| 1. Key goal: HUS is the most desirable place for treatment |
| Goal |
Metric(s) |
Target value 2018 and 2019 |
Actual 2019 |
Goal attained? |
| 1. Patient care is correctly timed and effective |
1a. % of patients waiting for treatment for fewer than 31 days out of all patients waiting for treatment, end of month (elective activities) |
2018: – 2019: at least 80% |
44.9% |
No |
| 01b.1. Patient lead times in emergency services, general practice |
2018: 95% of discharged patients stay less than 4 h at the emergency clinic
2019: 90% of general practice patients stay less than 4 h at the emergency clinic |
86.3% |
No |
| 01b.1. Patient lead times in emergency services, other specialties |
2018: 95% of other patients stay less than 8 h
2019: 95% of patients in other specialties stay less than 8 h |
84.3% |
No |
| 2. Patients recommend HUS as a place for treatment |
02. FFT (customer feedback, recommendation of place for treatment) |
2018: 97+% of patients recommend HUS as a place for treatment
2019: 97+% of patients recommend HUS as a place for treatment |
82.3% |
No |
| 3. Activities are of a high quality and safe |
03a. 30-day mortality (from the end of hospitalization) |
2018: Decreased on previous year
2019: Decreased on previous year |
1.4% |
No |
| 03b. Incidence rate of pressure ulcers in treated patients |
2018: Incidence rate of pressure ulcers (grade ≥2) less than 1.9% of patients treated
2019: Incidence rate of pressure ulcers (grade ≥2) less than 1.9% of patients treated |
0.3% |
Yes |
| 03c Number of falls resulting in injuries per 1000 patient days |
2018: Number of falls and falls from heights resulting in injuries per 1000 patient days is less than 0.8
2019: Number of falls and falls from heights resulting in injuries per 1000 patient days is less than 0.8 |
0,02% |
Yes |
| 2. Key goal: HUS is an innovative and competitive operator in the social welfare and health care service chain |
| Goal |
Metric(s) |
Target value 2018 and 2019 |
Actual 2019 |
Goal attained? |
| 4. Activities are efficient |
04a.1 Productivity of somatic care, cost per DRG point |
2018: Improvement of 2% in productivity at the Joint Authority level on 2017 to 2019: 4a. Improvement of 1.5% in productivity at the Joint Authority level on 2018 (before the non-recurring costs and productivity impact of the introduction of Apotti) |
1.2%* |
No |
| 04a.2 Productivity of psychiatric care, EUR per treated patient |
2018: Improvement of 2% in productivity at the Joint Authority level on 2017 to 2019: 4a. Improvement of 1.5% in productivity at the Joint Authority level on 2018 (before the non-recurring costs and productivity impact of the introduction of Apotti) |
-2.6%* |
Yes |
| 04b Share of outpatient care of overall service production (specialist medical care) |
2019: 4b. Share of outpatient care increases by 1 percentage point on 2018 |
87.6% |
No |
| 5. HUS is an active and influential research community. |
05a Total number of new research permits granted |
2019: 5% more than in 2018 |
728 |
Yes |
| 05b Total number of EU project applications |
2019: 5% more than in 2018 |
15 |
Yes |
| 6. increased cooperation between specialist medical care and primary health care |
06 Realization of projects related to cooperation between specialist medical care and primary health care |
2019: Planned municipal cooperation projects are implemented |
83.0% |
No |
| *) Values of 04a indicators deflated using the cost index of public expenditure for each month. |
| 3. Key goal: HUS is a professionally managed workplace for the best experts in the field |
| Goal |
Metric(s) |
Target value 2018 and 2019 |
Actual 2019 |
Goal attained? |
| 7. Personnel are committed to their work |
07a Total exit turnover of permanent personnel |
2018: 5.5%–6.5%
2019: 5.5%–6.5% |
8.3% |
No |
| 07b Exit turnover of permanent personnel (excluding retirements, etc.) |
2018: 5.5%–6.5%
2019: 5.5%–6.5% |
5.5% |
Yes |
| 8. Personnel recommends HUS as an employer |
08 Employee Net Promoter Score (%) HUS as a whole |
2018: 85+% recommend
2019: 85+% recommend |
70.0% |
No |
