[Primary care specific scorecards as management tools]. / Cuadros de mando específicos de atención primaria como herramienta de gestión.

INTRODUCTION: Specific Scorecards are a key element to improve strategic lines aimed at enhancing intermediate health outcomes. Their implementation, involving professionals, requires identifying indicators linked to the outcomes of healthcare actions that the scientific literature may endorse. In addition, the inclusion of objectives that can be defined by parameterized by indicators of intermediate results in the health centre program contract, conveys the relevance of health actions and their impact on health. OBJECTIVE: To describe the design, development and outcomes of the specific scorecards of indicators of intermediate health outcomes in the Primary Care information system (eSOAP) in order to promote the involvement of professionals in strategic management from clinical management. METHODS: Phase 1: description of the process (preparation and publication of 147 indicators, 46 of them of chronicity). Phase 2: observational descriptive study on the use of professionals and managers and data on the intermediate health outcomes obtained. RESULTS: A total of 268,849 reports were generated in 2017, with 35,835 reports of specific balanced scorecard (20%) being downloaded in just 6 months. One-quarter (25%) of the indicators of the Centre program contract are intermediate results. The percentage of diabetic patients controlled was 39.2%, and has improved significantly (P<.05) in 5 years. DISCUSSION: The specific scorecards with indicators of intermediate outcomes linked to strategic lines and their inclusion in the program contracts enables professionals to become involved in clinical and strategic management and improves the decision making of professionals and managers.

Desarrollo y evolución de un cuadro de mando integral en atención primaria: lecciones aprendidas / Development and evolution of a balanced scorecard in primary health care: lessons learned

Objetivos. Describir el diseño, implantación y seguimiento del cuadro de mando integral de atención primaria (eSOAP) y su papel en el despliegue de los objetivos estratégicos y en la gestión clínica. Mostrar las lecciones aprendidas en los 6 años de seguimiento. Método. Estudio descriptivo en esferas: metodológica (marco conceptual, matriz estratégica, mapa estratégico y de procesos), tecnológica y de normalización. Resultados. En diciembre de 2014 9.046 (78%) profesionales estaban registrados en eSOAP. Se midieron 381 indicadores de 16 fuentes de datos, de los cuales, el 36% era de resultados (modelo EFQM), el 39,1% de gestión clínica y el 20% estaba incluido en el contrato programa de centro. El eSOAP ha permitido desplegar todas las líneas estratégicas de atención primaria, y ha hecho posible que los asistenciales evalúen la evolución de indicadores resultados a lo largo del tiempo y en el ámbito del paciente (por ejemplo incremento del 16% en el control de pacientes diabéticos). Se generaron 295.779 informes y se valoró por objetivos a 13.080 profesionales. Conclusiones. Se ha hecho un elevado uso de la aplicación eSOAP por parte de los profesionales. Fue clave el papel del cuadro de mando integral en el despliegue de las estrategias de atención primaria. Ha permitido la gestión clínica y la mejora de los indicadores relevantes (salud, experiencia del paciente y costes) tal y como promueven los modelos de gestión que hemos utilizado como referentes (EFQM y Kaplan y Norton) y los nuevos escenarios emergentes (triple meta) (AU)

Objectives. To describe the design, implementation, and monitoring of eSOAP (Primary Health Care Balanced Scorecard) and its role in the deployment of strategic objectives and clinical management, as well as to show the lessons learned during six years of follow-up. Method. Descriptive study areas: methodology (conceptual framework, strategic matrix, strategic map, and processes map), technology and standardisation. Results. As of December 2014, 9,046 (78%) professionals are registered in eSOAP. A total of 381 indicators were measured from 16 data sources, of which 36% were of results (EFQM model), 39.1% of clinical management, and 20% were included in the Program Centre Contract. The Balanced Scorecard has enabled to deploy all strategic lines of Primary Health Care, and has enabled the healthcare professionals to evaluate the evolution of results over time, and at patient level (e.g. 16% increase in control of diabetic patients). A total of 295,779 reports were generated and 13,080 professionals were evaluated by goals. Conclusions. There was an increased use of the eSOAP application by the professionals. The Balanced Scorecard was the key in deploying Primary Health Care strategies. It has helped clinical management and improved relevant indicators (health, patient experience, and costs), such as the management models that we used as references (EFQM Kaplan and Norton), and new emerging scenarios (Triple aim) (AU)

