Development of key performance indicators for emergency departments in Ireland using an electronic modified-Delphi consensus approach

Wakai, Abel; O’Sullivan, Ronan; Staunton, Paul; Walsh, Cathal; Hickey, Fergal; Plunkett, Patrick K.

doi:10.1097/mej.0b013e328351e5d8

Cited by 44 publications

(35 citation statements)

References 12 publications

(19 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…2 All of the reviewed studies used Delphi rounds to reach agreement on selected measures and then grouped consensus-reached measures in terms of different approaches such as the Donabedian structure-process-outcome framework. 2,9,10 Researchers adopted BSC approach to obtain a balanced set of PMs and ensure other important aspects of ED performance apart from internal processes and patient satisfaction (ie, human resource growth and financial performance) were not ignored in the process. Also, AHP was used as a method of multicriteria decision making to develop priorities for proposed measures based on paired comparisons.…”

Section: Discussionmentioning

confidence: 99%

“…Patients spend a relatively small fraction of their overall hospital stay in the ED, and attribution of patient outcomes to ED care alone is probably invalid. 9 However, they are of great importance as lagging indicators that must be drilled down to the leading factors to uncover the causes and from there implement appropriate changes. 7 The respondents placed the least importance on ''disease-/condition-specific 'time to' measures'' such as ''time to thrombolysis in ED,'' ''time to bronchodilator therapy in severe asthma,'' ''time to analgesia for severe pain,'' and ''time to antibiotic treatment in sepsis.''…”

mentioning

confidence: 99%

See 1 more Smart Citation

Development of Balanced Key Performance Indicators for Emergency Departments Strategic Dashboards Following Analytic Hierarchical Process

Safdari

Ghazisaeedi

Mirzaee

et al. 2014

The Health Care Manager

View full text Add to dashboard Cite

Dynamic reporting tools, such as dashboards, should be developed to measure emergency department (ED) performance. However, choosing an effective balanced set of performance measures and key performance indicators (KPIs) is a main challenge to accomplish this. The aim of this study was to develop a balanced set of KPIs for use in ED strategic dashboards following an analytic hierarchical process. The study was carried out in 2 phases: constructing ED performance measures based on balanced scorecard perspectives and incorporating them into analytic hierarchical process framework to select the final KPIs. The respondents placed most importance on ED internal processes perspective especially on measures related to timeliness and accessibility of care in ED. Some measures from financial, customer, and learning and growth perspectives were also selected as other top KPIs. Measures of care effectiveness and care safety were placed as the next priorities too. The respondents placed least importance on disease-/condition-specific "time to" measures. The methodology can be presented as a reference model for development of KPIs in various performance related areas based on a consistent and fair approach. Dashboards that are designed based on such a balanced set of KPIs will help to establish comprehensive performance measurements and fair benchmarks and comparisons.

show abstract

Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

Development of Balanced Key Performance Indicators for Emergency Departments Strategic Dashboards Following Analytic Hierarchical Process

Safdari

Ghazisaeedi

Mirzaee

et al. 2014

The Health Care Manager

View full text Add to dashboard Cite

show abstract

“…There is little reason to believe that the patients' focus on pain relief has substantially altered in the 3+ decades since the point was initially made. In fact, the argument can be made that in 2013 patients' focus on pain relief is now being used as a basis for both internal and external adjudication as to how well an ED is doing (e.g., as assessed by regulatory bodies) [5]. The point is if pain relief is a primary reason patients present to the ED, pain relief should be one of the primary foci of emergency care provision.…”

Section: Pain Is Often the Primary Complaint And Impetus For Ed Presementioning

confidence: 99%

Management of Pain in the Emergency Department

Thomas

2013

ISRN Emergency Medicine

View full text Add to dashboard Cite

Since pain is a primary impetus for patient presentation to the Emergency Department (ED), its treatment should be a priority for acute care providers. Historically, the ED has been marked by shortcomings in both the evaluation and amelioration of pain. Over the past decade, improvements in the science of pain assessment and management have combined to facilitate care improvements in the ED. The purpose of this review is to address selected topics within the realm of ED pain management. Commencing with general principles and definitions, the review continues with an assessment of areas of controversy and advancing knowledge in acute pain care. Some barriers to optimal pain care are discussed, and potential mechanisms to overcome these barriers are offered. While the review is not intended as a resource for specific pain conditions or drug information, selected agents and approaches are mentioned with respect to evolving evidence and areas for future research.

