Table 6.
Effective indicators on hospital performance evaluation in a process format
| Input | Process | Output | Impact |
|---|---|---|---|
| Number of inpatient beds | Number of hospitalization days | Number of deaths after admission | Patient satisfaction |
| Number of outpatient beds | Number of emergency visits to outpatient visits | Incidence of nosocomial infections | Relocation of staff |
| Number of physicians | Proportion of patients who have to use expensive medical equipment to total patients | Percentage of agreement between diagnosis at the time of admission and at discharge | Absence of staff |
| Number of nurses | Hospital survival rate | Number of outpatient deaths | Employee sick leave rates |
| Number of other clinical team staff | Combined index of hospitalization adjusted days | Number of deaths after surgery | Hospital success in obtaining credentials in quality management |
| Total number of employees equivalent to full time | Total number of nonemergency outpatient visits | Percentage of readmission for the same diagnosis | Legal complaint rate from the hospital during the year |
| Cost of human resources | Number of outpatient visits | Percentage of repeat surgical procedures | Staff satisfaction percentage |
| Cost of other resources | Number of emergency patients | The number of falling patients | Complaint patient percentage |
| Ratio of the number of administrative staff to total staff | Number of correct diagnoses to total diagnoses to each specialist | Percentage of medical errors | |
| The ratio of physician to nurse | Number of patients refer to hospital to admitted patients | Percentage of postoperative hematomas and hemorrhages | |
| Ratio of physicians to bed | Number of patients admitted per day | Mortality rate in intensive care unit | |
| Ratio of nurses to bed | Number of minor surgeries | Needlestick | |
| Ratio of other members of clinical team to bed | Number of major surgeries | Unplanned readmissions to the intensive care unit within 48 h after discharge | |
| The ratio of the number of employees to the number of active beds | Patient admitted ratio | Prevalence of smoking among staff | |
| Day-case rates | The ratio of perfect nursing documentation | Readmission rate per active bed | |
| The ratio of staff to existing standards | Number of hours of nursing courses | Percentage of costs due to medical neglect | |
| The ratio of managers’ salaries to the total cost of human resources | Ratio of appropriate prescriptions to total prescriptions | Error percentage in estimating bills correctly | |
| Gross margin | Rate of clinical chemistry, hematology, immunology, and bacteriology tests | Number of readmissions based on different diagnoses | |
| Clothing and appearance of staff | Average cost of outpatient | Hospital medical expenses relative to total hospital costs | |
| Parking for patients’ relatives and acquaintances | Average cost of inpatient | Ratio of private income to total hospital costs | |
| Prescription rate of diagnostic procedures | Average costs per bed per day | Sentinel event rate | |
| Staff salary and benefits | Hand hygiene practices (measurement of alcohol) | Total rejected (total number of bills rejected by insurance) | |
| Debtors | Percentage of patients with long stay | The rate of false-positive and false-negative tests | |
| Quality of medical equipment | Average waiting time for outpatient admission | The rate of canceled surgeries | |
| Hospital safety | Operating expense per bed | Total number of radiologic tests per number of beds | |
| The reputation of the hospital | Duration of unused equipment | Medical error rates per 10,000 outpatients | |
| Wellness facilities for patient families and visitors | Number of articles published in peer-reviewed scientific journals by staff per year | Compensation rate as a percentage of total revenue | |
| On-call physicians | Occupied day per bed | ||
| Patient safety culture | Inpatient bed days per physician | ||
| Costs of staff training per capita | BOR | ||
| Percentage of staff with postgraduate degrees | BTR | ||
| Percentage of physicians’ referrals to other specialists | Waiting time for admitted in the emergency department | ||
| Ratio of total staff costs (salaries and benefits of staff) to total hospital revenue | ALS | ||
| Average overtime per employee | Waiting time for admitted in the emergency department | ||
| Ratio of assets to debt | ALS | ||
| Food quality | Time and circulation of visits | ||
| The relevance of the tests prescribed to the diagnosed disease | |||
| Physicians’ tolerance to hear details of patients’ problems | |||
| Respectfully treat of all staff | |||
| Number of discharge with personal consent |
BOR=Bed occupancy rate, BTR=Bed turnover ratio, ALS=Average length of stay