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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

8. Conclusion

Corporate performance management (CPM) principles assess whether an organisation is doing the job it is supposed to be doing, i.e. whether its vision and mission are being achieved. These principles are applicable to EMS and can help promote world-class delivery of care to patients, and support optimal outcomes. An example of this is Mid-America Transplant Services, a recipient of the Malcolm Baldrige National Quality Award. The organisation used CPM to improve performance and encourage innovation (see 2.3), saving more lives as a result.

While EMS is the main focus of the research highlighted in this report, all organisations can benefit from CPM. For example, Allina Health EMS provides an excellent example of how an organisation can refocus its priorities to get the important priorities achieved in a timely manner (3.3), and the NHS undertook audits to see whether it was providing value for money (3.4).

Organisations can use CPM to transform systems and performance. The excellent article in HR.com (4.5) provides mini-case studies of how performance management has made a big difference to organisations around the world. Sometimes it can be straightforward and easy to implement. And whatever your objectives and targets, you can rely on BPIR.com to be there to help you every step of the way.

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