BIG Report Definitions

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Functional Centre Productivity and Performance Indicators

Productivity and performance indicators are a relationship between inputs and outputs.

Worked Hours per Workload
Standard measure of operating efficiency (productivity). A functional centre’s total worked hours (UPP, NP, MOS) divided by the functional centre’s total workload (ie., patient days, cases, attendances, visits, service recipient workload units). Medical staff hours are not included.

Supplies Costs per Workload
A functional centre’s non-labour costs divided by the functional centre’s workload (ie., patient days, cases, attendances, visits, service recipient workload units). Excludes drug costs, medical gases, equipment and depreciation. Contracted-out costs are excluded for Lab and Diagnostic Imaging functional centres, to allow for benchmarking of workload against corresponding costs.

Drug Costs per Workload (subscriber based benchmarking only)
A functional centre’s drug costs divided by the functional centre’s workload (ie., patient days, cases, attendances, visits, service recipient workload units).

Net Cost per Workload excluding Equipment, Depreciation and Medical Staff
This indicator is used for functional centres that may utilize both in-house labour and external contracted services (where hours are not reported) in their service delivery model (such as Housekeeping, Laundry, Human Resources, etc.).

The functional centre’s net operating costs are divided by the functional centre’s workload (square metres, kilogram of laundry, FTEs, etc.). Net operating costs are net of external recoveries and exclude equipment, depreciation and medical staff costs. Note that for 711959900 AS Patient + Non-Patient Food Services the performance indicator would net out both the recoveries and revenues.

Net Cost as a percentage of Direct Care Costs excluding Equipment, Depreciation and Medical Staff costs
This indicator is used for functional centres that do not have a specific departmental workload / output measure that can used to calculate an indicator. The functional centre’s net operating costs are divided by the organization’s total net costs of the Direct Care functional centres. Net operating costs are net of external recoveries and exclude equipment, depreciation and medical staff costs. Expressed as a percentage, this indicator is used to compare performance in areas such as General Administration, Finance, Systems, Materials Management, Health Records, etc.

Direct Care functional centres include Fund 1 functional centres (excluding marketed services): inpatient, outpatient, diagnostic, therapeutic and community services functional centres. Administration and pastoral care functional centres within these groups are excluded.

7113540000 Reprocessing
Net Cost as a percentage of Inpatient Nursing, Emergency, Surgical Day Care and Endoscopy – Reprocessing’s net operating costs are divided by the organization’s total net costs of Inpatient Acute, Emergency, Endoscopy and Day Surgery functional centres. Net operating costs are net of external recoveries and excluding equipment, depreciation and medical staff costs.

712009900 IP Total Nursing Administration (IP + OP)
Net Cost as a percentage of Inpatient and Outpatient Nursing excluding Equipment, Depreciation and Medical Staff costs – Nursing Administration’s net operating costs are divided by the organization’s total net costs of Inpatient and Outpatient functional centres. Net operating costs are net of external recoveries and exclude equipment, deprecation and medical staff costs.

714060000 D&T Program Administration
Net Cost as a percentage of Diagnostic and Therapeutic Net Costs excluding Equipment, Depreciation and Medical Staff costs – D&T Program Administration’s net operating costs are divided by the organization’s total net cost of the diagnostic and therapeutic functional centres. Net operating costs are net of external recoveries and excluding equipment, deprecation and medical staff costs.

714469000 TH Rehabilitation Services Clinical Management
Net Cost as a percentage of Rehabilitation Services Net Costs excluding Equipment, Depreciation and Medical Staff Costs – Rehabilitation Services Clinical Management’s net operating costs are divided by the organization’s total net cost of the Physiotherapy, Occupational Therapy, Speech Language Pathology and Audiology functional centres. Net operating costs are net of external recoveries and excluding equipment, deprecation and medical staff costs.

Other Indicators (subscriber benchmarking only)

Sick Time % – Sick time hours as a percentage of full time staff total worked hours (excludes medical staff)
Overtime % – Overtime hours as a percentage of total worked hours. Excludes purchased service hours and medical staff.
Orientation Hours % – Education/Orientation hours as a percentage of total worked hours. Excludes purchased service hours and medical staff.

Data Adjustments Made to Refine Benchmarking Comparisons

Rent & Interest Expenses
Because hospitals recognize Rent and interest expenses (63030, 75500, 955**, 96000) differently, they are removed from 711 – 718 functional centres and are put into 81** Functional Centres.

Interdepartmental Expenses and Recoveries
69700 interdepartmental expenses and 122**** interdepartmental recoveries are ignored for benchmarking purposes. Such expenses and recoveries are useful for internal accountability, but ultimately skew external comparability of departments particularly since these accounts are used differently by different hospitals.

Laundry & Linen costs
62800 laundry costs and 12196 recoveries are ignored where reported in the 711 – 718 functional centres. Laundry costs are centralized in 711500000 for benchmarking purposes.

