Medical records department and balanced scorecard approach

Abstract

Context:The Medical Records Department (MRD) is an important source for evaluating and planning of healthcare services; therefore, hospital managers should improve their performance not only in the short-term but also in the long-term plans. The Balanced Scorecard (BSC) is a tool in the management system that enables organizations to correct operational functions and provides feedback around both the internal processes and the external outcomes, in order to improve strategic performance and outcomes continuously.Aims:The main goal of this study was to assess the MRD performance with BSC approach in a hospital.Materials and Methods:This research was an analytical cross-sectional study in which data was collected by questionnaires, forms and observation. The population was the staff of the MRD in a hospital in Najafabad, Isfahan, Iran.Statistical Analysis Used:To analyze data, first, objectives of the MRD, according to the mission and perspectives of the hospital, were redefined and, second, indicators were measured. Subsequently, findings from the performance were compared with the expected score. In order to achieve the final target, the programs, activities, and plans were reformed.Results:The MRD was successful in absorbing customer satisfaction. From a customer perspective, score in customer satisfaction of admission and statistics sections were 82% and 83%, respectively.Conclusions:The comprehensive nature of the strategy map makes the MRD especially useful as a consensus building and communication tool in the hospital.

A Systematic Review: The Dimensions utilized in the Performance Evaluation of Healthcare- An Implication during the COVID-19 Pandemic

“…21 of the implementations were performed in hospitals (2ry and 3ry HCOs) [41,[49][50][51][52][53][54][55][56][57][58][59][60][61][62][63][64][65][66][67], and 15 in medical centers or health facilities (1ry HCOs) [30][31][32]48,[68][69][70][71][72][73][74][75][76].…”

“…The variation among BSC implementations in the categorization of the same KPIs reflects the need for data standardization. HCWs' training-related KPIs, for example, were categorized under the learning and growth perspective in almost half of the resulted studies [30][31][32][48][49][50][56][57][58][59][64][65][66][67][68][69][70][74][75][76][77]. Meanwhile the rest of studies categorized them under the perspectives of HCWs [69,76], quality [71], capacity for service, provision/service capacity [30,31,50,68,69,75], and health care facility functionality [32].…”

“…From the resulting 36 implementations, one was in Spanish [51], one was in Persian [52], and the rest were in English. The 36 implementations were performed in various countries: 19 in Asia [52][53][54][55][56][57][58][59][60][61][62][63][64][65][66][67][68], seven in North America [69][70][71][72][73][74][75], six in Europe [51,[76][77][78][79], three in Africa [80][81][82], and one without location information [83].…”

Do hospital balanced scorecard measures reflect cause-effect relationships?

“…Health care organizations differ from any other organizations as they need to balance efficiency, as well as balance cost against access, with quality and consumer outcomes (Inamdar and Kaplan, 2002). Nevertheless, since the early 1990’s, the BSC has been adopted by several health care organizations (Gurd and Gao, 2008; Zelman et al , 2003) as a means to improve quality, reduce inefficiencies, increase overall organizational effectiveness and maintain economic sustainability (Ajami et al , 2013). Gao and Gurd (2015) examined the diffusion and implementation of the BSC in China and found that linking it to a bonus structure is what makes the BSC prevalent in Chinese health care institutions.…”

A review on the use of operational research techniques in the medical records department

“…1,2 The most important tasks of MRD include supporting and protecting current and future care of the patient, official activities, continuous training programs, healthcare research, auditing and financial measures of the patients, efficiency management and risk management, service quality assurance, legal and quasi-legal requirements and all patient-related services. 3,4 Other tasks include:…”