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| Figures and Tables | |
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| Preface | |
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| The Author | |
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| Introduction | |
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| Overview: What Measures Measure | |
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| Measures and the Medical Staff | |
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| Measures and Patients | |
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| Measures and Health Care Leaders | |
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| Measures and Money | |
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| Measures and Evaluating Care | |
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| Summary | |
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| Things to Think About | |
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| Fundamentals of Data | |
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| Quality and Finance: A Perfect Fit | |
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| Quality and Accountability | |
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| Let the Walls Come Tumbling Down | |
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| Finding Answers | |
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| Objectifying the Delivery of Care | |
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| Case Example: Cardiac Mortality | |
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| Case Example: Intensive Care Units | |
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| Defining Goals | |
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| Nothing New Under the Sun | |
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| Case Example: Falls | |
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| Communicating Information from Quality Measures | |
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| Leadership Defines the Level of Quality | |
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| Finding Questions | |
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| Summary | |
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| Things to Think About | |
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| Using Data to Improve Organizational Processes | |
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| Satisfying the Demanding Consumer | |
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| Offering Value | |
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| Showing the Numbers | |
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| Measures Are Good Business | |
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| Managing with Measures | |
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| The Value of Measures | |
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| Measures and Organizational Processes | |
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| Case Example: Nutrition | |
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| Case Example: Housekeeping | |
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| Monitoring Performance | |
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| Measures Promote Knowledge | |
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| Lack of Measures Leads to Poor Resource Management | |
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| Measures and Evaluating Services | |
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| Summary | |
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| Things to Think About | |
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| What to Measure-and Why | |
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| Leadership Determines What to Measure | |
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| Measures Define Quality Care | |
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| Measures Inform Financial Decisions | |
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| Measures and Purchasing Decisions | |
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| Measures and Patient Safety | |
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| Quality Methodology for Performance Improvement | |
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| Developing a Performance Improvement Plan | |
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| Case Example: Plan Do Check Act for Bariatric Surgery | |
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| Monitoring Variation from the Standard | |
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| Case Example: Moving Between Levels of Care | |
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| Understanding Patient Flow | |
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| Summary | |
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| Things to Think About | |
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| Promoting Accountability Through Measurements | |
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| Measures and Organizational Goals | |
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| Justifying Expenses | |
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| Case Example: Self-Extubations | |
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| Getting the Doctors on Board | |
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| Case Example: Wrong-Site Surgery | |
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| Analyzing Errors | |
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| Changing the Culture | |
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| Asking Questions | |
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| Evaluating Information and Communicating Results | |
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| Summary | |
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| Things to Think About | |
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| The Rationale for External Drivers of Quality | |
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| The Government Takes the Lead | |
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| Monitoring Quality for Changed Practices | |
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| The Media Carry the Message | |
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| Public Pressure Forces Change | |
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| Quality and Community Relations | |
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| Truth or Consequences | |
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| Quality Data Force Change | |
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| Case Example: Coronary Artery Bypass Graft | |
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| Make the Regulations Work for You | |
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| Summary | |
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| Things to Think About | |
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| Integrating Data for Operational Success | |
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| Different Data Tell Different Stories About Care | |
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| Working with Administrative Data | |
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| Working with Primary Data | |
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| Case Example: Stroke | |
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| Operational Decisions and Quality Data | |
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| Quality and Risk | |
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| Case Example: FMEA and Blood Transfusions | |
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| Communicating Quality Data | |
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| Case Example: Decubiti | |
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| Measures Tell the Truth | |
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| Summary | |
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| Things to Think About | |
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| Internal Drivers of Quality | |
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| Using Guidelines to Drive Quality | |
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| Ensuring That the Standard of Care Is Met | |
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| CareMaps Promote Standardized Care | |
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| Variance Data Help Drive Quality | |
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| Dealing with Resistance to CareMaps | |
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| Implementing Guidelines to Drive Quality Care | |
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| Everyone Benefits from CareMaps | |
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| Documenting the Delivery of Care | |
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| Case Example: Detoxification Guidelines | |
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| Summary | |
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| Things to Think About | |
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| Using Data for Performance Improvement | |
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| Aggregated Data Offer a Different Perspective | |
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| Case Example: Using Quality Methods to Ensure Consistency of Care | |
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| Case Example: Increasing Access to Care | |
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| Case Example: Improving Sterilization Across the System | |
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| Collaboration Works | |
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| Summary | |
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| Things to Think About | |
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| Conclusion | |
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| Bibliography | |
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| Index | |