Municipal Taxes
Fund 1 (excl Marketed Services and other votes) municipal taxes (EOC 97000) moved to Municipal Taxes functional centre (819600000), which we then exclude.

Workload Measures

Kilograms of Laundry: (Fund 1) Number of kilograms of laundry used (excluding marketed services, other votes and kgs for other facilities).

Cleanable Square Meters: Fund 1 net square metres cleaned by Housekeeping. (Excludes major mechanical/electrical, power plant/boiler room, penthouses, parking lot, vacant space and any space for which recoveries/revenues, eg. other votes, other organizations, marketed services, external doctors’ offices, etc.).

Maintained Square Meters: Fund 1 net square metres maintained by Plant Operations/Maintenance (Excludes major mechanical/electrical, power plant/boiler room, penthouses, parking lot, vacant space and any space for which recoveries/revenues, eg. other votes, other organizations, marketed services, external doctors’ offices, etc.).
Note: Cleanable and Maintained square meters may be two slightly different numbers.

Equivalent Visits: Emergency Visits (Face to Face and Non Face to Face) + (Emergency Patient days X 4). The number of emergency room visits plus the number of emergency room patient days multiplied by a factor of 4. Emergency department patient days are multiplied by 4 to account for the relative difference in time required to manage an ED patient day as compared to an ED patient visit. This factor was developed in consultation with ED nursing and physician staff.

Inpatient Registrations + (Outpatient Registrations / 10) + Bookings: The number of inpatient registrations plus the number of outpatient registrations divided by 10 plus the number of bookings reported in the 711800000 AS Registration (Admitting) functional centre. Outpatient registrations are divided by 10 to account for the relative difference in time to complete an outpatient registration versus an inpatient registration. This measure was developed in consultation with a variety of registration professionals.

Renal Weighted Units: The reported workload (secondary codes 91686**, 93086**, 95286**, 95686**, 95886**, 95986**, 98386**) for the Hemodialysis modalities multiplied by the corresponding Chronic Kidney Disease weight.
Note: An new workload measure is currently being developed for Renal Dialysis.

PPMs + 6*ICDs: Sum of selected Interventional Cardiology – Procedures (secondary codes 9584460, 9584480) plus 6 times the number of Implantable Defibrillators (secondary codes 9374221,9374222). Used for benchmarking the 712699100 Pacemaker Costs functional centre. This measure was developed in consultation with professional cardiology staff.

Joint Replacement Cases: Sum of elective orthopedic cases (secondary codes 937 72 **). Used for benchmarking the 712699200 Joint Replacement Prostheses Costs functional centre.

Performance Screening Scenarios (subscriber benchmarking only)

When looking at your benchmarking results, a reference point for calculating potential savings is required. Best Quartile and Median screening scenarios are available to use as reference points. These reports calculate the potential savings that would be realized if all functional centres operating above the benchmark screening target, could achieve the screening target. No potential savings is calculated for functional centres already operating below (better than) the target; further, no investment is calculated that would bring these functional centres up to the target performance. Potential savings are calculated as follows:

Best Quartile Screening Scenario

  • For productivity & net cost based indicators: Peer best quartile (25th percentile), or client actual if better
  • Peer Best Quartile or Client actual (if better than best quartile) is used for supplies and drug cost benchmarks.
  • Client current costs used for equipment, depreciation, medical staff, recoveries/revenues (peer group ranges are presented for comparison, but due to differences in reporting across organizations, no potential savings is calculated for these items). Contracted-out costs are excluded for Lab and Diagnostic Imaging functional centres, to allow for benchmarking of workload against corresponding costs.

Median Screening Scenario

  • For labour/productivity & net cost based indicators: Peer median (50th percentile/mid-point), or client actual if better
  • Peer Median or Client actual (if better than median) is used for supplies and drug cost benchmarks.
  • Client current costs used for equipment, depreciation, medical staff, recoveries/revenues (peer group ranges are presented for comparison, but due to differences in reporting across organizations, no potential savings is calculated for these items). Contracted-out costs are excluded for Lab and Diagnostic Imaging functional centres, to allow for benchmarking of workload against corresponding costs.

BIG Primary Accounts (aka functional centre roll-ups) for Benchmarking Purposes

For improved benchmarking comparability across organizations several non-OHRS MIS functional centre roll ups and unique functional centres are created. These roll-ups are intended to allow organizations to view results for a particular service, such as Birthing, Renal, Medical Imaging, etc. in their entirety and take into account the way staff often work and rotate through the various areas of a service where resources may not be accurately tracked/allocated. Some unique functional centres are created to avoid skewing of comparison results in other functional centres.

These are not standard OHRS MIS functional centres.

Click here to review the entire list of BIG Primary Accounts.