Credit Valley Hospital- Quality & Risk Management

Description

We can’t improve what we can’t measure…

can help an organization decide how to focus its resources to achieve the best results. The purpose of a performance measurement system is to bring a coordinated approach to measurement.

Performance measurement is done through a set of appropriate and relevant indicators. One way of bringing all the measures together is to create a Balanced Scorecard (internal report card) of all the appropriate measures for the organization.

At Credit Valley, as part of the new strategy planning, through the Quality & Risk Management Department, we are establishing the balanced scorecard based on the Hospital Report Series initiative by the Ontario Hospital Association (OHA) and Credit Valley’s Strategic Quality Framework. For this purpose, through an initiative with the Information Systems Department, a Data Repository is being set up at the hospital to centralize the data collection as well as ease of analysis and setting up the Balanced Scorecard.

The scorecard at CVH is based on five key areas of hospital performance, such as:

Work Life (how does our staff view our performance? staff turnover rate, sick time)
System Integration & Change (how timely is care provided? wait times, occupancy)
Clinical Utilization and Outcomes (are we producing appropriate clinical outcomes? mortality, length of stay, readmission rates)
Financial Performance & Conditions (are we using our resources efficiently and effectively? cost per weighted case)
Patient/Client Satisfaction (how do our patients view us? satisfaction)

Each area has different indicators to assess that area’s performance.

Quick Links

Performance Measurement
Indicators
Balanced Scorecard
Hospital Report Series
CVH Strategic Quality Framework
Data Repository
OHA

Credit Valley Hospital March 2007

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Credit Valley Hospital Department

Quality & Risk Management

Description

Quick Links