It’s not easy to make the case that health care innovation can come from within…from the physicians and nurses on the front lines of patient care. Clinically-trained, path-driven, and time-starved, these clinicians may not appear to be the best source of disruptive change in health care.
It seems that nurses are getting a lot of bad press in England lately, coming under fire recently for being “uncaring.” In an article published in Nursing Standard, Linda Aiken of Penn’s School of Nursing contends that this erosion of public trust is the result of high workloads and low investment in nursing education, rather than any attitudes held by English nurses.
The good news is that LDI Senior Fellow Jonathan Kolstad has won the prestigious Arrow Award for the Best Paper in Health Economics for his study entitled, Information and Quality When Motivation is Intrinsic: Evidence from Surgeon Report Cards.
As health care reform rolls out, there is a growing focus on restructuring the health service delivery system in the hope of improving health care quality and "bending the cost curve." A key part of this focus has been on physician organization and, in particular, moving toward large, multispecialty physician groups or hospital-physician systems that can provide integrated, coordinated patient care (e.g., through "Accountable Care Organizations").
The Centers for Medicare and Medicaid Services (CMS) has released its most recent list of hospitals that will receive bonuses, or in some cases penalties, under the Value-Based Purchasing Program.
The Affordable Care Act’s Hospital Readmissions Reduction Program (HRRP) penalizes hospitals based on excess readmission rates among Medicare beneficiaries with acute myocardial infarction, heart failure, or pneumonia. In FY2013, the penalties reduced payments to hospitals by an estimated $280 million. The goal is to give hospitals a financial incentive to improve care and to curb the estimated $15 billion Medicare spends annually on these readmissions.