Pay-for-performance has been a hot-button topic this year. The federal government, hospitals, private employers, insurers, physician groups, and many others have been looking at numerous ways to align financial incentives with high-quality healthcare. And now, the results are coming in.
A new report, Ending the Document Game, released this fall by the Commission on System Operability is built around "three aspects of transformation:" how to get physicians and caregivers to use technology systems, interoperability, and connectivity.
If a hospital employee makes a mistake and a patient is hurt, should that employee be punished, fired, or considered blame-free? With a "Just Culture" framework in place at a hospital, the answer in most instances should be "none of the above." According to David Marx, JD, the design of the health system and the behavior of the employee at the time of the incident--and not simply the incident itself--should come under review.
A recent study released last month by RAND researchers said that widespread adoption of electronic health record systems and networking could eventually save more than dollar 81 billion annually through improvement of healthcare efficiency and safety.
To transform care at the bedside, 13 hospitals across the country have taken new approaches to involving staff members and patients-thinking outside the box about what care should be as opposed to what it actually is. The result has been a new way of communicating and a new way of delivering high-quality care.
Healthcare today in the United States could be described as "the best of times and the worst of times," according to James Mongan, MD, president and CEO of Partners HealthCare System in Boston. On one hand, the U.S. appears to have the best healthcare in the world, but on the other hand, it has an underperforming system whose costs are disproportionately higher than those of other industrialized nations.
In 2003, the new CMS/Premier Hospital Quality Incentive Demonstration Project--a new type of pay-for-performance pilot project--was set up to financially reward hospitals that improved their care in five clinical areas. The top government players announcing the demo may have left for other endeavors, but 268 hospitals affiliated with Premier are participating in the initiative. With preliminary results in from the first year and the first payments due to be sent out this fall, The Quality Letter for Healthcare Leaders looks at what participating hospitals have accomplished in this pilot program with that financial carrot.
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