Towards a comprehensive key performance indicators reference model for non-medical support services / facility management in hospitals

In healthcare, so far few data have been processed in terms of controlling and benchmarking of non-medical support services and their costs. With the introduction of case-based rate systems and increasing cost pressure situations in the healthcare sector, the need for cost allocation controlling, key performance indicators (KPI), benchmarking and a well-founded basis for strategic decisions has grown rapidly in Facility Management (FM) in healthcare. In order to provide a holistic and practically oriented solution, it was necessary to assess the requirements of the different KPI specifications of the various non-medical support services in hospitals. On the conceptual basis of the Service Catalogue for non-medical Support Services in Hospitals, the development of a KPI model was conducted in iterative interview sessions with different subject matter experts for FM in hospitals. The result is the setup of a systematic metamodel as the basis for a comprehensive KPI Reference Model for non-medical Support Services / FM in Hospitals providing the basis not only for controlling and benchmarking steps, but also for the development of corresponding adjustments of account plans and cost center accounting, as well as for aligning IT architectures

A framework for measuring quality in the emergency department

There is increasing concern that medical care is of variable quality, with variable outcomes, safety, costs and experience for patients. Despite substantial efforts to improve patient safety, some studies suggest little evidence of reductions in adverse events. Furthermore, there is limited agreement about what outcomes are expected and whether increased expenditure results in a real improvement in outcome or experience. In emergency medicine, many countries have developed specific indicators to help drive improvements in patient care. Most of these are time based and there is a lack of consensus regarding which indicators are high priority and what an appropriate framework for measuring quality should look like

Changing building user attitude and organisational policy towards sustainable resource use in healthcare

Health care provision is significantly impacted by the ability of the health providers to engineer a viable healthcare space to support care stakeholders needs. In this paper we discuss and propose use of organisational semiotics as a set of methods to link stakeholders to systems, which allows us to capture clinician activity, information transfer, and building use; which in tern allows us to define the value of specific systems in the care environment to specific stakeholders and the dependence between systems in a care space. We suggest use of a semantically enhanced building information model (BIM) to support the linking of clinician activity to the physical resource objects and space; and facilitate the capture of quantifiable data, over time, concerning resource use by key stakeholders. Finally we argue for the inclusion of appropriate stakeholder feedback and persuasive mechanism, to incentivise building user behaviour to support organisational level sustainability policy

How is the Compensation of Employees?

The compensation system is very critical and sensitive in the company. So that not a few companies are experiencing difficulties due to compensation that appears not implemented properly. The primary purpose of this study was to determine the remuneration system at PKU Aisyiyah Hospital Jepara. This study uses observation and in-depth interviews with selected respondents to collect data and analyzes with a qualitative approach using an action research design. The qualitative case study used purposive sampling involving nine people directly involved in the compensation process: three directors, three heads of general and finance divisions, and three finance staff. Some hospitals have not implemented the 2017 Permendiknas, but they have generally implemented several remuneration principles. This research has implications for the process of providing remuneration to hospital employees and recommendations for hospital managers to improve the application of remuneration according to PERMEN 2017

How is the Compensation of Employees?

The compensation system is very critical and sensitive in the company. So that not a few companies are experiencing difficulties due to compensation that appears not implemented properly. The primary purpose of this study was to determine the remuneration system at PKU Aisyiyah Hospital Jepara. This study uses observation and in-depth interviews with selected respondents to collect data and analyzes with a qualitative approach using an action research design. The qualitative case study used purposive sampling involving nine people directly involved in the compensation process: three directors, three heads of general and finance divisions, and three finance staff. Some hospitals have not implemented the 2017 Permendiknas, but they have generally implemented several remuneration principles. This research has implications for the process of providing remuneration to hospital employees and recommendations for hospital managers to improve the application of remuneration according to PERMEN 2017

Key performance indicators for successful simulation projects

There are many factors that may contribute to the successful delivery of a simulation project. To provide a structured approach to assessing the impact various factors have on project success, we propose a top-down framework whereby 15 Key Performance Indicators (KPI) are developed that represent the level of successfulness of simulation projects from various perspectives. They are linked to a set of Critical Success Factors (CSF) as reported in the simulation literature. A single measure called Project’s Success Measure (PSM), which represents the project’s total success level, is proposed. The framework is tested against 9 simulation exemplar cases in healthcare and this provides support for its reliability. The results suggest that responsiveness to the customer’s needs and expectations, when compared with other factors, holds the strongest association with the overall success of simulation projects. The findings highlight some patterns about the significance of individual CSFs, and how the KPIs are used to identify problem areas in simulation projects.This study was supported by the Multidisciplinar Assessment of Technology Centre for Healthcare (MATCH) program (EPSRC Grant EP/F063822/1)

Key performance indicators for successful simulation projects

There are many factors that may contribute to the successful delivery of a simulation project. To provide a structured approach to assessing the impact various factors have on project success, we propose a top-down framework whereby 15 Key Performance Indicators (KPI) are developed that represent the level of successfulness of simulation projects from various perspectives. They are linked to a set of Critical Success Factors (CSF) as reported in the simulation literature. A single measure called Project’s Success Measure (PSM), which represents the project’s total success level, is proposed. The framework is tested against 9 simulation exemplar cases in healthcare and this provides support for its reliability. The results suggest that responsiveness to the customer’s needs and expectations, when compared with other factors, holds the strongest association with the overall success of simulation projects. The findings highlight some patterns about the significance of individual CSFs, and how the KPIs are used to identify problem areas in simulation projects