feeding them into a graphical dashboard system. It’s about behavior change, leadership, and vision.

Written for administrators, clinical staff, process improvement managers and information technology personnel of healthcare organizations, this second edition provides the knowledge necessary to provide the leadership and vision for a performance measurement initiative. This practical resource provides a high-level review of the quality/safety initiatives in healthcare, describes the implementation process from an IT perspective, and offers high-level clinical, financial and cultural details. It features an extensive listing of clinical and non-clinical KPIs: a glossary including financial, medical, and operational terms; and appendices of organizations and sources of indicators and benchmarks.

Product Details

ISBN-13:	9781138104525
Publisher:	Taylor & Francis
Publication date:	12/06/2017
Series:	HIMSS Book Series
Edition description:	New
Pages:	276
Product dimensions:	7.00(w) x 10.00(h) x (d)

About the Author

Bryan Bergeron, MD, writes, speaks and consults about business technology and the intersection of computers and medicine. A Fellow of the American College of Medical Informatics and the author of more than two dozen books, several hundred articles, and a dozen software packages, Bryan’s expertise extends from robotics to digital-data management and from medical informatics to modeling and simulation. He is named inventor on eleven US patents, including several on Translational Reality. Bryan has held a variety of different teaching and administrative positions at Harvard Medical School, MIT, and HST and Massachusetts General Hospital Institute for Healthcare Professionals – from Research Affiliate to Acting Director, and has taught courses ranging from cardiovascular pathophysiology and pulmonary pathophysiology to healthcare informatics. For the past twenty years, he has headed Archetype Technologies Inc., which specializes in the development and evaluation of new technologies and intellectual property.

Bryan has worked with technology startups in areas ranging from surgical robotics and artificial intelligence to user-interface design and 3D modeling and simulation. As chief scientist, he designed and developed avatar-based clinical simulations, leveraging voice recognition and medical expert systems. He also designed and developed intelligent tutoring systems and serious games for training military and civilian first responders for nuclear, chemical and biological events.

Bryan founded his first company, Home Health Software, in 1984, with several commercially successful software titles. This was followed by HeartLab, the first commercial multimedia patient simulator on a microcomputer. In addition to software, Bryan has designed and developed microprocessor-based hardware and specialized sensors.

He has successfully secured and directed grants from the National Institutes of Health (NIH), Small Business Innovation Research (SBIR), Medical Boards and the Department of Defense (DoD). Past and ongoing activities range from developing intelligent tutoring systems, augmented reality systems, and humanoid robotic systems to open-source physiology engines.

His twenty plus books, published by McGraw-Hill, John Wiley and Sons, Inc. and Prentice Hall, among others, range from business and technology to clinical medicine and applied medical informatics. He was founding Editor-in-Chief of e.MD and on the editorial boards of fourteen medical/technology journals. For over a decade, he has served as editor-in-chief of Servo Magazine, dedicated to the next generation of robotics and Nuts & Volts Magazine, written for the hands-on electronics hobbyist.

Bryan completed his formal education with a Post-Doctoral Fellowship in Medical Informatics, including advanced courses in computer science, at Harvard in 1987. He received his BS degree cum laude from Tulane University and his MD from Louisiana State University Medical Center. He also performed research in Neurobiology at the Marine Biology Laboratory at Woods Hole. In addition, at an early age he was active in amateur radio, including EME (earth-moon-earth) and satellite communications, obtained a commercial communications licenses with RADAR endorsement and worked as a technician on offshore microwave communications systems, ship-to-shore RADAR systems, and computer systems.

Table of Contents

Preface ; Chapter 1: Overview; Chapter 2: Performance Management Cycle; Chapter 3: Key Performance Indicators; Chapter 4: Non-Clinical Indictors; Chapter 5: Clinical Indicators; Chapter 6: Benchmarks; Chapter 7: Reporting; Chapter 8: Behavior Change; Chapter 9: Statistics; Appendix A: Healthcare Quality Organizations; Appendix B: AHRQ Proposed Final Measurement Set; Appendix C: AHRQ QualityTools™ Holdings; Appendix D: AHRQ QualityTools™ Template; Appendix E: NHS Acute Trust KPIs; Appendix F: NHS Primary Care Trusts KPIs; Appendix G: NHS Ambulance Trust KPIs; Appendix H: NHS Mental Health Trust KPIs; Appendix I: NHS Balanced Scorecard Indicators; Appendix J: ACR Appropriateness Criteria™ Topics; Appendix K: CAP Q-Tracks Quality Monitors; Appendix L: National Quality Forum Safe Practices; Appendix M: Oasis Quality Measures; Appendix N: ISO IWA 1; Appendix O: Baldridge Award Criteria; Acronyms; Glossary

Editorial Reviews

Reviewer: Jay M Anderson, BS, MBA (Northwestern Memorial Hospital)
Description: This text is essentially a reference text for health care managers and IT professionals attempting to understand the broad spectrum of topics which encompass healthcare performance management.
Purpose: This text attempts to equip readers with the knowledge necessary to provide the leadership and vision for a PM initiative at their institution. This text is incredibly timely given the recent 5 year anniversary of the IOM report Crossing the Quality Chasm. While it is unlikely the reader would achieve the stated goal through this text alone, the reader will receive a strong exposure to the breadth required for a strong PM program. The reader receives a uniquely-strong listing of the clinical and non-clinical performance indicators being utilized within the industry and an exposure to a fairly comprehensive listing of the relevant indictor development organizations.
Audience: According to the author this text is intended to target healthcare Information Technology executives and professionals, while assuming a CIO to IT managerial-level reader who is knowledgeable of the IT operation of a healthcare organization. I find this to be a suitable audience for this book. In addition to the target audience, healthcare administrators would likely find the indicator chapters and their associated appendices a helpful reference. The author appears to be a credible authority on the topic in general. The book would likely have benefited from a co-author from a provider working directly in the field.
Features: In attempting to provide a broad PM overview topics covered range from the general PM cycle, to key performance indicators (clinical and non-clinical), benchmarking, reporting, statistics and the required behavioral change. The strength of the text lies in the comprehensive listings of indicators and their references within the appendices. These listings are a useful guide to anyone working within or around the healthcare field. New managers would do well to review the indicators listed within the text after assuming a new operational area. The broad nature of the indicator sections contrast directly with the fairly shallow coverage of benchmarking, behavior change and the performance management cycle. Within these sections the reader could be left with an inappropriately shallow understanding of the efforts required to be effective within a strong PM program. Lastly, the stand alone statistics chapter feels out of place. The material is solid, but would likely be more appropriate as an appendix.
Assessment: The field of comprehensive PM within healthcare is still in its earliest stages with significant complexities. This text is a welcomed reference guide to the reader and worth being on the shelves of healthcare management and IT professionals.

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