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dc.contributor.authorKiefe, Catarina I.
dc.contributor.authorWeissman, Norman W.
dc.contributor.authorAllison, Jeroan J.
dc.contributor.authorFarmer, Robert
dc.contributor.authorWeaver, Michael T.
dc.contributor.authorWilliams, O. Dale
dc.date2022-08-11T08:10:36.000
dc.date.accessioned2022-08-23T17:14:10Z
dc.date.available2022-08-23T17:14:10Z
dc.date.issued1998-11-25
dc.date.submitted2010-04-27
dc.identifier.citationInt J Qual Health Care. 1998 Oct;10(5):443-7.
dc.identifier.issn1353-4505 (Linking)
dc.identifier.pmid9828034
dc.identifier.urihttp://hdl.handle.net/20.500.14038/46896
dc.description.abstractWebster's Dictionary defines a benchmark as 'something that serves as a standard by which others can be measured'. Benchmarking pervades the health care quality improvement literature, and benchmarks are usually based on subjective assessment rather than on measurements derived from data. As such, benchmarks may fail to yield an achievable level of excellence that can be replicated under specific conditions. In this paper, we provide an overview of benchmarking in health care. We then describe the evolution of our data-driven method for identifying an Achievable Benchmark of Care (ABC) on the basis of process-of-care indicators. Here, our experience leads us to postulate the following premises for sound benchmarks: (i) benchmarks should represent a level of excellence; (ii) benchmarks should be demonstrably attainable; (iii) providers with high performance should be selected from among all providers in a predefined way using reliable data; (iv) all providers with high performance levels should contribute to the benchmark level; and (v) providers with high performance levels but small numbers of cases should not unduly influence the level of the benchmark. An example of an ABC applied to the cooperative cardiovascular project leads the reader through the computation of an ABC. Finally, we consider several refinements of the original ABC concept that are in progress, e.g. how to approach the special problems posed by very small denominators. The ABC methodology has been well accepted in multiple quality improvement projects. This approach lends objectivity and reliability to benchmarks that have been a widely used, but until now, arbitrarily defined tool.
dc.language.isoen_US
dc.relation<a href="http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?db=pubmed&cmd=Retrieve&list_uids=9828034&dopt=Abstract">Link to Article in PubMed</a>
dc.relation.urlhttp://intqhc.oxfordjournals.org/cgi/content/abstract/10/5/443
dc.subjectAlabama
dc.subjectBenchmarking
dc.subjectFeedback
dc.subjectHealth Care Reform
dc.subjectHumans
dc.subject*Quality Indicators, Health Care
dc.subjectUnited States
dc.subjectBioinformatics
dc.subjectBiostatistics
dc.subjectEpidemiology
dc.subjectHealth Services Research
dc.titleIdentifying achievable benchmarks of care: concepts and methodology
dc.typeJournal Article
dc.source.journaltitleInternational journal for quality in health care : journal of the International Society for Quality in Health Care / ISQua
dc.source.volume10
dc.source.issue5
dc.identifier.legacycoverpagehttps://escholarship.umassmed.edu/qhs_pp/137
dc.identifier.contextkey1287882
html.description.abstract<p>Webster's Dictionary defines a benchmark as 'something that serves as a standard by which others can be measured'. Benchmarking pervades the health care quality improvement literature, and benchmarks are usually based on subjective assessment rather than on measurements derived from data. As such, benchmarks may fail to yield an achievable level of excellence that can be replicated under specific conditions. In this paper, we provide an overview of benchmarking in health care. We then describe the evolution of our data-driven method for identifying an Achievable Benchmark of Care (ABC) on the basis of process-of-care indicators. Here, our experience leads us to postulate the following premises for sound benchmarks: (i) benchmarks should represent a level of excellence; (ii) benchmarks should be demonstrably attainable; (iii) providers with high performance should be selected from among all providers in a predefined way using reliable data; (iv) all providers with high performance levels should contribute to the benchmark level; and (v) providers with high performance levels but small numbers of cases should not unduly influence the level of the benchmark. An example of an ABC applied to the cooperative cardiovascular project leads the reader through the computation of an ABC. Finally, we consider several refinements of the original ABC concept that are in progress, e.g. how to approach the special problems posed by very small denominators. The ABC methodology has been well accepted in multiple quality improvement projects. This approach lends objectivity and reliability to benchmarks that have been a widely used, but until now, arbitrarily defined tool.</p>
dc.identifier.submissionpathqhs_pp/137
dc.contributor.departmentDepartment of Quantitative Health Sciences
dc.source.pages443-7


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