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Analysis of Provider Payment Reforms on Advancing China's Health Impact Evaluation 2015, Baseline Survey

China, 2015
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Reference ID
CHN_2015_APPROACHIE-BL_v01_M_PUF
Producer(s)
Winnie Yip
Metadata
DDI/XML JSON
Created on
Dec 05, 2019
Last modified
Dec 05, 2019
Page views
10824
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Data file: WMS_V2.1

WMS survey; edited anonymous dataset for public distribution

Cases: 273
Variables: 74

Variables

id
ID
hospid
Hospital ID
countyid
County ID
dept
Department
dept1
Department (specify)
title
Job title
title1
Job title (specify)
workterm
Years of working in this hospital
postterm
Years of working at the current post
interv1
Interviewer1 ID
interv2
Interviewer2 ID
q11
What does the patient journey feel like
q12
How closely located are the different points of the journey
q13
How often are there problems with this pathway
q21
What was the rationale for implementing improvements
q22
How often is the pathway challenged
q23
Who within the hospital drives the changes
q31
Standardization of protocols and clinical processes
q32
Clarity of process and procedures
q33
Monitoring tools, resources and protocols
q41
Finding and documenting problems
q42
Who resolves problems
q43
Who improves processes
q51
What happens when one area of the hospital becomes busier
q52
What tools exist to help managers allocate human resources
q53
How is the flow of the staff coordinated
q61
Types of parameters
q62
Tracking and compilation frequency
q63
Communicated to whom and how
q71
Frequent discussions
q72
Who is involved in the meetings and how are results communicated
q73
Action plan follows the meeting
q81
Follow a clear agenda
q82
Meetings have appropriate data present
q83
Get people involved in constructive feedback
q91
Clear responsibilities for action plan
q92
How long it takes to identify and deal with a problem
q93
How they avoid having the same problem again
q101
Clarity and Balance of Targets
q102
Set at the district, hospital, departmental and individual levels
q103
Linked to patient outcomes and defined by internal and external factors
q111
Motivation and clarity of goals through the hierarchy chain
q112
Goals are well communicated within the hospital
q113
Breaking down big goals into smaller ones
q121
A range of short, mid term, long term goals
q122
Emphasis of goals
q123
Interlinked goals that staircase from short to longAterm
q131
Goals are tough but achievable
q132
Goals are set with reference to external benchmarks
q133
Goals are equally difficult/demanding for all
q141
What is the role of clinicians in achieving targets
q142
What is the accountability clinicians have to targets
q143
Who defines the accountability of clinicians
q151
Clearly defined and strongly communicated to all
q152
Based on both qualitative and quantitative measures
q153
Everyone knows how everyone is doing and can compare
q161
Identification of good performers
q162
Formally evaluated
q163
Separate reward system for individuals and teams
q171
Identification of poor performers
q172
Methods of dealing with poor performers
q173
Time scale of action
q181
Identification of good performers
q182
Development of good performers
q183
Reason for promotion
q191
Who makes hiring decisions, how are they made
q192
Ensuring senior managers show talent is a top priority for the hospital
q193
Seeking out talented candidates
q201
Is there a formal process to understand the reason for leaving clinicians
q202
What can they offer to keep best clinicians who want to leave
q203
What do they do to ensure top clinicians want to stay in the hospital
q211
Why would clinicians want to work at your hospital
q212
Clinicians are aware of the benefits of working at your hospital
q213
How do you keep track that the communication is effective
Total: 74
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