Created Date : Monday, December 9, 2013   Update Date : Saturday, May 17, 2014    Visit : 4358

International Hospital Accreditation

Hospitals and healthcare services are vital components of any well-ordered and humane society, and will indisputably be the recipients of societal resources. That hospitals should be places of safety, not only for patients but also for the staff and for the general public, is of the greatest importance. Quality of hospitals and healthcare services is also of great interest to many other bodies, including governments, NGOs targeting healthcare and social welfare, professional organisations representing doctors, patient organisations, shareholders of companies providing healthcare services, etc. However, accreditation schemes are not the same thing as government-controlled initiatives set up to assess healthcare providers with only governmental objectives in mind - ideally, the functioning and finance of hospital accreditation schemes should be independent of governmental control.


How quality is maintained and improved in hospitals and healthcare services is the subject of much debate. Hospital surveying and accreditation is one recognised means by which this can be achieved. It is not just an issue of hospital quality, there are financial factors as well.


Hospital accreditation has been defined as “A self-assessment and external peer assessment process used by health care organizations to accurately assess their level of performance in relation to established standards and to implement ways to continuously improve”. Critically, accreditation is not just about standard-setting: there are analytical, counseling and self-improvement dimensions to the process.


According to previous studies accreditation benefits are:

  • Provides a framework to help create and implement systems and processes that improve operational effectiveness and advance positive health outcomes (LTCQ, Inc., 2002; Salmon, 2003; René, 2006; Davis, 2007; Greenfield & Braithwaite, 2008; Lanteigne, 2009; TCBC, 2011; Alkhenizan, 2011)
  • Improves communication and collaboration internally and with external stakeholders (René, 2006; Bird, 2006; Werner, 2005; Greenfield & Travaglia, 2007; Gluck, 2001; Heaton, 2000; El‑Jardali, 2008)
  • Strengthens interdisciplinary team effectiveness (Pomey, Lemieux-Charles, 2010; Sutherland, 2006; NCQA, 2007; Simons, 2002; Shaw, 2003; El-Jardali, 2008)
  • Demonstrates credibility and a commitment to quality and accountability (Baldi, 2000; Griffith, 2002; Salmon, 2003; Devers, 2004; Mays, 2004; Sutherland, 2006; Beaumont, 2008; Greenfield, Pawsey & Braithwaite, 2008; Auras & Geraedts, 2010; Peter, Rotz, Blair, Khine, Freeman & Murtagh, 2010; Kaminski, 2012)
  • Decreases liability costs; identifies areas for additional funding for health care organizations and provides a platform for negotiating this funding (Mays, 2004; Gluck, 2001 Baskind, 2010; Peter, 2010; Grachek, 2002)
  • Mitigates the risk of adverse events (Pagliarulo, 1986; Grachek, 2002; Griffith, 2002; LTCQ, Inc., 2002; Simons, 2002; Chen, 2003; Leatherman, 2003; Salmon, 2003; Mays, 2004; René, 2006; Kaminski, 2012)
  • Sustains improvements in quality and organizational performance (Chen, 2003; Leatherman, 2003; El-Jardali, 2008; Lanteigne, 2009; Flodgren, 2011)
  • Supports the efficient and effective use of resources in health care services (Wiebe & Hoskins, 2010; Martin et al., 2009)
  • Enables on-going self-analysis of performance in relation to standards (Mays, 2004; Montagu, 2003; Sutherland, 2006; Werner, 2005; Greenfield & Travaglia, 2007; Newhouse, 2006; Pagliarulo, 1986; Beaumont, 2008)
  • Ensures an acceptable level of quality among health care providers (LTCQ Inc., 2002; Montagu, 2003; Mays, 2004; René, 2006)
  • Enhances the organization’s understanding of the continuum of care (LTCQ, Inc., 2002)
  • Improves the organization’s reputation among end-users and enhances their awareness and perception of quality care (Montagu, 2003; Mays, 2004; Bird, 2005; René, 2006; El-Jardali, 2008; Greenfield, Pawsey & Braithwaite, 2008), as well as their overall satisfaction level. (Al Tehewy, 2009)
  • Promotes capacity-building, professional development, and organizational learning (Pagliarulo, 1986; Baldi, 2000; Gluck, 2001; LTCQ, Inc., 2002; Montagu, 2003; Shaw, 2003; Mays, 2004; Pomey, 2005; Newhouse, 2006; René, 2006; Beaumont, 2008; Greenfield & Braithwaite, 2008; Touati & Pomey, 2009; Hahn Severance, 2009; Lanteigne, 2009; Groene, 2010)
  • Codifies policies and procedures (Simons, 2002; Devers, 2004; Bird, 2005; Touati, 2008; Peer, 2000)
  • Promotes the use of ethical frameworks (Wiebe & Hoskins, 2010)
  • Drives compliance with medication reconciliation (Colquhoun & Owen, 2012)
  • Decreases variances in practice among health care providers and decision-makers (Salmon, 2003; Lewis, 2007)
  • Provides health care organizations with a well-defined vision for sustainable quality improvement initiatives (Peter, 2010; Baskind, 2010)
  • Stimulates sustainable quality improvement efforts and continuously raises the bar with regard to quality improvement initiatives, policies, and processes (Chen, 2003; Leatherman, 2003; Montagu, 2003; Salmon, 2003; Mays, 2004; Sutherland 2006; El-Jardali, 2008; Greenfield & Braithwaite; 2008; Lanteigne, 2009; Baskind, 2010; Peer, 2000)
  • Leads to the improvement of internal practices (Pomey, 2010)
  • Increases health care organizations’ compliance with quality and safety standards (Al Tehewy, 2009; Peter, 2010)
  • Enhances the reliability of laboratory testing (CAEAL, 1997; CAEAL, 2001)
  • Improves patients’ health outcomes (Thornlow & Merwin, 2009)
  • Provides a team-building opportunity for staff and improves their understanding of their coworkers’ functions (Davis, 2007)
  • Promotes an understanding of how each person’s job contributes to the health care organization’s mission and services (Davis, 2007)
  • Contributes to increased job satisfaction among physicians, nurses, and other providers (Lin, 2008; Al Tehewy, 2009)
  • Engenders a spill-over effect, whereby the accreditation of one service helps to improve the performance of other service areas (Peter, 2010)
  • Highlights practices that are working well (Baskind, 2010; TCBC, 2011)
  • Promotes the sharing of policies, procedures, and best practices among health care organizations (Davis, 2007)
  • Promotes a quality and safety culture (Greenfield et al., 2011).


One of the applicable purposes of accreditation is development of medical tourism. The special geographic location of Iran, the history of medical sciences, the availability od medical and para medical teams/faculties, low-cost and high quality healthcare services, has led to high importance of medical tourism in economic and medicine fields in Iran. The variance and the low price of medical servoces by considering the geographical situation of border lines of Iran are effective factors to attract medical tourism.


In order to reach these aims, international hospital accreditation ward has started its activities since  August  2013 in Tehran university of medical sciences vice-chancellor for global strategies & international affairs office. Study and consulting about choosing an accredited international organization has been started which after final approval with considering to factors such as possibility of presence in Iran, accreditation level of institute, cost benefitity, we will try to sign a contract with selected organization and start the process.



For more information you can contact:



Dr. Poortaghi



+98 21 88 89 66 94, extension 119