KPIs are a means to an end, the end being attainment of the organizational goals. They guide the workforce towards the achievement of the organizational goals.For health care facilities, these can be classified in four categories- Financial, Internal processes, Social Accountability and Customer Perspective.Financial perspective focuses KPIs like accounts receivable, operating profit and cost of development of new medicines and facilities. These aid in judging the financial progress and performance of the health care facilities.Customer perspective comprises of KPIs like access to medical facilities by patients, cost of treatment, etc. These help in knowing the customer-s expectations and perceptions regarding the health care facility. Operations perspective talks of KPIs such as average length of the stay, development time for new facilities and medicines, surgical cases inpatient and outpatient and express arrivals and regular queues. These help in picking out the key processes requiring improvement. Social Accountability revolves around charity applications, disposal and recycling of medical waste, employee turnover, public health care initiatives and health education programmes. These help in knowing how far the Health care Facility has been successful in fulfilling its social responsibility.
Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
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Health care facilities shoulder a responsibility that can turn the fate of people taking their services.
Health care industry makes up an attractive field to operate as it houses immense attractive opportunities for drawing revenues. However, to successfully en-cash these,
This calls for a flawless and effectual management of operations. Organizations involved in such activities often opt for a strategy like BSC (Balanced Scorecard) to count their efforts and efforts.
One can bring the 'important' metrics together by using this tool and rely on it to help it take the healthcare maintenance organization ahead. One needs to be extremely accurate and efficient while working in the area of health care protection.
Taking all the involved aspects together demands a 'tracking device' to be implemented by the players of hospitality sector. BSC often meets the specifications in this regard and therefore, has become the apple of eyes of several firms involved in providing health care services. This approach was developed in 1990s by Norton and Kaplan, who sensed that financial indicators are not a 'complete' way to reflect the progress of a process or organization. Consequently, some other 'non-financial' metrics made their way into the scenario to enable operators gain a 'full' insight into the procedures.
This is the actual scorecard with Health care facilities Performance Indicators and performance indicators. The performance indicators include: health care facilities, financial perspective, inpatient revenue, percentage of outpatient revenue, accounts receivables, percentage of medicaid revenue, customer perspective, customer complaints, cost of treatment, number of physicians., patient satisfaction, operations, outpatient waiting time, average length of stay, successful surgeries of critical diseases, test turn-around time (tat), social accountability, charity applications, disposal & recycling of medical wastes, health education programs, public health research initiatives .
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