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