It's a strategic practice used to monitor success. No one metric can create a balanced story, which is why conventional performance management systems are insufficient—often measuring only financial, operational or quality results. These measures alone, though essential and important, fail to tell the complete story of the business realities hospitals now face. Optimal accomplishment only happens when all are aligned on the same goals and marching forward in tandem, each recognizing their contribution to the 'dot' mapped on ascorecard.
Improving Performance amid the Deluge of Data
Measurement is the name of the game in improving healthcare operations these days. A Q&A with Truven Health's Kathy Vanenkevort.
We have to examine cause and effect relationships more today than ever. The business of healthcare and the provisioning of healthcare now have interconnected strategic aims. As we move from fee-for-service to value-based care, seeing all the components of the value equation creates a tipping point between the fragmented practices of today to fluid continuums tomorrow.
The majority of organizations benchmark monthly simply because at that point you have a cohort of data that has enough power to show statistically significant improvement. Timelines should allow suf cient time for change. Remember, we are aiming for palpable results. Something you can feel.
Begin is the operative word. Most organizations don't get far on their journey not because they aren't measuring the right metrics, but because the culture isn't aligned. So to begin one must give special attention to the following:
- Transparency on KPIs—measuring what actually matters
- Alignment of leaders and staff
- Consistent adoption in a systematic way across
- Efficient and effective attainment of results .
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