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Developing key performance indicators for a tertiary children's hospital network.

Christopher Elliot1, Cheryl Mcullagh2, Michael Brydon2

  • 1Sydney Children's Hospital Department of Community Child Health, Corner Barker and Avoca Streets, Randwick, NSW 2031, Australia.

Australian Health Review : a Publication of the Australian Hospital Association
|August 21, 2018
PubMed
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Developing key performance indicators (KPIs) requires significant effort and courage. A structured approach is essential for improving child health outcomes and ensuring accountability in healthcare organizations.

Area of Science:

  • Healthcare Management
  • Health Informatics
  • Paediatric Healthcare

Background:

  • Healthcare organizations face increasing demands for accountability through Key Performance Indicators (KPIs).
  • Developing meaningful KPI suites presents a significant challenge for individual healthcare entities.
  • Existing literature offers theoretical frameworks but practical application remains complex.

Purpose of the Study:

  • To describe the experience of developing KPIs for the Sydney Children's Hospital Network (SCHN), Australia's largest pediatric healthcare organization.
  • To detail the pragmatic, phased approach used to create a balanced suite of KPIs.
  • To share lessons learned for other healthcare organizations undertaking KPI development.

Main Methods:

  • A published methodology was adapted and applied over five phases: identification, consolidation, analysis, mapping, and stakeholder presentation.

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  • KPIs were developed referencing the organizational strategic plan and existing internal/external documents.
  • A subset of indicators was selected to address the quality of care for children from priority populations.

    • Main Results:

    • A pragmatic list of 110 KPIs (60 mandated, 50 potential) was derived from 725 initial possibilities.
    • Twenty KPIs were selected as most important, with 65% being process measures.
    • Aspirational KPIs requiring further development constituted less than one-third of the selected set; 44% of KPIs for equity were outcome measures.

    Conclusions:

    • Developing a KPI suite demands substantial time, effort, and organizational courage.
    • A structured approach to performance measurement is crucial for driving improvements in child health outcomes.
    • Future directions include systematic implementation, focusing on equity, outcome measures, and aspirational KPIs.