1. Developing Key Performance Indicators (KPIs)
Staff specialist teams comprising at least one representative from each of the three
original participating authorities were provided with a brief on how to identify the most
suitable indicators.
KPIs are basically intended to appropriately measure and ultimately guide our
performance. The selected measurements, the teams were advised, had to be:
Timely
Measurements should be presented using the most recent data available. Historical
data is useful for comparative purposes but alone does not show recent achievements.
Appropriate
They must provide users with the ability to relate the information provided back to
the organization’s objectives and to assess achievement against those objectives.
Relevant
User must be capable of using the information provided for their purposes and it
should report high-level results such as outcomes and effectiveness or efficiency
measures
Consistent
The groups had to agree on what components were to be included or excluded from
the metrics in order that common data definitions are used.
Accurate and Unbiased
The KPIs must reflect the situation as truthfully and as error free as possible. Groups
must clearly identify any estimates being used.
Complete and Comprehensive
Generally, no single measure will provide a complete picture of the organization. It
may take two or three (or even more) indicators presented in conjunction to show a
true picture of achievement.
The idea of linking the KPIs selected to a Balanced Scorecard Methodology was
proposed and adopted. This approach provides a coherent framework to define a
complete set of measures that assist in judging overall organizational performance
and provide indicators as to how well direction and progress to future goals is being
maintained.
CUSTOMER PERSPECTIVE
How do our customers see us?
INTERNAL BUSINESS PERSPECTIVE FINANCIAL PERSPECTIVE
What must we excel at? How do we look to those funding us?
INNOVATION & LEARNING PERSPECTIVE
Can we continue to improve and create value?

2. Developing Benchmarks:
Benchmarking sources approved by the specialist teams include:
- Industry standards and acceptable ranges of performance
- Targets for succeeding fiscal periods
- Independently fixed measures by a hospital
- MOH Guidelines
- Standards identified and recognised by regional & international bodies
Such benchmarking should allow a participating facility to self-assess against external
standards and drive towards establishing higher expectations amongst its staff as well as
serve as a guide for implementing change. The desired outcome of improvements in
saved time and money would be to the attainment of a competitive advantage over peer
institutions and recognition as a leading edge practitioner of best practice in the provision
of healthcare services.
In greater detail, the benchmarking shall allow for the following:
1) An objective, unbiased regional assessment that is accurate and superior to
that of the quot;in-housequot; evaluations, which provides information on how they
compare to each other and to “best-in-class” performers for specific processes;
2) By establishing a critical baseline or benchmark from which all subsequent
evaluations will be made, progress and trends can be identified and tracked;
3) We hope to raises awareness levels for continuous quality improvement and
create an atmosphere for improved performance and cost savings; the exercise
provides access to the development of best practice tools and systems;
4) We aim to increase accountability and job quot;ownershipquot; by determining the
level of staff adherence to established policies and procedures;
5) The establishment of benchmarks should substantiate and enhance employee
incentive and provide a basis for bonus / penalty awards.
6) Identifies candidate areas for process reengineering, follow-up training and
counselling;
7) Provides for the documentation of results, which in turn are an excellent
source of strategic information for the non-medical portions of accreditation
surveys, etc.