Running head: HEALTHCARE DASHBOARD
Healthcare Dashboard
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HEALTHCARE DASHBOARD
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A list of key performance indicators in the following categories that would be useful for
the healthcare organization
• 3-4 financial indicators’
The financial indicators will be used by the organization to assess its financial and
operational stability. The indicators will also help in developing methods of looking at the
financial and operational results to determine the fiscal health status of the company’s
finance. The key financial indicators include:
Financial ratios- the financial ratios are used to assess the company financial performance
for enamel the liquidity ratios are used to assess if the company has adequate current assets
to offsets its debt obligations. The profitability ratios are used to determine if the company is
generating adequate profits to maximize the shareholders wealth and become sustainable.
Other ratios include the market ratios, the debt ratios which are also known as the leveraging
ration, as well as the capital budgeting ratios. All these ratios will be analyzed to determine
how best the company is performing in order to make necessary decisions.
Balance sheets- the balance sheets show the company’s financial health as at any time. The
balance sheets indicates the company’s assets, and , capital and liabilities
Cash flow statement- the cash flows are used to assess the financial health and performance
of the company. The cash flows ratios are used to determine how much the company is
making as profit after deducting its expenses. this way, the company can determine its profit
censer.
• 3-4 operational indicators
The key operating indicators refers to the groups of measurement or metrics used to assess
and or evaluate the organization’s performance against its goals and objectives. The
HEALTHCARE DASHBOARD
organizational performances is compared to the standard, benchmarked industry standers r
budgets
Inpatient flows- the inpatient flow indicates the company effectives in delivering care. It
looks at the bed turnovers rate, the readmission rates of the patient As well as the hospital
occupancy
Patient’s satisfaction- the patient satisfaction is a measure of the overall patient perception
about the company’s services. For example, if the service quality is excellent, the patient
satisfaction would be high (Parasuraman, Zeithaml, &, Berry, 1994)
Revenue cycle- Finally the revenue cycles indicates the overall patient attitudes, awareness
and perception. If the attitudes towards the colony’s services are positive, then the patient
satisfaction is positive
• 3-4 satisfaction indicators
Patient healthcare experience- patient healthcare experience determines the patient's
satisfaction. Therefore, by survey the patients about their healthcare experience in the
hospital, the hospital can analyze their service quality. Service quality dimension include
Net promoter score (NPS)- According to De Vos, et al, (2009), the net promoter scores is
used to analyze the likelihood of a patient or a client refrying their friends, and relatives to
the hospital. The hospital can determine the net promoter score by analyzing how many
patient or families have been referring to the hospital by either relative or healthcare
institution. If a hospital finds that most patients are referred to it, then the net promoter
scores is higher, otherwise the net promoter score is low
Industry benchmarks- industry benchmarks can also be used to analyze and compare the
hospital’s performance to that of the other leading hospitals in the region. If the hospital is
bellow the industry benchmarks in terms of cleanliness, service quality, nursing code of
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ethics, and other healthcare standards, then the hospitals is underperforming and thus should
take necessary measures to improve its performance
• 3-4 quality indicators
Hospital based outcome- the hospital based outcome include the success of treatment,
hospitalization and patient care. If the percentage of patient that leave the hospital cured is
higher than the percentage of the dead or referred patients, then the hospital based outcome
are poor. Such hospital needs to revise the practice approach (Pandey, &, Cursio, 2006, pp.
224-9).
Care processes- care processes include patient care, feedback, distress response, medication
nod prescription. If the patient survey indicate that these care processes are poor, then there s
needs for the hospital to take necessary measures to remedy this. It is the duty of the hospital
to continuously improve quality and maximize their performance. Therefore in case the
hospital does not have its own specific performance improvement strategies, it can adopt any
of the quality management program or strategies implemented by the other hospital. There
are also patient care standards that are already benchmarked to bemused in the hospitals
Audit and feedback report- currently, almost all hospitals have in place their audit programs
which involve the analysis of stakeholder feedbacks, it is therefore important for the hospital
to continuously analyze the audit reports to determine if their performance is lacking.
Hospital audits are very important performance indicators that a hospital ought to have as
apart of its dashboard
conclusion
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The above dashboard elements are just for indicative purposes, large healthcare
organizations are likely to have many more or less performance indicators based o their
specific services, market niche and movement regulation. In most case, hospitals still
References.
Pandey K, &, Cursio J, (2006).Data feedback for quality improvement of stroke care:
CAPTURE Stroke experience. Am J Prev Med 31:S224-9.
De Vos, M., Graafmans, W., Kooistra, M., Meijboom, B., Van Der Voort, P., & Westert, G.
(2009). Using quality indicators to improve hospital care: a review of the
literature. International Journal For Quality In Health Care, 21(2), 119-129.
doi:10.1093/intqhc/mzn059
Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1994), “Moving forward in service quality
research: measuring different levels of customer expectations, comparing alternative scales,
and examining the performance-behavioral intentions Link”, Marketing Science Institute
working paper, Report No. 94-114 September 1994