Healthcare Scorecard Summary
The following table contains a summary of the KPIs that are delivered with Healthcare Scorecard. It lists the KPI description, dimension or object type, perspective type, and KPI calculation definition.
KPI Name |
Dimension (Object Type) |
Perspective |
KPI Calculation |
---|---|---|---|
Average length of stay |
Business unit |
Sourced from external data |
Patient days in month ÷ total discharges in month |
Maintained bed occupancy |
Business unit |
Sourced from external data |
(Patient days × 100) ÷ (Maintained beds × 365) |
FTEs per adjusted occupied bed. |
Business unit |
Sourced from external data |
FTEs ÷ Maintained bed occupancy |
Average daily census, monthly |
Business unit |
Sourced from external data |
Number of patient days in month ÷ days in month |
Case mix index |
Business unit |
Sourced from external data |
Case mix value from external system. |
Surgical cases outpatient |
Business unit |
Sourced from external data |
Value from external system |
Surgical cases inpatient |
Business unit |
Sourced from external data |
Value from external system |
Emergency visits outpatient |
Business unit |
Sourced from external data |
Value from external system |
Encounters outpatient |
Business unit |
Sourced from external data |
Value from external system |
Admissions inpatient |
Business unit |
Sourced from external data |
Value from external system |
Discharges inpatient |
Business unit |
Sourced from external data |
Value from external system |
Cash and equivalents |
Business unit |
Financial |
Total cash and equivalents. |
Investments at market value |
Business unit |
Financial |
Total investments at market value. |
Patient accounts receivable |
Business unit |
Financial |
Total patient accounts receivable. |
Property, plant & equipment |
Business unit |
Financial |
Total property, plant, and equipment. |
Other assets |
Business unit |
Financial |
Total other assets. |
Total Assets |
Business unit |
Financial |
Total of all assets. |
AP and accrued expenses |
Business unit |
Financial |
Total of AP and accrued expenses. |
Due to 3rd parties |
Business unit |
Financial |
Total due to 3rd parties. |
Long-term debt |
Business unit |
Financial |
Total long-term debt. |
Other liabilities |
Business unit |
Financial |
Total other liabilities. |
Net assets |
Business unit |
Financial |
Total net assets. |
Total liabilities |
Business unit |
Financial |
Total liabilities. |
Short-term investments |
Business unit |
Financial |
Total short-term investments. |
Depreciation funds |
Business unit |
Financial |
Total depreciation funds. |
Education funds |
Business unit |
Financial |
Total education funds. |
Total unrestricted funds |
Business unit |
Financial |
Total unrestricted funds. |
Long-term investments |
Business unit |
Financial |
Long-term investments |
Total cash and investments |
Business unit |
Financial |
Total Cash and investments |
Operating revenues |
Business unit |
Financial |
Operating revenues |
Salaries and benefits |
Business unit |
Financial |
Salaries and benefits |
Supplies and services |
Business unit |
Financial |
Supplies and services |
Capital expenses |
Business unit |
Financial |
Capital expenses |
Uncompensated care |
Business unit |
Financial |
Uncompensated care |
Total operating expenses |
Business unit |
Financial |
Total of all . |
Operating income |
Business unit |
Financial |
Based on the monthly general ledger. |
Non-operating gains |
Business unit |
Financial |
Based on the monthly general ledger. |
Unrealized Gains |
Business unit |
Financial |
Based on the monthly general ledger. |
Total income |
Business unit |
Financial |
Total Income based on the monthly general ledger. |
% of revenue charitable |
Business unit |
Financial |
Amount of total revenues that comes from charity. % of revenue charitable. |
Inventory ratio |
Business unit |
Supply Chain |
Based on the total revenue $ and inventory $. Total revenue/Inventory |
Break even |
Business unit |
Financial |
Operating expenses/Net patient revenue |
Inpatient capitated revenue % |
Business unit |
Financial |
Inpatient capitated revenue / Revenue |
Inpatient commercial revenue % |
Business unit |
Financial |
Inpatient commercial revenue/revenue |
Inpatient HMO revenue % |
Business unit |
Financial |
Inpatient HMO revenue/Revenue |
Inpatient Medicaid revenue % |
Business unit |
Financial |
Inpatient Medicaid revenue/Revenue |
Outpatient Medicare revenue % |
Business unit |
Financial |
This Healthcare KPI provides outpatient revenue ratio by dividing Outpatient revenue from Total revenue |
Inpatient self pay revenue % |
Business unit |
Financial |
Inpatient self pay revenue/Revenue |
Net income |
Business unit |
Financial |
Net revenue-operating expenses |
Net income to patient revenue |
