Benchmarking is a system that provides a structured approach to developing realistic and supportive practices. It enables practitioners to find and compare best practices. Peers in a clinical setting can provide practical support and encouragement.

1. BENCHMARKING
GROUP #4

2. BENCHMARKING
• The process of identifying and implementing
best practices at the lowest possible cost.
• The pursuit of excellence is based on
collaboration among various organizations.
• The fundamental principle is to identify a point
of comparison, known as the benchmark,
against which everything else can be compared.
Ettorchi-Tardy, A., Levif, M., & Michel, P. (2012). Benchmarking: a method for continuous
quality improvement in health. Healthcare policy = Politiques de sante, 7(4), e101–e119.

3. BENCHMARKING IN HEALTHCARE
• The process of comparative evaluation and identification of
the underlying causes that lead to high levels of performance.
• Must meet the expectations of patients.
• Entails consistent effort to measure outcomes, compare those
outcomes to those of other organizations in order to learn
how those outcomes were achieved, and apply the lessons
learned to improve.
Ellis J. (2006). All inclusive benchmarking. Journal of nursing management, 14(5), 377–383.
https://doi.org/10.1111/j.1365-2934.2006.00596.x

4. STRATEGY FROM WHO
• Performance Assessment Tool for Quality Improvement in Hospitals
• to evaluate and compare hospitals' performance at international level
using innovative multidimensional approach, to promote voluntary
inter-organization benchmarking projects, and to encourage
hospitals' sustained commitment to quality improvement processes.
Groene, O., Klazinga, N., Kazandjian, V., Lombrail, P., & Bartels, P. (2008). The World Health
Organization Performance Assessment Tool for Quality Improvement in Hospitals (PATH):
An Analysis of the Pilot Implementation in 37 Hospitals. International Journal for Quality in
Health Care, 20(3), 155–161. https://doi.org/10.1093/intqhc/mzn010

5. The PATH Framework
MOTIVATE
MEASURE
MAKE SENSE
MOVE
Groene, O., Klazinga, N., Kazandjian, V., Lombrail, P., & Bartels, P. (2008). The World
Health Organization Performance Assessment Tool for Quality Improvement in Hospitals
(PATH): An Analysis of the Pilot Implementation in 37 Hospitals. International Journal for
Quality in Health Care, 20(3), 155–161. https://doi.org/10.1093/intqhc/mzn010

6. The PATH Conceptual Model
Groene, O., Klazinga, N., Kazandjian, V., Lombrail, P., & Bartels, P. (2008). The World
Health Organization Performance Assessment Tool for Quality Improvement in Hospitals
(PATH): An Analysis of the Pilot Implementation in 37 Hospitals. International Journal for
Quality in Health Care, 20(3), 155–161. https://doi.org/10.1093/intqhc/mzn010

7. STRATEGY FROM USA
• The AHRQ (Agency for Healthcare Research and Quality) in the
United States has been developing and expanding a series of
indicators, or QIs (quality indicators), based on a four-dimensional
conceptual model to measure the quality, safety, effectiveness, and
efficiency of services provided both within and outside of hospitals.
• Only clinical and administrative data from hospitals are used to
create these indicators.
Agency for Healthcare Research and Quality. (2012). National healthcare quality report 2011.
Hjorth-Andersen, C. (1991). Quality indicators: In theory and in fact. European Economic
Review, 35(8), 1491-1505.

8. Quality Indicators
Prevention Quality Indicators (PQI)
Inpatient Quality Indicators (IQI)
Patient Safety Indicators (PSI)
Pediatric Quality Indicators (PDI)
AHRQ - Quality Indicators. (n.d.). Retrieved November
5, 2022, from https://qualityindicators.ahrq.gov/

9. STRATEGY FROM UK
• Essence of Care aims to improve the quality of the fundamental components of
nursing care.
• It employs clinical best practice evidence to structure a patient-centered
approach to care and to inform clinical governance, a broad term that refers to
the managerial policy of holding care teams directly accountable for improving
clinical performance.
• Benchmarking enables practitioners to take a systematic approach to sharing and
comparing practices in order to identify best practices and develop action plans.
Department of Health. (2010). Essence of care. HM Stationery Office.
Contributor, N. T. (2019, August 2). Essence of Care. Nursing
Times. https://www.nursingtimes.net/archive/essence-of-care-13-12-2007/

10. The Benchmarks
Department of Health. (2010). Essence of care. HM Stationery Office.

11. STRATEGY FROM SWITZERLAND
• Emerge Project to improve the quality of medical treatments
covered by the mandatory health insurance program.
• The goal of this project is to find ways to strengthen the links
between quality measurement and hospital management.
• Hospitals are taught how to analyse current emergency-room
treatment processes and identify measures for improvement,
as well as how to interpret results by comparing them.
Schwappach, D. L., Blaudszun, A., Conen, D., Ebner, H., Eichler, K., & Hochreutener, M. A. (2003).
'Emerge': Benchmarking of clinical performance and patients' experiences with emergency care
in Switzerland. International journal for quality in health care: journal of the International Society
for Quality in Health Care, 15(6), 473–485. https://doi.org/10.1093/intqhc/mzg078

12. STRATEGIES FROM ASEAN REGION
• Singapore: five-day Patient Safety Executive Development Program
• China, Hong Kong SAR: Advance Incident Reporting System
• Thailand: Healthcare Accreditation Institute promotes 6 patient safety
goals, ‘SIMPLE’
• Malaysia: conducted corporate culture training
• Cambodia: developed tools and conducted hospital and health centre
assessments
Evaluating Quality Strategies in Asia-Pacific Countries. (n.d.). Oecd-Iibrary. Retrieved November 5,
2022, from https://www.oecd-ilibrary.org/docserver/9789264243590-en.pdf?expires=1667599705

13. THANK YOU FOR LISTENING!
Improving health equity necessitates a
holistic approach.
Change is required everywhere, from the
bedside to the boardroom, from how payers
pay for care to changes in health policy.