[Development and evolution of a balanced scorecard in primary health care: Lessons learned]. / Desarrollo y evolución de un cuadro de mando integral en atención primaria: lecciones aprendidas.

OBJECTIVES: To describe the design, implementation, and monitoring of eSOAP (Primary Health Care Balanced Scorecard) and its role in the deployment of strategic objectives and clinical management, as well as to show the lessons learned during six years of follow-up. METHOD: Descriptive study areas: methodology (conceptual framework, strategic matrix, strategic map, and processes map), technology and standardisation. RESULTS: As of December 2014, 9,046 (78%) professionals are registered in eSOAP. A total of 381 indicators were measured from 16 data sources, of which 36% were of results (EFQM model), 39.1% of clinical management, and 20% were included in the Program Centre Contract. The Balanced Scorecard has enabled to deploy all strategic lines of Primary Health Care, and has enabled the healthcare professionals to evaluate the evolution of results over time, and at patient level (e.g. 16% increase in control of diabetic patients). A total of 295,779 reports were generated and 13,080 professionals were evaluated by goals. CONCLUSIONS: There was an increased use of the eSOAP application by the professionals. The Balanced Scorecard was the key in deploying Primary Health Care strategies. It has helped clinical management and improved relevant indicators (health, patient experience, and costs), such as the management models that we used as references (EFQM Kaplan and Norton), and new emerging scenarios (Triple aim).

Impulso de la seguridad del paciente a partir del contrato programa de centro / Boost for patient safety with the centre agreement program

Objetivo. Identificar y definir un conjunto mínimo y normalizado de objetivos de seguridad en el contrato programa de centro (CPC) de la Comunidad de Madrid, cuya implantación y seguimiento permita garantizar la mejora de la calidad asistencial y la seguridad del paciente en Atención Primaria. Material y métodos. El elemento clave es el CPC elaborado con el modelo EFQM como referente. Metodológicamente, se han seguido las etapas del ciclo de mejora. En la planificación, se ha incluido en el CPC objetivos normalizados de seguridad. El seguimiento de los indicadores se ha realizado con una aplicación informática. Resultados. En el CPC 2009 se han definido 12 objetivos de seguridad y 21 indicadores. En todos los criterios del modelo se ha contemplado la inclusión de algún objetivo de seguridad. Destacamos los siguientes resultados: en el criterio de procesos, la cobertura del programa del polimedicado es del 59,22%, en el 93% de las consultas se utiliza solución bioalcohólicas y el 89% de los Centros de Salud (CS) realizan control y mantenimiento de carros de parada. En comunicación, se han notificado 1.096 errores de medicación en toda la Comunidad de Madrid, 239 reacciones adversas a medicamentos y 1.945 incidentes de seguridad. En el criterio 6, clientes, el 66,22% de los INR están en rango. Se ha obtenido 19,46 DHD osteoporosis en mujeres de 45-65 años y 16,9 DHD neurolépticos en personas mayores. El indicador referente a BEERS es del 11,9%. Se han adoptado una 1,19 medidas de seguridad por CS. En resultados personas, el 14,44% de los profesionales se han formado en calidad y seguridad del paciente. Con la aplicación e-SOAP los CS conocen resultados para adoptar mejoras. Se han introducido mejoras en el CPC 2010. Conclusiones. Con el CPC elaborado con el modelo EFQM como referente, se han implantado y seguido indicadores de seguridad de forma sistematizada en los CS de la Comunidad de Madrid. Se han generalizado buenas prácticas que garantizan la seguridad del paciente, y se ha empezado a evaluar el impacto de la atención sanitaria prestada en Atención Primaria con la medición de indicadores que la evidencia científica revela que afectan a la seguridad del paciente(AU)

