Towards benchmarking in British acute hospitals

Area of Science:

• Health Services Management
• Healthcare Policy
• Hospital Administration

Background:

• The 1997 White Paper, 'The New NHS,' emphasized benchmarking for improving National Health Service (NHS) efficiency.
• Benchmarking was identified as a key strategy for enhancing efficiency within the NHS over the subsequent decade.
• This study critically examines the potential for successful benchmarking implementation in the acute-hospital sector.

Purpose of the Study:

• To explore the prospects for successful adoption of benchmarking in the acute-hospital sector.
• To analyze the background and attitudes towards benchmarking implementation.
• To investigate the broader implications of benchmarking on resource redistribution and operational efficiency.

Main Methods:

• A conceptual model integrating benchmarking with receptive contexts for change was developed.
• The model's components were used to analyze the development and implementation of benchmarking.
• Empirical evidence was incorporated to support the exploration of ideas.

Main Results:

• Benchmarking implementation has significant implications for regional and national resource redistribution.
• Achieving results at local operational levels requires sustained, incremental effort ('steady drip-drip on stone').
• Harnessing existing organizational cultures is crucial for the success of identifying and adopting efficient medical practices.

Conclusions:

• Successful benchmarking adoption in acute hospitals hinges on aligning with receptive change contexts and existing cultures.
• The political agenda associated with benchmarking can lead to substantial resource re-allocation.
• Efforts to improve efficiency through benchmarking must be culturally sensitive to resolve potential social tensions and ensure success.