show abstract

“…The aim of bootstrap is to generate a lot of data by resampling from the original sample. This data intensive strategy has proven reliable in estimating statistics like averages and their confidence intervals [49], quantiles [50], or even p-values [51]. Non-parametric bootstrap is also appropriate when analyzing the results based on a Likert scale and different sample sizes (for example, smaller than 100 [52], larger than 1000 [53]).…”

Section: Non-parametric Bootstrap Analysismentioning

confidence: 99%

A Non-Parametric Delphi Approach to Foster Innovation Policy Debate in Spain

2016

View full text Add to dashboard Cite

Abstract:The aim of this paper is to identify some changes needed in Spain's innovation policy to fill the gap between its innovation results and those of other European countries in lieu of sustainable leadership. To do this we apply the Delphi methodology to experts from academia, business, and government. To overcome the shortcomings of traditional descriptive methods, we develop an inferential analysis by following a non-parametric bootstrap method which enables us to identify important changes that should be implemented. Particularly interesting is the support found for improving the interconnections among the relevant agents of the innovation system (instead of focusing exclusively in the provision of knowledge and technological inputs through R and D activities), or the support found for "soft" policy instruments aimed at providing a homogeneous framework to assess the innovation capabilities of firms (e.g., for funding purposes). Attention to potential innovators among small and medium enterprises (SMEs) and traditional industries is particularly encouraged by experts.Keywords: innovation policy; Delphi; bootstrap; intangibles; intellectual capital; Spain Conceptual FrameworkInnovation is a complex process where agents produce knowledge based on other pieces of disperse and fragmented knowledge. As a consequence, we can reasonably expect that agents will almost never go through this process in isolation, but interact with other agents to acquire and exchange knowledge, information, and other resources [1]. Social and technological changes in past decades induced more complexity on the innovation process, increasing the potential connections among actors [2]. Indeed, it has been argued that innovation increasingly depends on external knowledge sources [3].The theoretical approaches to assess innovation have reacted to such changes, shifting from a "linear" and autonomous perspective on the production of knowledge [4] to a comprehensive approach where the innovation process is the result of the co-evolution of society and technology, where agents do not innovate in isolation but within a "system", and where interactions and feedback processes are key to explaining innovation paths [5][6][7][8]. This holistic vision of the innovation process gave rise to new research agendas, such as "open innovation", in which the discussion is centered at acknowledging the value of using external knowledge [9][10][11]. There has been an increasing interest in the research of empirical evidence relating open innovation and innovation performance [12], but its implications for public policy-making have not yet been analyzed in detail (with few exceptions [13]).These changes in innovation practice and theory also induced changes in innovation policy [14,15]. For example, they showed the increasing need to manage interfaces between users and producers of innovations beyond the pure transfer of knowledge and technologies (e.g., stimulating demand articulation and bridging gaps between actors). These changes also urged policy-m...

show abstract

Development of key performance indicators for emergency departments in Ireland using an electronic modified-Delphi consensus approach

Abstract: Employing a Delphi consensus process, it was possible to reach a consensus among EM specialists in Ireland on a suite of 97 KPIs for EDs.

Cited by 44 publications

References 12 publications

Development of Balanced Key Performance Indicators for Emergency Departments Strategic Dashboards Following Analytic Hierarchical Process

Development of Balanced Key Performance Indicators for Emergency Departments Strategic Dashboards Following Analytic Hierarchical Process

Management of Pain in the Emergency Department

A Non-Parametric Delphi Approach to Foster Innovation Policy Debate in Spain

Contact Info

Product

Resources

About