Benchmark of administrative efficiency

Administrative work of healthcare is the raw material desktop and without many of work preparation and tabulation will be scattered and become useless. But the truth about administrative work is like a watery unites of management; there are no demarcations in order to define the borders and boundaries for checking and further development. In this benchmark we are going to draw some sort of demarcation lines to be in mind account when medical professionals work with healthcare systems and other management supportive unites. The importance of this benchmark lied in being the first line of patients dealing platform and also data management platform. You can remember when you visited last time a hospital with supposed professional integrated employees; what you felt at that time and what was your impression about the service and other neglecting signs!. Exactly; this is the main aim of administration efficiency to reach point of good impression and build subconscious loyalty lead the patient to feel comfortable when they get their medical care and get their demands. Exhaustion and drained effort of patient is repellent in medical care systems, indirectly even build loyalty not only with medical care but exceed that to reach loyalty to government and country sometimes.  One hint here I like much to mention that when country enemies like to destruct loyalty atmosphere of public toward the home country, they easily working to ruin education quality and healthcare loyalty through implanting less qualified or agenda oriented employees to build repellent living standards for most of citizens then forcing them implicitly to move and leave the country and there are many examples prove this plan. Please look below to find the main work skeleton of administrative efficiency and benchmark for further development and progress:

1. Minimize administrative overheads

Appropriate technology acquisition (Purchase- Maintenance- Training)

Reduce excessive marketing costs (hospitals or plans)

Efficient use of personnel (Reduction of excess- Appointments and promotions based on competence)

Appropriate economies of scale adequate risk pools for insurers

Reduction of duplicate structures, including integration of vertically organized programmes

Minimize transaction costs (Enrolment and non enrolment costs)

Oversupply of some services in some areas:

2. Cost-reducing purchasing

Reduce price variation

Drug cost reduction through large scale purchasing

Reliance on (quality) generics where possible

3. Minimize cost shifting

Cost shifting from PC to tertiary

Cost shifting to patients

Cost shifting to public sector or insurance from other types

Cost shifting between schemes

4. Minimize abuse and fraud and inappropriate incentives

Shadow providers, partial and total

Practitioner auto-referral

Drug sales at profit by rural doctor

Billing practices

Unqualified practitioners in rural areas

Inappropriate promotion of drugs and devices. Full health J