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A collaborative effort to establish a long-term care benchmark process.

C J Watson, A M Mobarak, K Stimson

    Journal for Healthcare Quality : Official Publication of the National Association for Healthcare Quality
    |June 3, 1999
    PubMed
    Summary
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    Long-term care facilities created a customer-driven benchmarking process to enhance operations. This analytical and measurable approach positively impacted resident quality of life.

    Area of Science:

    • Healthcare Management
    • Quality Improvement Science
    • Gerontology

    Background:

    • Long-term care facilities face challenges in operational efficiency and resident well-being.
    • Need for adaptable and effective quality improvement strategies in healthcare settings.

    Purpose of the Study:

    • To develop and implement a customer-driven benchmarking process in long-term care facilities.
    • To assess the impact of this process on facility operations and resident quality of life.

    Main Methods:

    • Facilities collaboratively designed a benchmarking process.
    • The process emphasized customer focus, analytical problem-solving, measurability, and flexibility.
    • Implementation across various care areas within the facilities.

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    Main Results:

    • Successful development and application of a flexible, customer-driven benchmarking process.
    • Demonstrated improvements in facility operations.
    • Positive impact observed on residents' quality of life.

    Conclusions:

    • A customer-driven, analytical, and measurable benchmarking process can enhance long-term care operations.
    • This approach offers a scalable solution for improving quality of life for residents in long-term care settings.