Article
Hospital quality reports in Germany: patient and physician opinion of the reported quality indicators.
Public Health Programme, University Hospital of the Heinrich-Heine-University, Moorenstrasse 5, 40225 Düsseldorf, Germany.
BMC Health Services Research (impact factor:
1.66).
02/2007;
7:157.
DOI:10.1186/1472-6963-7-157
pp.157
Source: PubMed
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Article: Public reporting on quality in the United States and the United Kingdom.
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ABSTRACT: The public reporting of comparative information about health care quality is becoming an accepted way of improving accountability and quality. Quality report cards have been prominent in the United States for more than a decade and are a central feature of British health system reform. In this paper we examine the common challenges and differences in implementation of the policy in the two countries. We use this information to explore some key questions relating to the content, target audience, and use of published information. We end by making specific recommendations for maximizing the effectiveness of public reporting.Health Affairs 22(3):134-48. · 4.31 Impact Factor -
Article: Selecting common measures of quality and system performance.
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ABSTRACT: The President's Commission on Consumer Protection and Quality in the Health Care Industry recommended that a common set of quality measures be developed for the nation. The results of such common measures will be used to ensure accountability, select providers, and improve quality. Simultaneous consideration of top-down and bottom-up design requirements are likely to produce a set of measures that will serve policy and front-line information needs. To articulate the criteria and process by which common measures should be selected and to illustrate the results of applying this approach in one clinical area. Discussions among the members of the Strategic Framework Board, development of a clinical logic model for acute myocardial infarction (AMI), and application of the criteria to existing quality measures for AMI. Measures should: (1) be linked to a national goal, (2) have a clear and compelling use, (3) be parsimonious, (4) not impose undue burden on those providing data, (5) help providers improve care delivery, (6) help stakeholders make more informed decisions, and (7) balance the need for continuous improvement with the stability needed to track progress over time. The use of a clinical logic diagram highlights the importance of selecting measures related to primary and secondary prevention in reducing deaths from heart disease. The resulting measures are useful on the front lines of medicine as well as by consumers and purchasers. Focusing attention on the information necessary to stimulate progress on national goals provides a compelling framework for the choice of a common set of measures.Medical Care 02/2003; 41(1 Suppl):I39-47. · 3.41 Impact Factor -
Article: A performance assessment framework for hospitals: the WHO regional office for Europe PATH project.
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ABSTRACT: The World Health Organization (WHO) Regional Office for Europe launched in 2003 a project aiming to develop and disseminate a flexible and comprehensive tool for the assessment of hospital performance and referred to as the performance assessment tool for quality improvement in hospitals (PATH). This project aims at supporting hospitals in assessing their performance, questioning their own results, and translating them into actions for improvement, by providing hospitals with tools for performance assessment and by enabling collegial support and networking among participating hospitals. PATH was developed through a series of four workshops gathering experts representing most valuable experiences on hospital performance assessment worldwide. An extensive review of the literature on hospital performance projects was carried out, more than 100 performance indicators were scrutinized, and a survey was carried out in 20 European countries. Six dimensions were identified for assessing hospital performance: clinical effectiveness, safety, patient centredness, production efficiency, staff orientation and responsive governance. The following outcomes were achieved: (i) definition of the concepts and identification of key dimensions of hospital performance; (ii) design of the architecture of PATH to enhance evidence-based management and quality improvement through performance assessment; (iii) selection of a core and a tailored set of performance indicators with detailed operational definitions; (iv) identification of trade-offs between indicators; (v) elaboration of descriptive sheets for each indicator to support hospitals in interpreting their results; (vi) design of a balanced dashboard; and (vii) strategies for implementation of the PATH framework. PATH is currently being pilot implemented in eight countries to refine its framework before further expansion.International Journal for Quality in Health Care 01/2006; 17(6):487-96. · 1.96 Impact Factor
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Keywords
15 indicators
24 indicators
29 quality indicators
50 patients
50 physicians
acute care hospitals
applying descriptive statistics
Convenience samples
five indicators
Germany's hospital quality reports
hospital quality reports
individual indicators
interviewed patients
interviewed physicians
quality indicators
reported quality indicators
second group
surgical procedures"
target groups
two years