Performance Management Systems for EMS

Article Index Performance Management Systems for EMS 1.1 What is Organisational Performance Management? 1.2 Why is CPM So Important for Finance Leaders? 1.3 Guide to the Stages of Performance Management 1.4 Business Performance Management Systems 1.5 The Need for Effective Business Performance Management Systems 1.6 Developing an Effective Performance Management System 1.7 How to Create a Performance Management System for Organisations 2.1 East Midlands Ambulance Service (EMAS) Paramedics Best in World 2.2 2015 Malcolm Baldrige National Quality Award Application 2.3 CPM at an Award-Winning Organ Procurement Organisation 2.4 Poudre Fire Authority Recognised for Public Reporting 2.5 Charleville Ambulance Service Wins Top Award 2.6 Metro Atlanta Ambulance Service Receives Major Award 2.7 Balanced Scorecard Institute (BSI) Award for Excellence 2.8 2016 AMBY Best Clinical Outcomes Award 2.9 Malcolm Baldrige National Quality Award Recipients 3.1 NHS Surveys: Accident and Emergency 3.2 Medic One/EMS 2014-2019 Strategic Plan 3.3 Ten Things Every EMS System Should Be Doing 3.4 NHS Ambulance Services 2017 3.5 Integrated Urgent Care Key Performance Indicators (KPIs) 3.6 Performance Management Strategy 3.7 Out-of-Hospital Cardiac Arrest Registry 3.8 Three Ways to Improve Hospital Performance Management 3.9 Best Practices for EMS Transport Service Industry 3.10 Top 10plus Performance Management Failures 3.11 Strategic Finance on CPM 4.1 Empirical Study of Performance Management in Shanghai 4.2 EMS Key Performance Measurement in Asian Cities 4.3 Hospital Performance Management: from Strategy to Operations 4.4 Anatomy of a Performance Management System 4.5 Developing BEM for Performance Measurement in Transitional Economies 4.6 Developing Quality Indicators for Physician-Staffed EMS 4.7 KPIs for Pre-Hospital Emergency Care 4.8 Unintended Consequences of Ambulance Response Time Targets 5.1 Queensland Ambulance Service (QAS) Performance Reports 5.2 2015 Palladium Balanced Scorecard Hall of Fame: CHRISTUS Health 5.3 Better Decision Making with Proper Business Intelligence 5.4 EMS World: Should Response Time Be a Performance Indicator? 5.5 Real-Time Analytics Achieving Operational Excellence 6.1 2018_19 Service Performance Agreements Indicator Definitions 6.2 Journal of Emergency Medical Services (JEMS) Articles on EMS 6.3 Measuring Quality in Emergency Medical Services 6.4 Bad KPI habits 6.5 Haematology Department Participative Case Study 7. What do business leaders say about PMS for emergency services? 8. Conclusion Page 36 of 48 4.8 Unintended Consequences of Ambulance Response Time Targets Source: Emerald Insight, United Kingdom (date of information: 2011) Link: Performance Measurement and the United Kingdom Emergency Ambulance Service Application/Key learning points: This case study aimed to assess performance measurement in the NHS ambulance service, documenting various unintended consequences of the current performance framework that might suggest a future research agenda. The findings of the research indicated significant unintended consequences of the ambulance performance targets based on response times. The paper does an excellent job of documenting the disconnect between stated and unintended consequences of ambulance performance measurement, which will be useful for academics, practitioners, and policy makers alike. Remember to login here if you are a BPIR member to access all the content within this report. Many articles/links are for BPIR members only.  If you are not a member please consider joining to support our monthly publication of best practice reports and have them delivered to your inbox. BPIR membership includes access to all our best practice databases. Download the  pdf version or continue reading this report in html by clicking "Next" below or use the links in the Article Index. << Prev - Next >>

 

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