Integration of Business and Healthcare Delivery Processes: Case Study on Quality and Clinical Effectiveness of Performance Measurement in Polish Healthcare

Integration of Business and Healthcare Delivery Processes: Case Study on Quality and Clinical Effectiveness of Performance Measurement in Polish Healthcare

Anna Beata Rosiek (University of Technology & Agriculture, Poland)
Copyright: © 2010 |Pages: 9
DOI: 10.4018/jhdri.2010070103

Abstract

Demand for performance improvement drives many healthcare organizations to learn as much as possible about continuous quality improvement. This case study examines the implementation of new ideas in Polish Healthcare systems, such as problem solving procedures, data collection, provision of patients satisfaction reports, employee satisfaction surveys, and management of various processes, with the use of clinical algorithms. The author examines monitoring and improvement of healthcare quality, emphasizing problem identification, development of standards, data collection, data analyses and evaluation, implementation of quality improvement in public healthcare with cost saving, and at the same time, improve the quality of patient care. Traditional forums for measuring performance have two aspects: i) Organization and ii) Patient. Organizations must measure three aspects: balance score, value-based cost management and Baldrige criteria, which lead to improvement of organizational performance and, in consequence, delivery of constantly improving value for patients—the anticipated outcome for improved healthcare quality. The method used in this article is intertwined with balance score and value based cost management in public healthcare within Poland.
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2. Literature Review

Performance measurement is one of the most important current topics discussed in healthcare institutions. Evaluation of quality improvement in healthcare (Ovretveit & Gustafson, 2002), and clear definition of the terms such as ‘healthcare performance’ and ‘healthcare measurement’, and ‘improvement of the patient outcomes’(Hickman, 2007) is fundamental to the intelligent understanding of the healthcare processes and actions. Without agreeing on basic definitions, the interpretation of measurement and marketing information leads to misunderstanding and confusion. Furthermore, because measurement is only one of many functions in business, it is important that the terms used in the business’ analysis and its measurement are in accordance with other business’ functions, such as: Logistics, Finance and Quality. Between patient satisfaction with care, and costs, Kenagy, Berwick and Shore found a strong correlation, indicating significant reduction in the cost of care when service improves (Press, 2006; Oakland & Oakland, 1998). Also Hickman cites revenue enhancement and the cost reduction in a public healthcare as a key consideration (2007). In other words, if a sustainable quality program has been developed, ultimately the return on investment will be high. This program is important as a source of information for hospital’s managers in screening for Financial and Logistic problems and developing an effective plan of action for quality improvement in healthcare organization (Levine Plume, & Nelson, 1997). The best practice for integration of business and healthcare delivery processes is learning how to connect the quality and clinical effectiveness and performance measurement in healthcare. The question is how to connect those things? Of course we should measure: performance, financial outcomes, patient satisfaction and hospital facilities in a consumerism context (Labarere & Francois, 1999; Turnbull & Hembree, 1996) and adopt this idea to the local market and country law.

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