Performance can be measured and improved, and performance measurement can be beneficial Performance measures should include non-financial measures with a focus on quality, customer needs and, more broadly, stakeholder needs There is a need to move towards more meaningful and strategic measures There is a need to dedicate sufficient effort at the conceptualization stage, including consideration of the relevance of proposed measures to system change as well as their potential adverse effects PM is a complex and technically challenging exercise that needs appropriate expertise, resource allocation, an evidence base and awareness of the pitfalls PM system implementation represents significant organizational change, not just the collection and reporting of data More emphasis and effort are needed on “actioning” results for improvement |
The extent to which PM systems should be integrated across all levels of an organization and, specifically, whether measurement of management performance and measurement of clinical performance should be integrated processes The degree to which measures should change over time or remain static for historical comparison The optimal horizontal scope of measures The relative emphasis on process vs. outcome measures In the health literature, whether or not patient-level outcomes should be measured routinely by clinicians for all patients vs. using sampling or case-based approaches The extent to which performance results should be reported publicly The extent to which measures have specific utility for consumers and the general public The utility and relevance of administrative data for, in particular, outcomes measurement The extent of customization vs. standardization of measures |
