With increasing expectations and limited resources, improving the performance of healthcare organisations is the biggest issue in healthcare today.
Mike Paskavitz, an American healthcare consultant with significant experience of the UK NHS, presents a personal view of how performance should be measured and communicated.
Paskavitz compares and contrasts various aspects of performance management in healthcare in both the USA and UK and provides readers with practical tools for measuring and communicating success.
Previously announced as ‘Communicating & Measuring Success in Healthcare’.

Author(s): Paskavitz, Mike
Published: 2004
Binding: Paperback
ISBN 10: 185609247X ISBN 13: 9781856092470

Contents

Editors’s Introduction

Introduction

Glossary of Terms

1.    Measuring Healthcare
        The Quest for 42

1.1    A Global Call for Measuring Healthcare

1.2    What Goes Around Comes Around

1.3    The Economics of “knowing” Drives Measurement in America

1.4    Governance and Assurance Drive Measurement in England

1.5    The Challenges of Looking Inward

1.6    To Know Thyself, the Rules had to Change

1.7    An Emerging Measurement Model

2.    Setting the Stage for Performance

2.1    The Power of Psycholinguistics in Healthcare

2.2    The Lexicon of Performance Management

2.3    Some Wisdom from the Audit Commission in England

2.4    A Framework for Understanding Performance Measurement

2.5    Three Stages of ‘Self-awareness’ for Measurement

2.6    Success in Healthcare? How Novel... and Motivating!

3.    Measuring to Know: Meeting Outside Performance Expectations               

3.1    The Risk of Measuring Compliance

3.2    When Measuring Compliance Defeats its Own Purpose

3.3    Coping with Compliance Indicators in England

3.4    Compliance Indicators in America: a Brief History

3.5    The State of Compliance in England

4.    Measuring to Learn: Answering Local Performance Questions

4.1    The Conundrum of Performance

4.2    Rate-based vs. Event-based Indicators

5.    Measuring to Improve: Driving Organisational Wisdom

5.1    To Drive Objective-based Performance, Franchise

5.2    Turning Data into Action

5.3    Borrowing From the NHS Board Assurance Process

5.4    How to Develop Performance Improvement Objectives

5.4.1    Step 1 — Setting your Strategic Objectives and priorities

5.4.2    Step 2 — Setting Local Government Objectives

5.4.3    Step 3 — Revealing Systemic Risks, Threats and Barriers

5.4.4    Step 4 — Identifying Critical Success Factors or Controls

5.4.5    Step 5 — Differentiating between “Rate-based” And “Event-based” Indicators

5.4.6    Step 6 — Triaging your “Rate-based” Indicators

5.4.7    Step 7 — Monitoring Performance

6.    A Picture Tells 1,000 Data Bits

6.1    New Priorities Drive Reporting

6.2    Taming the Tsunami of Data in Sheffield, England

6.3    Reporting Data is About Dollars and Sense in the U.S.

6.4    The Measurement and Reporting Toolbox

7.    Welcome to the New World of Spin

7.1    Get Used to Defending Yourself

7.2    Understanding Perception is all about Empathy

7.3    How to Understand Your Stakeholders

Appendix 1

Effectiveness of Care

Patient Centeredness

Resource Consumption

Overall Measures