The evidence is concentrated in two types of PMM strategies : implementation strategies ( in-service training , continuing education , supervision ) and performance-based financing .
Major gaps exist in accountability arrangements particularly the use of audit and feedback .
The least studied types of outcomes were unintended effects , harm and social equity .
Conclusions The evidence is clustered around interventions that are unlikely to achieve transformational change in health outcomes .
The gaps identified suggest that routinely used PMM strategies are implemented without sufficient knowledge of their effects .
Introduction We mapped available evidence on  performance measurement and management ( PMM ) strategies in primary healthcare ( PHC ) systems of low-income and middle-income countries ( LMICs ) .
Widely used , their effectiveness remains inconclusive .
This evidence gap map characterises existing research and evidence gaps .
Exploring the transparency mechanism and evaluating the effect of public reporting on prescription: a protocol for a cluster randomized controlled trial
Background The public reporting of health outcomes has become one of the most popular topics and is accepted as a quality improvement method in the healthcare field . However , little research has been conducted on the transparency mechanism , and results are mixed with regard to the evaluation of the effect of public reporting on quality improvement . The objectives of this trial are to investigate the transparency mechanism and to evaluate the effect of public reporting on prescription at the level of individual participants . Methods / Design This study involves a cluster r and omized controlled trial conducted in 20 primary -care facilities ( clusters ) . Eligible clusters are those facilities with excellent hospital information systems and that have agreed to participate in the trial . The 20 clusters are matched into 10 pairs according to Technique for Order Preference by Similarity to Ideal Solution score . As the unit of r and omization , each pair of facilities is assigned at r and om to a control or an intervention group through coin flipping . Prescribed ranking information is publicly reported in the intervention group . The public material s include the posters of individuals and of facilities , the ranking lists of general practitioners , and brochures of patients , which are up date d monthly . The intervention began on 13th November 2013 and lasted for one year . Specifically , participants are surveyed at five points in time ( baseline , quarterly following the intervention ) through question naires , interviews , and observations . These participants include an average of 600 patients , 300 general practitioners , 15 directors , and 6 health bureau administrators . The primary outcomes are the transparency mechanism model and the changes in medicine-prescribe . Subsequently , the modifications in the transparency mechanism constructs are evaluated . The outcomes are measured at the individual participant level , and the professional who analyzes the data is blind to the r and omization status . Discussion This study protocol outlines a design that aims to examine the transparency mechanism and to evaluate the effect of public reporting on prescription . The research design is significant in the field of public policy . Furthermore , this study intends to fill the gap of the investigation of the transparency mechanism and the evaluation of public reporting on prescription
The evidence is concentrated in two types of PMM strategies : implementation strategies ( in-service training , continuing education , supervision ) and performance-based financing .
Major gaps exist in accountability arrangements particularly the use of audit and feedback .
The least studied types of outcomes were unintended effects , harm and social equity .
Conclusions The evidence is clustered around interventions that are unlikely to achieve transformational change in health outcomes .
The gaps identified suggest that routinely used PMM strategies are implemented without sufficient knowledge of their effects .
Introduction We mapped available evidence on  performance measurement and management ( PMM ) strategies in primary healthcare ( PHC ) systems of low-income and middle-income countries ( LMICs ) .
Widely used , their effectiveness remains inconclusive .
This evidence gap map characterises existing research and evidence gaps .