Conclusion

These cases, principles, and frameworks can be used to create information-enriched health systems in which caring and skilled staff will find it easier to provide wanted and needed care. High-performing microsystems use data and other information to guide actions and improve performance. The intelligent design of the information environment and the regular use of information is essential for achieving excellence.

FIGURE 9.4. BALANCED SCORECARD FOR THE SPINE CENTER.

Key Processes

Aim

To do the right things at the right time for the patients.

Measure

Shared decision making (SDM): Diagnosis-specific patients checked out either the Herniated Disc or Spinal Stenosis video.

Access: Preferred appointment met for patients seeing a surgeon for the first time.

100% 80 60 -40 -20

r

s

1—

2000 2001 Target

Action plan

SDM: No current plan to improve the process.

Access: Scheduling/access workgroup formed in January 2002.

Innovation & Learning

Satisfaction Versus Need

To create a stimulating and enriching research setting and education of staff.

□ Grants (awarded and in progress)

□ Publications

Grant writing in progress.

Innovation & Learning

To create a stimulating and enriching research setting and education of staff.

Target

□ Grants (awarded and in progress)

□ Publications

Grant writing in progress.

Satisfaction Versus Need

Action plan

To meet the expectations of our patients.

100 80 60 40 20 0

2000 2001 DHMC

2000 2001 Spine Center

□ Health benefit

□ Overall satisfaction

No current plan.

Measure

2000

2001

Financial

To be a fiscally solvent specialty clinic.

Measure

Median Margin Surgical Procedures DHMC $6,000 -| 5,000 -4,000 3,000 -2,000 1,000 -0

2000

2001

Utilization of Clinic Time

2000

2001

Target

□ Back and neck procedures □ Spinal fusion

J Arrived patients □ Canceled >24 hours

Action plan No current plan.

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