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Being accountable to our patients and community is essential to earning your trust and building an international reputation for excellence. "Accountability" means making the right clinical and managerial decisions, managing resources efficiently, and measuring our performance against provincial and national benchmarks. These goals are achieved with the help of our Balanced Scorecard
To view our Balanced Scorecard results, please click here.
The Balanced Scorecard is a strategy management tool consisting of measures that describe the critical aspects of the organization. It provides a framework for all levels of management within the organization and gives you a snapshot of how our hospitals are performing in critical areas.
Based on our purpose statement, we have broken the scorecard into five key areas, or “domains”:
| • | “We” Domain: How well we ensure that we have the best people to deliver on our strategies. This is measured using employee opinion surveys, staff turnover rates, sick hours, and overtime hours to assess how our staff view the performance of our hospitals. |
| • | “Caring” Domain: How well we deliver safe, patient-centred care in an integrated care delivery environment. We measure this primarily through patient satisfaction surveys, emergency department wait times, hospital-acquired infection rates, and medication error incidents. |
| • | “Creative” Domain: How well we demonstrate innovation and research impact that enhances patient care. This is primarily measured by the numbers of disclosures, citations, and new clinical trials approved. |
| • | “Accountable” Domain: How well we realize UHN’s commitment to fiscal responsibility and innovation. This domain includes a variety of measures, such as wait times, average monthly patient transfers, energy use, and cost per weighted case. |
| • | “Academic” Domain: How well we enhance our international profile in education. Measures include the number of health professionals and research fellows we train annually, how many continuing education events we host, and student satisfaction. |
For a more complete introduction to our Balanced Scorecard and to view our Strategy Map, please follow the links below:
| • | Introduction to the Balanced Scorecard |
| • | UHN Strategy Map |
To view our Balanced Scorecard results, please click here.
How We Use the Balanced Scorecard
With the right data and analysis, we are finding ways to reduce wait times, improve the efficiency of labs and diagnostic imaging services, and lower the rates of post-operative wound infections and medication errors. In the long run, good management of our services and resources allows us to focus on our primary role — providing patients with the highest possible standard of care.
With this goal in mind, we've compiled a list of key definitions and statistics to help you understand how we measure things such as wait times, patient satisfaction, and the costs of providing care.
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Some of the factors we look at on a regular basis include:
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Infection Rates |
The number of patients per 1,000 patients that acquire MRSA, C.Difficile, or VRE infections during their hospital stay. |
Current Wait Times |
Click here to view current wait time information from the Ontario Ministry of Health and Long-Term Care |
Quality of Care: Rates of Inpatient Satisfaction |
How patients perceive both the quality of care and provision of services they receive at UHN. |
Emergency Department Length of Stay |
The average number of hours that Emergency patients that have been admitted to an inpatient bed spend waiting in the emergency department before being transferred. |
Average number of Alternate Level of Care (ALC) days per ALC patient |
The number of days that patients designated as requiring an ALC remain in hospital before being transferred to an appropriate facility. |
Surgical |
The number of Operating Room cases cancelled within 48 hours of the scheduled surgery due to avoidable factors. |
