Towards a Framework for Quality Measurement in a Tertiary Care Hospital: the Case of King Hussein Cancer Center

Following the famous institute of medicine report To Err is Human the healthcare policy makers sensed an urging need to introduce and implement quality and patient safety strategies in the US and worldwide. In response to that wave the importance of quality measurement was magnified in the light of "You cannot improve what you cannot measure". In this work we present the experience of King Hussein Cancer Center KHCC in developing and implementing an institutional approach toward quality measurement. This approach is supported by real life examples to improvement initiatives that were supported by data along the way. We also illustrated the managerial framework KHCC adopted in terms of leadership support, stakeholders engagement and patient centrality.