Benchmarking in mental health: an introduction for psychiatrists

Benchmarking has been advocated by the Department of Health as a tool of clinical governance. The essence of benchmarking is learning from the best practice of others. Its ability to compare services and outcomes of care can facilitate change, ensuring quality control and continuous service improvement. The concept is in its infancy in the National Health Service despite its exceptionally rapid growth in business organisations over the past 25 years. Many of the characteristics that make the process so valuable in business are equally relevant in healthcare. This article reviews the history of benchmarking and describes its application in mental health services for improving patient care. It includes an analysis of the centrality of the benchmarking doctrine to the core principles of clinical governance and reflects on the assets health services possess to facilitate benchmarking. It concentrates on the principles of setting up a team and uses a case example to highlight the organisational and clinical effect that a benchmarking project could have. Richard Bayney is a consultant psychiatrist at the Directorate of Forensic Psychiatry, West London Mental Health Care NHS Trust (Uxbridge Road, Southall, Middlesex UB1 3EU, UK. Tel: 020 8354 8680; e-mail: [email protected]). His clinical and research interests include the organisation and effectiveness of mental health services in the National Health Service.