Business unit |
Financial |
(Net revenue-Operating expenses)/(Net patient revenue+Premium revenue) |
Non-Operating gain |
Business unit |
Financial |
Net non operating gains/Total revenue |
Operating margin % |
Business unit |
Financial |
(total operating revenue-total operating expenses)/total operating revenue*100 |
Total Margin |
Business unit |
Financial |
Excess revenues over expenses/Total revenues*100 |
Free operating cash flow to revenue |
Business unit |
Financial |
(Operating cash flow – capital expenditures) ÷ total revenues × 100 |
Free operating cash flow to assets |
Business unit |
Financial |
(Operating cash flow – capital expenditures) ÷ total assets × 100 |
Reported income index |
Business unit |
Financial |
Excess of revenues over expenses ÷ Change in net assets |
Return on equity |
Business unit |
Financial |
Excess of revenues over expenses ÷ Net assets |
Growth rate on equity |
Business unit |
Financial |
Change in net assets/Net assets |
Debt service coverage ratio |
Business unit |
Financial |
REVENUE / (PRNCL_PTMNT + INT_EXP) |
Times interest earned |
Business unit |
Financial |
(Revenue – Operating Expense) ÷ Interest expense |
Current ratio |
Business unit |
Financial |
current assets ÷ current liabilities |
Depreciation rate |
Business unit |
Financial |
Depreciation ÷ Property, plant and equipment |
Capital expenditure growth rate |
Business unit |
Financial |
Capital expenditures ÷ Gross property, plant and equipment × 100 |
Working capital absorption |
Business unit |
Financial |
Increase in net working capital (excluding short term cash) ÷ (Excess of revenues over expenses + depreciation) × 100 |
Replacement viability |
Business unit |
Financial |
Price level adjusted accumulated depreciation |
Accounts receivable (days) |
Business unit |
Financial |
(accounts receivable × 365) ÷ (total expenses – depreciation) |
Average payment period (days) |
Business unit |
Financial |
(current liabilities × 365) ÷ (total expenses – depreciation) |
Debt to capitalization % |
Business unit |
Financial |
LT_DEBT ÷ (LT_DEBT + assets) |
Fixed asset financing % |
Business unit |
Financial |
Long term debt ÷ Net fixed assets × 100 |
Cash flow to total debt % |
Business unit |
Financial |
(Excess of revenues over expense + depreciation expense) ÷ (Current liabilities + long term debt) ÷ 100 |
Cash flow to total liabilities % |
Business unit |
Financial |
(revenues – operating expense + depreciation and amortization expense) ÷ Total liabilities × 100 |
Cash on hand (days) |
Business unit |
Financial |
(cash and cash equivalents + board designated funds for capital) × 365 ÷ (total operating expenses – depreciation and amortization expenses) |
Capital expense (%) |
Business unit |
Financial |
(interest expense + depreciation & amortization expenses) ÷ total operating expenses |
Equity financing |
Business unit |
Financial |
Net assets ÷ total assets × 100 |
Average age of plant |
Business unit |
Financial |
accumulated depreciation ÷ depreciation expense |
Bad debt % of net revenue |
Business unit |
Financial |
Bad debt expense ÷ Net revenue × 100 |
Total asset turnover |
Business unit |
Financial |
Total revenue ÷ total assets |
Fixed asset turnover |
Business unit |
Financial |
Total revenue ÷ net fixed assets |
Current asset turnover |
Business unit |
Financial |
Total revenue ÷ Current assets |
Cash collected vs target (12 month average) |
Business unit |
Financial |
Accounts receivable ÷ 12 month average of last years collection |
Reserve levels |
Business unit |
Financial |
Total monetary reserve levels. |
Accounts receivable for current accounting period |
Business unit |
Financial |
Accounts receivable value taken from the general ledger. |
Assets in current period |
Business unit |
Financial |
Value taken from the general ledger. |
Assets in prior period |
Business unit |
Financial |
Value taken from the general ledger. |
Working capital for current accounting period |
Business unit |
Financial |
Current assets – current liabilities |
Working capital for prior accounting period |
Business unit |
Financial |
assets for prior accounting period – liabilities for prior accounting period |
# of new hires per day |
Business unit |
HRMS |
The average number of new employees hired each week. # new hires per period ÷ # days per period |
Source of hires versus cost |
Business unit |
HRMS |
Lists the average cost of a new hire by hiring source on a quarterly basis. Total hiring cost ÷ # from source |
Staff turnover |
Business unit |
HRMS |
The monthly staff turnover % for the entire business unit. # employees terminated by BU ÷ total employees by BU |
Staff turnover by location |
Department |
HRMS |
Monthly staff turnover by department. # employees terminated by department ÷ total employees by department |
