Development of a benchmark tool for comprehensive cancer centers: results from a pilot exercise

Anke Wind, Wineke A.M. van Lent, Peter Nagy, Willem H. van Harten

Research output: Contribution to journalMeeting AbstractAcademic

Abstract

Background: The BENCH-CAN project is an international benchmarking project which aims to develop a tool for the benchmarking of comprehensive cancer care and yield good practice examples across the EU in a way that contributes to improve the quality of interdisciplinary patient treatment. The Joint Commission defines benchmarking as “a systematic, data-driven process of continuous improvement that involves internally and/or externally comparing performance to identify, achieve, and sustain good practice”. This paper describes the development and results of a pilot of an institutional tool at 5 cancer centers. Methods: The 13 step benchmarking process by Van Lent et.al. was used. A framework based on the European Foundation of Quality Management model and the Institute of Medicine domains of quality was developed to structure the indicators. Indicators were primarily derived from literature and secondary from expert opinion. Centers provided data and a site visit was performed to grasp the context and to clarify additional questions. Based on the results of the pilot good practices were defined. Results: The final indicator list contains 81 qualitative and 141 quantitative indicators. Centers reported the data in the same way which enables comparison.Differences between pilot sites are found in for example length of stay (5 to 9 days), and staff turnover rates (for nurses it varied from 0,46% to 25,5%). Another difference can be found in the domain of Resources such as IT (for example the storage of patient records which was done digitally in some centers, but on paper in others), and patient involvement both in their own care process, as in the strategy development of an institute. Conclusions: A benchmarking tool for Comprehensive Cancer Care has been developed that will become available in an open format. Variation of the results provided improvement opportunities for all centers. Reliability and validity of the tool are ensured by the pilot of the indicators at 5 cancer centers. The pilot showed that the sites all reported data in the same way and all provided the type of data that was required. Apart from this institutional benchmark, a pathway benchmark was developed as well as a consumer experience questionnaire.
Original languageEnglish
Article numbere18159
JournalJournal of clinical oncology
Volume34
Issue number15S
DOIs
Publication statusPublished - 2016
Event52nd ASCO Annual Meeting 2016: Collective Wisdom: The Future of Patient-Centered Care and Research - McCormick Place, Chicago, United States
Duration: 3 Jun 20167 Jun 2016
Conference number: 52

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Benchmarking
Exercise
Neoplasms
Patient Participation
National Academies of Science, Engineering, and Medicine (U.S.) Health and Medicine Division
Expert Testimony
Reproducibility of Results
Length of Stay
Joints
Nurses

Cite this

@article{56fa4988f0a14c37874dec08c887c113,
title = "Development of a benchmark tool for comprehensive cancer centers: results from a pilot exercise",
abstract = "Background: The BENCH-CAN project is an international benchmarking project which aims to develop a tool for the benchmarking of comprehensive cancer care and yield good practice examples across the EU in a way that contributes to improve the quality of interdisciplinary patient treatment. The Joint Commission defines benchmarking as “a systematic, data-driven process of continuous improvement that involves internally and/or externally comparing performance to identify, achieve, and sustain good practice”. This paper describes the development and results of a pilot of an institutional tool at 5 cancer centers. Methods: The 13 step benchmarking process by Van Lent et.al. was used. A framework based on the European Foundation of Quality Management model and the Institute of Medicine domains of quality was developed to structure the indicators. Indicators were primarily derived from literature and secondary from expert opinion. Centers provided data and a site visit was performed to grasp the context and to clarify additional questions. Based on the results of the pilot good practices were defined. Results: The final indicator list contains 81 qualitative and 141 quantitative indicators. Centers reported the data in the same way which enables comparison.Differences between pilot sites are found in for example length of stay (5 to 9 days), and staff turnover rates (for nurses it varied from 0,46{\%} to 25,5{\%}). Another difference can be found in the domain of Resources such as IT (for example the storage of patient records which was done digitally in some centers, but on paper in others), and patient involvement both in their own care process, as in the strategy development of an institute. Conclusions: A benchmarking tool for Comprehensive Cancer Care has been developed that will become available in an open format. Variation of the results provided improvement opportunities for all centers. Reliability and validity of the tool are ensured by the pilot of the indicators at 5 cancer centers. The pilot showed that the sites all reported data in the same way and all provided the type of data that was required. Apart from this institutional benchmark, a pathway benchmark was developed as well as a consumer experience questionnaire.",
author = "Anke Wind and {van Lent}, {Wineke A.M.} and Peter Nagy and {van Harten}, {Willem H.}",
year = "2016",
doi = "10.1200/JCO.2016.34.15\_suppl.e18159",
language = "English",
volume = "34",
journal = "Journal of clinical oncology",
issn = "0732-183X",
publisher = "American Society of Clinical Oncology",
number = "15S",

}

Development of a benchmark tool for comprehensive cancer centers : results from a pilot exercise. / Wind, Anke; van Lent, Wineke A.M.; Nagy, Peter; van Harten, Willem H.

