Benchmarking in emergency health systems.
This paper discusses the role of benchmarking as a component of quality management. It describes the historical background of benchmarking, its competitive origin and the requirement in today's health environment for a more collaborative approach. The classical 'functional and generic' types of benchmarking are discussed with a suggestion to adopt a different terminology that describes the purpose and practicalities of benchmarking. Benchmarking is not without risks. The consequence of inappropriate focus and the need for a balanced overview of process is explored. The competition that is intrinsic to benchmarking is questioned and the negative impact it may have on improvement strategies in poorly performing organizations is recognized. The difficulty in achieving cross-organizational validity in benchmarking is emphasized, as is the need to scrutinize benchmarking measures. The cost effectiveness of benchmarking projects is questioned and the concept of 'best value, best practice' in an environment of fixed resources is examined.
Kennedy
Marcus P
MP
Department of Emergency Medicine and Ambulatory Care, Angliss Hospital, Melbourne, Victoria, Australia. marcus.kennedy@angliss.org.au
Allen
Jacqueline
J
Allen
Greg
G
D019985:Benchmarking / Q000379:methods / Q000458:organization & administration; D004632:Emergency Medical Services / Q000592:standards*; D006801:Humans; D014739:Victoria