Accreditation for Excellence of Cancer Research Institutes: Recommendations from the Italian Network of Comprehensive Cancer Centers

Abstract

A panel of experts from Italian Comprehensive Cancer Centers defines the recommendations for external quality control programs aimed to accreditation to excellence of these institutes. After definition of the process as a systematic, periodic evaluation performed by an external agency to verify whether a health organization possesses certain prerequisites regarding structural, organizational and operational conditions that are thought to affect health care quality, the panel reviews models internationally available and makes final recommendations on aspects considered of main interest. This position paper has been produced within a special project of the Ministry of Health of the Italian Government aimed to accredit, according to OECI model, 11 Italian cancer centers in the period 2012-2014. The Project represents the effort undertaken by this network of Comprehensive Cancer Centers to find a common denominator for the experience of all Institutes in external quality control programs. Fourteen shared "statements" are put forth, designed to offer some indications on the main aspects of this subject, based on literature evidence or expert opinions. They deal with the need for "accountability" and involvement of the entire organization, the effectiveness of self-evaluation, the temporal continuity and the educational value of the experience, the use of indicators and measurement tools, additionally for intra-and inter-organization comparison, the system of evaluation models used, the provision for specific requisites for oncology, and the opportunity for mutual exchange of evaluation experiences.

Understanding the Evolution of Health Service Accreditation Research: A Literature Review From 2012 to 2015

“…Overall, 23 studies explored how the activity of preparing and undergoing accreditation promotes change in health organizations (MCHUGH et al, 2013;CAUNDAY et al, 2013;CHUANG;HOWLEY;HANCOCK, 2013;DAY et al, 2013;DERIU et al, 2013;HOTCHKISS, 2014;LAFRANCE, 2014;MARONE et al, 2014;MARSHALL et al, 2014;MONTEIRO et al, 2014;RICCARDO;PARENT;DESALVO, 2014;THIELEN et al, 2014aTHIELEN et al, , 2014bMORAN, 2014;WALKER, 2014;WETTA et al, 2014;EL-JARDALI et al, 2014;EMER et al, 2014;HAGOS et al, 2014;ANDIRIC;MASSAMBU, 2015;CARMAN;TIMSINA, 2015;LAYMON et al, 2015). Several change mechanisms were identified.…”

“…First, 8 studies highlighted the need to work in collaboration internal and externally. Internally, there is a need to break down some functional silos (DAY et al, 2013;DERIU et al, 2013;EMER et al, 2014;LAFRANCE, 2014;MARONE et al, 2014;MARSHALL et al, 2014;WALKER, 2014;LAYMON et al, 2015). Secondly, 6 studies explored staff engagement in quality improvement.…”

“…Secondly, 6 studies explored staff engagement in quality improvement. HOTCHKISS, 2014;LAFRANCE, 2014;MARONE et al, 2014;WALKER, 2014;CARMAN;TIMSINA, 2015) Third, the introduction and use of indicators (CAUNDAY et al, 2013;CHUANG;HOWLEY;HANCOCK, 2013;DERIU et al, 2013;HAGOS et al, 2014). Finally, the other mechanisms identified were: training approach (DERIU et al, 2013;WETTA et al, 2014;ANDIRIC;MASSAMBU, 2015) and leadership support (MARONE et al, 2014;WETTA et al, 2014).…”

Avaliação do impacto dos programas de acreditação nas instituições de saúde brasileiras: contribuições de um estudo bibliométrico e de uma pesquisa de avaliação.

“…Dez artigos identificaram impactos positivos (CHABANNON et al, 2012;GUINDO et al, 2012;CASTLE, 2012b;ABOU ELNOUR et al, 2014;AGHEORGHIESEI et al, 2014;GRATWOHL et al, 2014;GARG;NGUYEN, 2014;PARTHASARATHY;SUBRAMANIAN;QUAN, 2014;SISAY et al, 2015;TELEM et al, 2015). Por exemplo, foi observado um aumento significativo de 14% na sobrevida dos pacientes com leucemia crônica que receberam um transplante alogênico (transplante de células-tronco hematopoéticas) em um programa acreditado, em comparação com aqueles tratados em um programa não-acreditados (CHABANNON et al, 2012 (MCHUGH et al, 2013;CAUNDAY et al, 2013;CHUANG;HOWLEY;HANCOCK, 2013;DAY et al, 2013;DERIU et al, 2013;HOTCHKISS, 2014;LAFRANCE, 2014;MARONE et al, 2014;MARSHALL et al, 2014;MONTEIRO et al, 2014;RICCARDO;PARENT;DESALVO, 2014;THIELEN et al, 2014aTHIELEN et al, , 2014bMORAN, 2014;WALKER, 2014;WETTA et al, 2014;EL-JARDALI et al, 2014;EMER et al, 2014;HAGOS et al, 2014;ANDIRIC;MASSAMBU, 2015;TIMSINA, 2015;…”

“…Primeiro, oito estudos destacaram a necessidade de trabalhar em colaboração interna e externamente. Internamente, há uma necessidade de quebrar alguns silos funcionais (DAY et al, 2013;DERIU et al, 2013;EMER et al, 2014;LAFRANCE, 2014;MARONE et al, 2014;MARSHALL et al, 2014;WALKER, 2014;LAYMON et al, 2015). Em segundo lugar, seis estudos exploraram o engajamento pessoal na melhoria da qualidade HOTCHKISS, 2014;LAFRANCE, 2014;MARONE et al, 2014;WALKER, 2014;TIMSINA, 2015).…”