Key Performance Indicators and Information Flow

2011 ◽  
pp. 2808-2828
Author(s):  
Alexander Berler ◽  
Sotiris Pavlopoulos ◽  
Dimitris Koutsouris
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Information Flow ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Medical Community ◽  
Digital Radiology ◽  
Electronic Healthcare Record ◽  
Medical Sector ◽  
Balanced Scorecards

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.

Key Performance Indicators and Information Flow

2011 ◽  
pp. 257-275 ◽  
Author(s):  
Alexander Berler
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Information Flow ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Medical Community ◽  
Digital Radiology ◽  
Electronic Healthcare Record ◽  
Medical Sector ◽  
Balanced Scorecards

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.

Key Performance Indicators and Information Flow

2005 ◽  
pp. 116-138
Author(s):  
Alexander Berler ◽  
Sotiris Pavlopoulos ◽  
Dimitris Koutsouris
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Information Flow ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Medical Community ◽  
Digital Radiology ◽  
Electronic Healthcare Record ◽  
Medical Sector ◽  
Balanced Scorecards

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.

A framework to create key performance indicators for knowledge management solutions

2003 ◽  
Vol 7 (2) ◽  
pp. 46-62 ◽  
Author(s):  
Francisco M. del‐Rey‐Chamorro ◽  
Rajkumar Roy ◽  
Bert van Wegen ◽  
Andy Steele
Keyword(s):  
Knowledge Management ◽  
Performance Indicators ◽  
Key Performance Indicators

scholarly journals IT Effect Assessment for Non-profit Organization

2019 ◽  
Vol 8 (4) ◽  
pp. 8854-8858
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Federal State ◽  
Non Profit ◽  
Core Business ◽  
The Core ◽  
Commercial Activities ◽  
Non Profit Organizations

The article is devoted to assessing the effect of the implementation of information technologies in non-profit organizations. The purpose of the assessment is to evaluate the effect of IT implementation and its impact on key performance indicators of an organization. The indicators characterizing the results of the organization’s activities in accordance with the State Assignment and the results of commercial activities were used as the key performance indicators. For federal state budget NPOs, it has been shown that a positive IT effect for auxiliary business processes does not directly ensure positive performance indicators for the core business processes. Hidden effects of the use of IT were assessed by changes of the indicators of the core business processes. Performance indicators characterizing the results of commercial activities may demonstrate a negative effect. Understanding the specifics of non-profit organizations, as well as metrics and performance parameters characterizing the effectiveness of such organizations, is important to ensure a correct approach to the digitalization of business processes and their performance management.

scholarly journals New Strategic Thinking in Mitigating the Challenges in Implementing Key Performance Indicators (KPIs) and Increasing Efficiency in Corporate Performance Management in MENA Region

2019 ◽  
Vol 10 (4) ◽  
pp. 59
Author(s):  
Moetaz Soubjaki ◽  
Radwan Choughri
Keyword(s):  
Performance Management ◽  
Significant Relationship ◽  
Performance Indicators ◽  
Corporate Performance ◽  
Implementation Process ◽  
Key Performance Indicators ◽  
Strategic Thinking ◽  
Mena Region ◽  
Effective Implementation ◽  
Goals And Objectives

The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.

scholarly journals P1548THE VALUE OF BEING A NETWORK: CLINICAL GOVERNANCE AND DIALYSIS CLINIC PERFORMANCE MANAGEMENT IS ASSOCIATED WITH IMPROVED PATIENTS SURVIVAL

2020 ◽  
Vol 35 (Supplement_3) ◽  
Author(s):  
Luca Neri ◽  
Jasmine Ion Titapiccolo ◽  
Francesco Bellocchio ◽  
Otto Arkossy ◽  
Mario Garbelli ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Structural Equation ◽  
Clinical Status ◽  
Key Performance Indicators ◽  
P Value ◽  
Clinical Practices ◽  
Historical Cohort ◽  
Intermediate Outcomes ◽  
Dialysis Vintage

Abstract Introduction. In order to help facilitate the uptake of best clinical practices, improve outcomes, enhance efficiency and reduce costs, few healthcare organizations have introduced Continuous Quality Improvement (CQI) programs. Since September 2014, dialysis centers belonging to the EMEA Fresenius Medical Care (FME) network have introduced a CQI policy called Medical Peer Review (MPR) based on key performance indicators (KPI) related to patient’s clinical status. We exploit the quasi-experimental setting generated by the introduction of FMC CQI policy, to evaluate the association between improvement in intermediate outcomes (key performance indicators) and prolonged survival among dialysis patients registered in the EMEA FME network. Methods. We conducted a historical cohort study. We included adult patients on chronic dialysis with less than 90 days between renal replacement therapy (RRT) initiation date and first treatment date in FME clinics. We compared KPI target achievement (P-BSC score) and 2-year mortality for patients enrolled prior to MPR-CQI policy onset (Cohort A) and a cohort of patients enrolled after MPR-CQI policy onset (Cohort B). Structural Equation model was adopted to estimate the association of MPR-CQI policy on patients’ survival through changes in intermediate outcomes (P-BSC score). Results. The Cohort A and Cohort B consisted of 2397 and 1873 patients, respectively. We observed no difference across groups concerning the distribution of age (63.1 vs 62.8 years), gender (59% vs 60% males) and body mass index (27.6 vs 26.4 kg/m2); Cohort A showed lower Charlson’s comorbidity index (3.3±1.5 vs 3.8±1.9, p<0.01) and higher dialysis vintage (32.9±27.0 vs 21.3±22.2 days, p-value<0.01) compared to Cohort B. P-BSC scores over the 6-month ascertainment period was 5.25±1.47 in the pre CQI-MPR policy cohort, while it was significantly higher (6.67±1.63) in the post CQI-MPR policy cohort. Mediation analysis demonstrated a strong indirect effect of CQI-MPR implementation on mortality trough improvement of P-BSC rating score occurring in the post-implementation era (OR=0.70, p<0.001) Conclusion. We showed that, after discounting for potential unmodifiable confounding factors and potential unmeasured selection/chronological bias, improvement of intermediate outcomes and performance indicators occurred after MPR-CQI policy implementation, was associated to a strong improvement in survival. Figure:

Developing Partnership Measurements

2021 ◽  
pp. 400-432
Keyword(s):  
Statistical Methods ◽  
Performance Indicators ◽  
Complex Dynamics ◽  
Key Performance Indicators ◽  
Business Partnerships ◽  
Balanced Scorecards ◽  
Multi Level ◽  
Ongoing Development

This chapter ponders how to best measure academy-business partnerships. While metrics, key performance indicators, balanced scorecards, objectives and key results, and dashboards are important, questions remain on what to measure, how, and a number of complex dynamics that exist given the multi-variate, multi-level, and multi-dimensional considerations. While many tools, indices, and checklists have emerged, none specifically report on academy-business partnerships. Thus, it is also the time of data chaos. The Clevenger Nexus is in ongoing development and considers three axes, which would need to include a host of variables in each area of investment, issue, and innovation. Various statistical methods, opportunities, and challenges are explored relevant to the journey and process of developing such a model.

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