ABSTRACT
AIM: Performance measurement is central to healthcare management in many countries. The aim of this study was to determine whether performance measurement in a New Zealand healthcare organisation met a range of criteria supported by healthcare management literature. METHOD: Performance expectations published in statements of intent and annual plans from an 11-year period were analysed for evidence of continuity, accuracy, effectiveness, patient centredness and clinical relevance. RESULTS: 731 distinct performance measurements were identified. 48% were measured only once. Of those where comparison was possible, 21.9% met at least one expected target or range. In published reports there was limited reference to data verification methods, tests of significance, prospective linkage to actions, counterbalancing measures, application of benchmarks or standards, or patient measure prioritisation. CONCLUSIONS: These findings suggest that healthcare organisations do not find performance measurement easy. This may be due to the wrong choice of measures, inappropriate targets, incomplete analyses or difficulty in linking measurement results to actions.