Total turnover per tenure |
Tenure group |
HRMS |
Monthly staff turnover by years of service. Categories are: 0–1, 2–5, 6–10 & 10+ . # employees terminated by tenure group ÷ total employees by tenure |
Total turnover per manager |
Employee |
HRMS |
Monthly staff turnover by manager. # employees terminated per manager ÷ total employees per manager |
Staff turnover by job code |
Job code set |
HRMS |
Monthly staff turnover by job code. # employees terminated by job code ÷ total employees by department |
Voluntary staff turnover % |
Business unit |
HRMS |
Calculates the percentage of employees who quit or left the company each month. # Voluntary turnover ÷ # total turnover |
Average age of workforce |
Business unit |
HRMS |
Calculates the average age of employees. Sum ages of employees ÷ # of employees |
Average time to fill positions |
Business unit |
HRMS |
Calculates how long all current positions have been vacant. Sum days positions has been opened ÷ # of positions |
Vacancy rate |
Business unit |
HRMS |
Calculates the percentage of open positions. # of open headcount ÷ # of total headcount |
Outside labor as a % to total |
Business unit |
HRMS |
Calculates the percentage spent on outside labor each month. This Healthcare KPI provides outside labor cost % by dividing outside labor cost from total labor cost. |
Total revenue per FTE |
Business unit |
HRMS |
Calculates how much was earned per full time equivalent. This Healthcare KPI provides total revenue per FTE by dividing total revenue dollars from general ledger by total FTE numbers from time labor data. |
Revenue/physician FTE |
Business unit |
Internal |
Calculates how much was earned per full time physician. This KPI provides Revenue per physician FTE by dividing revenue data from General Ledger by Physician FTE from Time labor data. |
Expense/physician FTE |
Business unit |
Internal |
Calculates how much was paid in salaries per full time physician. This KPI provides expense per physician FTE by dividing expense data from general ledger by physician FTE from time and labor data. |
Days in accounts receivable |
Business unit |
Internal |
Calculates how quickly accounts receivables was collected. Total number of days. |
FTE |
Business Unit |
Internal |
Monthly full time equivalent. Calculates full time equivalent (FTE) by the following calculation: ( Total Reported hours × 12 ÷ 2080) |
Inpatient revenue % |
Business unit |
Financial |
Calculates inpatient revenue % by dividing inpatient revenue by total revenue. |
Outpatient revenue % |
Business unit |
Financial |
Calculates outpatient revenue % by dividing outpatient revenue by total revenue. |
Total salary per FTE |
Business unit |
Internal |
Total salary ÷ Total FTE |
Total benefits per FTE |
Business unit |
Internal |
Total benefits ÷ Total FTE |
Total compensation per FTE |
Business unit |
Internal |
(Total Salary + Total Benefits) ÷ Total FTE |
PTO costs at department level |
Department |
Internal |
Paid Time Off pay ÷ Department salary |
PTO costs at BU level |
Business unit |
Internal |
PTO pay ÷ Total Salary |
Overtime costs |
Business unit |
Internal |
Overtime Pay ÷ (Total Salary + Total Benefits) |
PTO FTEs of Total FTEs |
Business unit |
Internal |
PTO hours FTE ÷ Total FTE |
Average hourly rate |
Business Unit |
Internal |
Total labor cost ÷ Total labor hours |
Part time FTEs of total FTEs |
Business unit |
Internal |
Part time hours FTE ÷ Total FTE |
Weekly payroll |
Business unit |
Internal |
Payroll amount (per week). |
Operating profit margin |
Business unit |
Internal |
Calculates the profit margin by dividing Total Operating Profit by Total Operating Revenues. |
Physician FTE |
Business unit |
Internal |
Calculates the physician FTE by Physician reported work hours from the following: Time and labor data × 12 ÷ 2080 |
Satisfaction with physical |
Business unit |
Survey data |
This is a manual KPI. |
Nurses' attention to needs |
Business unit |
Survey data |
This is a manual KPI. |
Informed about delays |
Business unit |
Survey data |
This is a manual KPI. |
Inventory turnover |
Business unit |
Supply Chain |
Amount of inventory sold per month over the total inventory on hand. |
Return to vendor |
Business unit |
Supply Chain |
Percentage of inventory items returned to vendors. |
Backorder percentage |
Business unit |
Supply Chain |
Percentage of stock inventory not available. |
Hazardous materials usage |
Business Unit |
Supply Chain |
The volume of hazardous materials used. Trended over time. |
Total PO dollar amount |
Business unit |
Supply Chain |
Identifies the total value of all purchase orders each week. |
PO quantity ordered by department (in US dollars) |
Department |
Supply Chain |
The value of the total quantity ordered by each department. |