Effective use of workload and productivity monitoring tools in health-system pharmacy, part 2

Rough, Steve; McDaniel, Michael R.; Rinehart, James R.

doi:10.2146/ajhp090217.p2

Cited by 41 publications

(30 citation statements)

References 13 publications

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“…8,9 A dashboard focuses on graphical monitoring of operational processes; a BSC includes detailed measures that closely align with organizational strategic goals and objectives. Based on the considerations discussed earlier in the article, it is recommended that the pharmacy director incorporate Kaplan's four broad perspectives in creating the department's BSC.…”

Section: Elements Of the Bscmentioning

confidence: 99%

“…9,15 In regard to personnel costs, a BSC can be used to track hours worked per unit of service, labor cost per admission, labor expense per doses billed, pharmacist worked hours per order, technician worked hours per dose, clinical interventions per pharmacist shift worked, and pharmacist to technician skill mix ratio on a monthly, quarterly, and yearly basis. This type of monitoring and analysis will help the pharmacy department fl ex staff appropriately and optimize care for the patients.…”

Section: Financial Performancementioning

confidence: 99%

“…A BSC is often structured to measure organizational performance metrics based on specifi c strategic goals, which offer better information for making decisions for the pharmacy department. 8,9 This article highlights the key metrics that pharmacy directors should include in the design of their pharmacy department's BSC. The goal of this article is to provide hospital pharmacy directors with a method to develop a successful BSC that can be used to promote patient-centered pharmacy services.…”

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confidence: 99%

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Balanced Scorecards as a Tool for Developing Patient-Centered Pharmacy Services

Enwere¹,

Keating

Weber

2014

Hosp Pharm

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H ospitals and health systems are required to measure and track performance due to government, private, and consumer pressures to ensure quality health care services. Hospital valuebased purchasing (HVBP) programs, meaningful use incentives, and the Patient Protection and Affordable Care Act (ACA) are examples of programs that force accountability and quality of care while reducing overall health care expenditure.1 Pharmacy directors face signifi cant challenges with rising drug costs and limited pharmacy staff while being expected to provide the highest quality pharmacy services. To meet these expectations, the pharmacy director must balance resources and performance. They must show how they have achieved that balance. Essential department data can be effectively used to help measure the success of the department in meeting their strategic goals, which are ideally aligned with the organization's priorities. 2Balanced scorecards (BSCs) are used in health care to list the results of the delivery of health care services as a continuous quality improvement approach.3 The BSC was fi rst introduced in 1992 byKaplan and Norton as a way to view performance broadly rather than a narrow focus on fi nancial measures. 4,5 The BSC contains 4 perspectives: customer, internal process, innovation and learning, and fi nancial. The BSC was fi rst discussed as a tool to be used in health-system pharmacy as a way to demonstrate pharmacy's value in meeting its key performance metrics. 6 In addition, BSCs were introduced in 1999 to improve medication use and to manage resources devoted to drug therapy. 7 The BSC is often divided into sections that refl ect the key operations of a pharmacy department, including medication safety, operations, quality, fi nance, education, and research.The terms BSCs and dashboards are often used interchangeably, but these tools are distinctly different. BSCs trend performance metrics over longer time intervals of weeks, months, and quarters; dashboards, track performance over shorter intervals in minutes, hours, and days. Dashboards typically serve as tactical indicators on the state of a process and focus on action limits involving trend lines instead of progress toward prespecifi ed goals. A BSC is often structured to measure organizational performance Having accurate data is essential for the pharmacy director to manage the department and develop patient-centered pharmacy services. A balanced scorecard (BSC) of essential department data, which is a broad view of a department's function beyond its fi nancial performance, is an important part of any department's strategic plan. This column describes how the pharmacy director builds and promotes a department's BSC. Specifi cally, this article reviews how the BSC supports the department's mission and vision, describes the metrics of the BSC and how they are collected, and recommends how the pharmacy director can effectively use the scorecard results in promoting the pharmacy. If designed properly and updated consistently, a BSC can present a broad view...

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Section: Elements Of the Bscmentioning

confidence: 99%

Section: Financial Performancementioning

confidence: 99%

mentioning

confidence: 99%

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Balanced Scorecards as a Tool for Developing Patient-Centered Pharmacy Services

Enwere¹,

Keating

Weber

2014

Hosp Pharm

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“…Separating inpatient and outpatient activities, as well as accounting for differences in the acuity of patients and workloads associated with special patient populations (e.g., emergency department patients), may be difficult. 1,2 To address these limitations, benchmarking or productivity vendors may use metrics from the Centers for Medicare and Medicaid Services Case Mix Index (CMI) or the Action OI Pharmacy Intensity Score (PIS) (Truven Health Analytics, New York, NY). 1 While these metrics help correct and account for patient differences, they do not fully account for department-level differences such as the breadth and scope of pharmacy technology, the structure of the pharmacy practice model, and state laws governing specific pharmacy activities.…”

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confidence: 99%

“…2 The PIS is a pharmacy resourceconsumption metric; it is a nationally standardized weight of the average cost of medication use within a specific diagnosis-related group (DRG). While the total cost of the medications a patient receives may have some correlation to the total time required for a department to manage those medications (i.e., a higher overall cost is correlated to a higher number of medications), it only provides a portion of the total picture.…”

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confidence: 99%

Development of an inpatient operational pharmacy productivity model

Naseman

Lopez

Forrey

et al. 2015

American Journal of Health-System Pharmacy

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Assessment of clinical productivity tracking via reporting of quality patient indicators

Stover

Ballou

Liles

et al. 2018

J Am Coll Clin Pharm

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Introduction As the role of pharmacists in providing direct patient care continues to expand, the need for and interest in a method for assessing and measuring clinical productivity is becoming more paramount. Unfortunately, there is no consensus on how, when, and which quality indicators or clinical productivity measures should be collected. The primary objective of this study was to assess the landscape of clinical productivity tracking across practice sites. Methods A 13‐item Qualtrics questionnaire was administered through email lists from several national pharmacy organizations in the Spring of 2018. There were eight items related to quality indicators or clinical productivity measures. The information gathered included the type of indicator/measure collected, how it was collected, and perceived benefits and barriers. The remaining five items were basic demographic questions. Results A total of 349 participants responded, with 231 reporting that they currently track some type of patient quality indicator. Of these, 166 reported collecting a total of 903 indicators or measures using a variety of tracking systems. The most frequently reported measures collected were the number of patients seen and the type of recommendation or intervention made. The most cited reason for collecting these data was to demonstrate the impact to a practice site. The time required to collect data and the limitations of data collection systems were the two most frequently cited perceived barriers to collecting information. Conclusions A majority of respondents are collecting some form of quality indicator or clinical productivity measure. However, there is extensive variety in the exact indicators or measures being collected and the tracking systems being utilized for their collection. Although implementation would be difficult, a more standardized approach to tracking clinical productivity may be beneficial.

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Effective use of workload and productivity monitoring tools in health-system pharmacy, part 2

Cited by 41 publications

References 13 publications

Balanced Scorecards as a Tool for Developing Patient-Centered Pharmacy Services

Balanced Scorecards as a Tool for Developing Patient-Centered Pharmacy Services

Development of an inpatient operational pharmacy productivity model

Assessment of clinical productivity tracking via reporting of quality patient indicators

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