Objective. To identify and define a minimum and standard set of safety objectives in the Centre Agreement Program (CAP) of the Community of Madrid, the introduction of which has led to improved follow-up and an improvement in quality of care and patient safety in Primary Care. Material and Methods. The key element is the Centre Agreement Program developed with the EFQM model as a reference. Methodologically, this project has followed the steps set out in the PDCA cycle., Standardised safety objectives were included in the CAP during the planning phase. Indicators have been monitored by the e-SOAP application. Results. We have identified 12 safety goals and 21 indicators. All the criteria of the model included some safety objectives. We highlight the following results: in the criteria relating to processes, the program cover of patients who were on several medications was 59.22%, a bio-alcohol solution was used in 93% of health facilities, 89% of Health Centres had performed a control and maintenance of vital emergency equipment. As regards communication, 1096 medication errors were notified throughout the Community of Madrid. There were 239 adverse reactions to medication and 1945 safety incidents were reported. In criterion 6, 66.22% of INR determinations were within range. There were 19.46 defined daily doses (DDD) for women of 45-65 years, and 16.9 DDD of neuroleptics in the elderly population. The indicator related to minimising drugs considered inappropriate in the elderly (Beers) was 11.9%. An average of 1.19 safety measures were adopted per Centre. For Criterion 7, 14.44% of professionals had been trained in quality and patient safety. By implementing e-SOAP, Health Centres can know their results in order to implement improvements. In addition, improvements have been set up in the 2010 CAP. Conclusions. With the development of the CAP using the EFQM model as a benchmark, safety indicators have been implemented and monitored systematically in the Health Centres of the Community of Madrid. Best practices that ensure patient safety have been extended and we have begun to evaluate the impact of the health care provided in Primary Care with the measurement of indicators that the scientific evidence reveals affect patient safety(AU)

[Boost for patient safety with the centre agreement program]. / Impulso de la seguridad del paciente a partir del contrato programa de centro.

OBJECTIVE: To identify and define a minimum and standard set of safety objectives in the Centre Agreement Program (CAP) of the Community of Madrid, the introduction of which has led to improved follow-up and an improvement in quality of care and patient safety in Primary Care. MATERIAL AND METHODS: The key element is the Centre Agreement Program developed with the EFQM model as a reference. Methodologically, this project has followed the steps set out in the PDCA cycle., Standardised safety objectives were included in the CAP during the planning phase. Indicators have been monitored by the e-SOAP application. RESULTS: We have identified 12 safety goals and 21 indicators. All the criteria of the model included some safety objectives. We highlight the following results: in the criteria relating to processes, the program cover of patients who were on several medications was 59.22%, a bio-alcohol solution was used in 93% of health facilities, 89% of Health Centres had performed a control and maintenance of vital emergency equipment. As regards communication, 1096 medication errors were notified throughout the Community of Madrid. There were 239 adverse reactions to medication and 1945 safety incidents were reported. In criterion 6, 66.22% of INR determinations were within range. There were 19.46 defined daily doses (DDD) for women of 45-65 years, and 16.9 DDD of neuroleptics in the elderly population. The indicator related to minimising drugs considered inappropriate in the elderly (Beers) was 11.9%. An average of 1.19 safety measures were adopted per Centre. For Criterion 7, 14.44% of professionals had been trained in quality and patient safety. By implementing e-SOAP, Health Centres can know their results in order to implement improvements. In addition, improvements have been set up in the 2010 CAP. CONCLUSIONS: With the development of the CAP using the EFQM model as a benchmark, safety indicators have been implemented and monitored systematically in the Health Centres of the Community of Madrid. Best practices that ensure patient safety have been extended and we have begun to evaluate the impact of the health care provided in Primary Care with the measurement of indicators that the scientific evidence reveals affect patient safety.