Report Cards or Instrument Panels: Who Needs What?

Nelson, Eugene C.; Batalden, Paul B.; Plume, Stephen K.; Mihevc, Nancy T.; Swartz, William G.

doi:10.1016/s1070-3241(16)30136-5

Cited by 47 publications

(17 citation statements)

References 6 publications

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“…In this way, the Balanced Scorecard helps managers develop their mental models. The healthcare industry has started to adopt a similar concept referred to as an instrument panel (Nelson et al, 1995), (Nugent et al, 1994). Another variation in healthcare is the report card -a comparative reporting system that allows healthcare purchasers and consumers to rank institutions.…”

Section: 41mentioning

confidence: 99%

Improving the Use of Information Systems for Hospital Management Using Balanced Scorecard Framework

Boafo¹,

Missah²,

Nyarko‐Boateng³

2017

IJSEA

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Hospital management teams receive voluminous data from variety of sources; these teams are unable to extract these data into the essential information for strategic decisions. It is as a result of this that this study is using a framework called the Balanced Scorecard (BSC), the development of an iterative prototyping system, user survey and focus group methods based on BSC to improve the use of information systems for Hospital management at Suntreso Government hospital. The study described in this paper has analyzed performance management tools like the Baldrige, the lean and balanced scorecard. The main focus is on the balanced scorecard management tool as a result of the numerous advantages it has over the others. The study used Balanced Scorecard (BSC) as part of a management control system for implementing strategies in Suntreso Government Hospital. A case study was conducted using the maternity and children's ward unit to measure innovations. Data was collected from DHMIS at the hospital before and after the end of the study, the information prototyping software developed, displays graphical relationships between key indicators like the length of stay, the average waiting time which shows progress in the PSUs. The results of the study is that SGH has adopted the concept, PSUs now formulate their plans using BSC, focus groups are satisfied with ease of access and the format of the information prototyping system. The study identified problems for the two patients units, then solutions were proposed to the management unit. That is using the balanced scorecard framework, a proposed information prototype system to check the average length of stay, the average waiting time, complication rate among others was provided.

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Section: 41mentioning

confidence: 99%

Improving the Use of Information Systems for Hospital Management Using Balanced Scorecard Framework

Boafo¹,

Missah²,

Nyarko‐Boateng³

2017

IJSEA

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“…Both process and outcome benchmarking are required to identify strengths and weaknesses and implement improvements. Benchmarking can help organizations or systems to become more productive by focusing on the best practices and identifying issues that require further attention (Baker and Pink, 1995;Nelson et al, 1995). Internal benchmarking focuses on best practices within an organization, competitive benchOrganizational performance assessment in health care marking enables organizations to learn from the best others in the industry, and functional benchmarking encourages organizations to look outside their industry for effective practices (Mosel and Gift, 1994).…”

Section: Improving Operational Effectivenessmentioning

confidence: 99%

“…For example, the performance data generated by the Cleveland Health Quality Choice Program were used by the Cleveland business coalition to identify service providers to receive the business purchasing group's request for proposal. The Under the Microscope project in the US was developed to provide feedback on the performance of a home care service BENCHmark (Porter, 1995) California Hospital Outcomes Project (Romano et al, 1995) Cleveland Health Quality Choice (Rosenthal and Harper, 1994;CHQCP, 1995) Hypothetical Governing Body Quarterly Report (Luttman, Siren andLaffel, 1994) Joint Commission's Indicator Measurement System (Nadzam et al, 1993) Illinois Hospital (Counte, Glandon and Holliman, 1988) Maryland Hospital Association (Kazandjian et al, 1993) Maryland Quality Indicator Project (Scheiderer, 1995) Minnesota Clinical Comparison & Assessment Program (Borbas, McLaughlin and Schultz, 1995) Monmouth Medical Centre (Laffel, Thompson and Sparer, 1995) United States QUIIX-Ed (Fitzgerald, Shiverick and Zimmerman, 1996) United States CRISP (Bergman, 1994) CRISP (Nerenz, Zajac and Rosman, 1993) Dartmouth-Hitchcock (Nelson et al, 1995) HEmS (CCHRI, 1995) HEms (Corrigan and Nielsen, 1993) HEmS Gordan, Straus and Bailit, 1995) Henry Ford Health System (Sahney, 1995) Hypothetical (Ellencweig, 1992) Kaiser Permanente (1995) Massachusetts Health Care Purchaser Group (Jordan, Straus and Bailit, 1995) Pennsylvania Health Care Cost Containment Council (Localio et al, 1997) Level of assessment provider to account to the current and potential client referral sources (Miller and Lazar, 1995). Gamm (1996) provided comment on four types of accountability: political; commercial; clinical or patient; and community.…”

Section: Ensuring Accountabilitymentioning

confidence: 99%

“…The performance report may be used by funders and regulators to single out 'bad apples' (Nelson et al, 1995). The fear is that more emphasis will be paid on laying blame than on learning and correcting the causes of bad results.…”

Section: Content and Quality Of The Underlying Datamentioning

confidence: 99%

“…There are often performance trade-offs, such that while the financial picture is important, information on internal business performance and impact on consumers is a necessary requirement. Nelson et al (1995), concerned by the judgemental, static and potentially punitive nature of scorecards and report cards, suggested the use of an instrument panel. The instrument panel is designed to capture high level indicators of performance that provide information on the key organizational processes.…”

Section: Lack Of a Comprehensive Modelmentioning

confidence: 99%

See 2 more Smart Citations

A Review of Organizational Performance Assessment in Health Care

Leggat

Narine

Lemieux‐Charles

et al. 1998

Health Serv Manage Res

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As health care organizations look for ways to ensure cost-effective, high quality service delivery while still meeting patient needs, organizational performance assessment (OPA) is useful in focusing improvement efforts. In addition, organizational performance assessment is essential for ongoing management decision-making, operational effectiveness and strategy formulation. In this paper, the roles and impact of OPA models in use in health care are reviewed, and areas of potential abuse, such as myopia, tunnel vision and gaming, are identified. The review shows that most existing OPA models were developed primarily as sources of information for purchasers or consumers, or to enable providers to identify areas for improvement. However, there was little conclusive evidence evaluating their impact. This review of existing OPA models enabled the establishment of principles for the development, implementation and prevention of abuse of OPA specific to health care. The OPA models currently in use in health care may provide managers with false confidence in their ability to monitor organizational performance. To further enhance the field of OPA, areas for future research are identified.

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Outcome Report Cards

Ireson

Ford²,

Hower³

et al. 2002

Arch Surg

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easuring value (quality and cost) continues to be a major challenge in health care as providers respond to societal pressures (primarily from the payer) to standardize processes and patients assume the role of consumer. Relatively few studies report the extent to which report cards affect patient outcomes of care. Survey results indicate high levels of public distrust in report cards. The information that patients desire often is not what is reported because traditional indicators of quality often serve institutional needs rather than patient needs. Patients understand and value information framed as risk avoidance more so than as an opportunity for better health. Effective report cards are brief and simple. The model surgical report card for patients suggested herein includes ratings for patient satisfaction, functional status and well-being, specific symptom assessment, biologic indicators of disease progress, and costs. Successful report cards strike a balance between quality and cost that meets the needs of the stakeholder for whom they are intended.

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Report Cards or Instrument Panels: Who Needs What?

Cited by 47 publications

References 6 publications

Improving the Use of Information Systems for Hospital Management Using Balanced Scorecard Framework

Improving the Use of Information Systems for Hospital Management Using Balanced Scorecard Framework

A Review of Organizational Performance Assessment in Health Care

Outcome Report Cards

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