In: Journal of clinical oncology, Vol. 34, No. 15S, e18159, 2016.

Research output: Contribution to journalMeeting AbstractAcademic

TY - JOUR

T1 - Development of a benchmark tool for comprehensive cancer centers

T2 - results from a pilot exercise

AU - Wind, Anke

AU - van Lent, Wineke A.M.

AU - Nagy, Peter

AU - van Harten, Willem H.

PY - 2016

Y1 - 2016

N2 - Background: The BENCH-CAN project is an international benchmarking project which aims to develop a tool for the benchmarking of comprehensive cancer care and yield good practice examples across the EU in a way that contributes to improve the quality of interdisciplinary patient treatment. The Joint Commission defines benchmarking as “a systematic, data-driven process of continuous improvement that involves internally and/or externally comparing performance to identify, achieve, and sustain good practice”. This paper describes the development and results of a pilot of an institutional tool at 5 cancer centers. Methods: The 13 step benchmarking process by Van Lent et.al. was used. A framework based on the European Foundation of Quality Management model and the Institute of Medicine domains of quality was developed to structure the indicators. Indicators were primarily derived from literature and secondary from expert opinion. Centers provided data and a site visit was performed to grasp the context and to clarify additional questions. Based on the results of the pilot good practices were defined. Results: The final indicator list contains 81 qualitative and 141 quantitative indicators. Centers reported the data in the same way which enables comparison.Differences between pilot sites are found in for example length of stay (5 to 9 days), and staff turnover rates (for nurses it varied from 0,46% to 25,5%). Another difference can be found in the domain of Resources such as IT (for example the storage of patient records which was done digitally in some centers, but on paper in others), and patient involvement both in their own care process, as in the strategy development of an institute. Conclusions: A benchmarking tool for Comprehensive Cancer Care has been developed that will become available in an open format. Variation of the results provided improvement opportunities for all centers. Reliability and validity of the tool are ensured by the pilot of the indicators at 5 cancer centers. The pilot showed that the sites all reported data in the same way and all provided the type of data that was required. Apart from this institutional benchmark, a pathway benchmark was developed as well as a consumer experience questionnaire.

AB - Background: The BENCH-CAN project is an international benchmarking project which aims to develop a tool for the benchmarking of comprehensive cancer care and yield good practice examples across the EU in a way that contributes to improve the quality of interdisciplinary patient treatment. The Joint Commission defines benchmarking as “a systematic, data-driven process of continuous improvement that involves internally and/or externally comparing performance to identify, achieve, and sustain good practice”. This paper describes the development and results of a pilot of an institutional tool at 5 cancer centers. Methods: The 13 step benchmarking process by Van Lent et.al. was used. A framework based on the European Foundation of Quality Management model and the Institute of Medicine domains of quality was developed to structure the indicators. Indicators were primarily derived from literature and secondary from expert opinion. Centers provided data and a site visit was performed to grasp the context and to clarify additional questions. Based on the results of the pilot good practices were defined. Results: The final indicator list contains 81 qualitative and 141 quantitative indicators. Centers reported the data in the same way which enables comparison.Differences between pilot sites are found in for example length of stay (5 to 9 days), and staff turnover rates (for nurses it varied from 0,46% to 25,5%). Another difference can be found in the domain of Resources such as IT (for example the storage of patient records which was done digitally in some centers, but on paper in others), and patient involvement both in their own care process, as in the strategy development of an institute. Conclusions: A benchmarking tool for Comprehensive Cancer Care has been developed that will become available in an open format. Variation of the results provided improvement opportunities for all centers. Reliability and validity of the tool are ensured by the pilot of the indicators at 5 cancer centers. The pilot showed that the sites all reported data in the same way and all provided the type of data that was required. Apart from this institutional benchmark, a pathway benchmark was developed as well as a consumer experience questionnaire.

U2 - 10.1200/JCO.2016.34.15\_suppl.e18159

DO - 10.1200/JCO.2016.34.15\_suppl.e18159

M3 - Meeting Abstract

VL - 34

JO - Journal of clinical oncology

JF - Journal of clinical oncology

SN - 0732-183X

IS - 15S

M1 - e18159

ER -