Here's What BENCH* Is Benchmarking
Here’s What BENCH* Is Benchmarking
PRODUCTIVITY INDICATORS
Clinics (worked hours per visit)
• Allergy • Hem-Onc
• Cardiology • Neurology
• Dentistry • Ophthalmology
• ENT • Orthopedics
• Gastroenterology • Primary Care Off-site
• General Surgery • Primary Care On-site
• Genitourinary • Pulmonary
Other Functions (Productivity ratios are always worked hours per a denominator specific to the area and/or per discharge, per patient day, per adjusted discharge, etc.)
• Anatomic Pathology (worked hours per test)
• Biomedical Engineering (worked hours per $ of equipment maintained)
• Clinical Psychosocial (worked hours per adjusted discharge)
• (Social Work, DC Planning, UR/QA, Care/Case Management)
• Diagnostic Cardiology (worked hours per procedure and per patient visit)
• Dietary (worked hours per meal equivalent)
• Environmental Services (worked hours per net square foot)
• Emergency Department and ED Registration (worked hours per visit)
• External Transport: Air and Ground (worked hours per transport)
• Facilities (labor $ + non-labor $ as a % of total hospital expense)
• Fiscal Services – Non-Patient (worked hours per adjusted discharge)
• Fiscal Services – Patient (worked hours per adjusted discharge)
• Human Resources (worked hours per employee)
• Information Services (labor $ + non-labor $ as a % of total hospital expense)
• Laboratory (worked hours per test)
• Material Management (worked hours per adjusted discharge)
• Medical Records (worked hours per adjusted discharge)
• Nursing (worked hours per patient day)
• Operating Room (worked hours per OR hour)
• Occupational Therapy (worked hours per 15-minute unit)
• Patient Reg – Centralized (worked hours per registration)
• Pharmacy (worked hours per dose)
• Physical Therapy (worked hours per 15-minute unit)
• Post-Anesthesia Care Unit (worked hours per PACU hour)
• Radiology (worked hours per procedure)
• Respiratory Care (worked hours per procedure)
• Speech/Language Pathology (worked hours per 15-minute unit)
• Sterile Processing (worked hours per OR hour)
FINANCIAL INDICATORS
• Expense per adjusted discharge
• Labor expense per adjusted discharge
• Supply expense per adjusted discharge
• Paid hours per adjusted discharge
• Operating revenue per adjusted discharge
• Span of Control (# employees per manager/supervisor)
• Incumbents per Job Class (# of employees in each job title)
• Overtime hours as a % of total worked hours
*BENCH = Benchmarking Effort for Networking Children’s Hospitals.
PROCESS INDICATORS
• Admission Process Time (from arrival to patient in bed)
• Discharge to Out-the-Door (from discharge order written to patient out-the-door)
• Emergency Department Waiting Time (from arrival to seen by physician)
• ED Admit-to-Bed (from admitting notified to patient in bed)
• OR Turnaround Time (from patient out to patient in on a to-follow case)
(Cardiovascular, Orthopedic, ENT, Ophthalmology)
• Medical Records (from discharge to bill drop) – Inpatient
• Medical Records (from discharge to bill drop) – Outpatient/Clinic
• Medical Records (from discharge to bill drop) – Ambulatory Surgery
• Medical Records (from discharge to bill drop) – Emergency Department
• Financial Report Cycle Time (from the end of the month to report on manager’s desk)
Clinic/Outpatient Waiting Time (from arrival to seen by practitioner)
Appointment Waiting Time (from date appointment is wanted until date of actual appointment)
• Allergy • Hem-Onc
• Cardiology • Neurology
• Dentistry • Ophthalmology
• ENT • Orthopedics
• Gastroenterology • Primary Care Off-site
• General Surgery • Primary Care On-site
• Genitourinary • Pulmonary
Clinical Request Processes
• Laboratory – CBC with differential (from order written to results available)
• Radiology (from order written to results available)
• Respiratory Care – Post-Op VSD Weaning (from end of surgery to off ventilator)
• Transport Process (from transport call to team out-the-door)
• Transport Stabilization Process (from arrival at referring hospital to out-the-door)
• Speech/Language Pathology Appointment Process (from referral to eval done)
• Speech/Language Pathology Inpatient Request (from request for eval to eval done)
• ECG Request (from order written to results available)
• ECHO Request (from order written to results available)
• Occupational Therapy Outpatient Appointment Process (from request for eval to eval done)
• Physical Therapy Outpatient Appointment Process (from request for eval to eval done)
OUTCOME AND QUALITY INDICATORS
• Admission Waits (% that are longer than 60 minutes) • Material Management Lost Charges
• Adverse Drug Events • Material Management Vendor Back Order Percentage
• Asthma Readmission Rate within 14 days • NlCU Nosocomial Primary Bloodstream Infections
• ED Left without Being Evaluated • NlCU Unplanned Extubations
• ED Unplanned Returns (within 48 hours) • OR Unplanned Returns
• ED Unplanned Returns Resulting in Admission • Patient Satisfaction (% "very satisfied")
• ED Patient Satisfaction (% "very satisfied") • PlCU Nosocomial Primary Bloodstream Infections
• Employee Exposures (needlesticks etc.) • PlCU Unplanned Extubations
• Hem-Onc Nosocomial Primary Bloodstream Infections • Radiology Film Repeat Rate
• Human Resources Customer Satisfaction • Specialty Unit Unplanned Transfers Back
• Laboratory Specimen Mislabeling • TPN Utilization
• Material Management Fill Rate
CLINICAL RESOURCE CONSUMPTlON/SERVICE INTENSITY
• Laboratory tests per adjusted discharge
• Laboratory LMIP units per adjusted discharge
• Pharmacy doses per discharge
• Radiology procedures per adjusted discharge
• Respiratory therapy procedures per adjusted discharge
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