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Integrating a Resilience Scorecard and Landscape Performance into a Geodesign Process.

ABSTRACT: Uncertainty about the impacts of sea level rise make the ability to forecast future spatial conditions a necessary planning/design tool. Geodesign integrates multiple fields of science with change/impact models and planning/design strategies. Proactive planning analyses such as newly developed scorecards allow for plan evaluation; design strategies can now be quantitatively assessed using landscape performance calculators. Neither have been explored as Geodesign tools. A Geodesign process was developed using the resilience scorecard to assess flood vulnerability using projections for the 100 year floodplain with sea level rise by 2100. Projections were used as a guide to develop a resilient master plan for League City, TX, USA. Future impacts of the plan are projected using landscape performance measures.

SUBMITTER: Newman G

PROVIDER: S-EPMC6980241 | biostudies-literature | 2020

REPOSITORIES: biostudies-literature

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Integrating a Resilience Scorecard and Landscape Performance into a Geodesign Process.

Newman Galen G Malecha Matthew M Yu Siyu S Qiao Zixu Z Horney Jennifer J Lee Jaekyung J Kim You-Jung YJ Lee Ryun J RJ Berke Philip P

Landscape research 20190207 1

Uncertainty about the impacts of sea level rise make the ability to forecast future spatial conditions a necessary planning/design tool. Geodesign integrates multiple fields of science with change/impact models and planning/design strategies. Proactive planning analyses such as newly developed scorecards allow for plan evaluation; design strategies can now be quantitatively assessed using landscape performance calculators. Neither have been explored as Geodesign tools. A Geodesign process was de ...[more]

PMID: 31983788

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Project description:Background and aimsOne of the best-known performance planning and evaluation techniques utilising both monetary and non-monetary data is the Balanced Scorecard (BSC). This is a means of rationalising the global activity of a business in the attempt to create value, and to translate the company vision into a set of tactical objectives and measurable strategies. The aim of this study was to implement and evaluate the use of BSC in two departments of the St. Anna University Hospital, Ferrara: the Analysis Laboratory and Digestive Endoscopy operating units (OU).Materials and methodsWith the collaboration of the health workers involved, a precise methodological programme was pursued: Definition of the strategic map from 4 perspectives, according to Kaplan and Norton, Definition of the Key Performance Areas (KPA), or macro-objectives, Identification of the cause-effect relationships between KPAs, Identification of the sub-objectives of each KPA, Definition of the Key Performance Indicators (KPI), Definition of the weight/importance of each objective in the global evaluation.ResultsThe information gathered permitted the definition of macro- and sub-objectives for each perspective, as well as determining the relevant indicators, standards, weights, frequency of detection and means of acquisition. Strategic maps showing the cause/effect relationships in each OU were created, as were 'evaluation panels', which describe the global performance of each department. For each perspective, the fundamental data were summarised in one table. Evaluation of each perspective yielded a positive result for the majority of the objectives, and the global result (including all 4 perspectives) was found to be satisfactory.Discussion-conclusionThe Balanced Scorecard was implemented in the abovementioned OUs of St. Anna University Hospital, Ferrara, after the health workers themselves realised the need for change.In our research the employees were pleased to be evaluated, not only for the financial outcomes, but also for the satisfaction of improving internal procedure, relationships with the community and their own growth/learning. BSC is an ideal point of contact between the financial and clinical dimensions of management. However, difficulties in its application were faced, among these, at least in the initial phase, the lack of information systems able to drive it, and the complexity of the research for specific indicators needed to be overcome. The time factor (on average, at least two years are required) and the availability of technological resources were also limiting factors.The rapid diffusion of BSC among the principal international profit and non-profit organisations is testament to its great potential. This project could be seen as a preparatory phase in the strategical analysis of a subsequent business plan.

Project description:INTRODUCTION:Patients admitted to a critical care medicine (CCM) environment, including an intensive care unit (ICU), are susceptible to harm and significant resource utilisation. Therefore, a strategy to optimise provider performance is required. Performance scorecards are used by institutions for the purposes of driving quality improvement. There is no widely accepted or standardised scorecard that has been used for overall CCM performance. We aim to improve quality of care, patient safety and patient/family experience in CCM practice through the utilisation of a standardised, repeatable and multidimensional performance scorecard, designed to provide a continuous review of ICU physician and nurse practice, as well as departmental metrics. METHODS AND ANALYSIS:This will be a mixed-methods, controlled before and after study to assess the impact of a CCM-specific quality scorecard. Scorecard metrics were developed through expert consensus and existing literature. The study will include 19 attending CCM physicians and approximately 300 CCM nurses. Patient data for scorecard compilation are collected daily from bedside flow sheets. Preintervention baseline data will be collected for 6 months for each participant. After this, each participant will receive their scorecard measures. Following a 3-month washout period, postintervention data will be collected for 6 months. The primary outcome will be change in performance metrics following the provision of scorecard feedback to subjects. A cost analysis will also be performed, with the purpose of comparing total ICU costs prior to implementation of the scorecard with total ICU costs following implementation of the scorecard. The qualitative portion will include interviews with participants following the intervention phase. Interviews will be analysed in order to identify recurrent themes and subthemes, for the purposes of driving scorecard improvement. ETHICS AND DISSEMINATION:This protocol has been approved by the local research ethics board. Publication of results is anticipated in 2019. If this intervention is found to improve patient- and unit-directed outcomes, with evidence of cost-effectiveness, it would support the utilisation of such a scorecard as a quality standard in CCM.

Dataset Information

Integrating a Resilience Scorecard and Landscape Performance into a Geodesign Process.

Publications

Integrating a Resilience Scorecard and Landscape Performance into a Geodesign Process.

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