Data, facts and instruments on the German health system
What it’s all about
The benchmarking function of a practice management comparison makes it possible to quantify the qualitative descriptions of the work of a medical practice and to compare them with objective-representative measured variables. In this way, it is possible not only to record the type and intensity of the regulations used to manage the practice, but also their effects, so that a 360-degree view of the practice’s work emerges. Key performance indicators (KPIs) can be derived from the comparison. An application example for the field of action „organisation“ illustrates their potential.
The Organising Quality Score (OQS)
This value indicates to what extent and to what intensity the organisational instruments, regulations and behaviours necessary for a smoothly functioning practice are used. If, for example, the OQS is 42%, this means that 58% of the essential structures and processes are not or only insufficiently applied in the practice. Since the indicator – as described – results from a standardised qualitative description of the organisation, the necessary improvements can be inferred at any time.
The subject group comparison
The best practice score described is supplemented in a practice management comparison for orientation purposes by comparing it with the specialist group KPI, which offers an insight into the organisational reality of businesses in the same specialist field.
The activation threshold
The 60% threshold is added as a further assessment measure. A best practice score below (above) this indicates that productivity and efficiency of work are significantly limited (well aligned), as is employee motivation.
Output can also be measured
The concrete impact of the organisational score can be determined from an external perspective by the Patient Care Quality Score (PCQS). It is calculated from the patients‘ satisfaction with the organisation in relation to their requirements. For example, if it is 17%, this means that 83% of the requirements are not met by the existing organisation.
Internally, a parallel classification is made by the scores obtained from the staff members‘ statements on the structure and processes. Free-text question statements provide additional information.
Navigating over time
By observing the scores over time, positive and negative changes in the practice work can be recognised and possible reinforcements or countermeasures can be derived. Such a procedure is important for every specialist group and for practices of all sizes, because it makes it possible to make the complexity of practice management transparent and to visualise its performance, quality and development.
The practice management dashboard
Just as for the organisation, KPIs can be determined for all other action areas of practice management and their subgroups and summarised in a dashboard. This presentation enables practice owners to control and develop their practice management in a targeted, simple and sustainable manner.
Fast data collection
The data collection of the practice management comparison is done with the help of a validated, easy-to-use system that can be implemented without the need for an on-site consultant. It takes a doctor a good 30 minutes to complete his documentation document, 20 minutes each for the staff and the whole thing is supplemented by a patient survey for a maximum of 100 patients.
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