Medicare’s Stewardship Role to Improve Care Delivery: Opportunities for the Biden Administration

Author(s):  
Robert Berenson

Abstract Medicare initiatives have been instrumental in improving care delivery and payment, as exemplified by its role in broadly expanding the use of telehealth during the COVID pandemic. Medicare innovations have been adopted or adapted in Medicaid and by private payers, while Medicare Advantage plans successfully compete with TM only because their payment rates are tied by regulation to those in the traditional Medicare program. However, Medicare has not succeeded in implementing new, value-based payment approaches that also would serve as models for other payers, nor has Medicare succeeded in improving quality by relying on public reporting of measured performance. It is increasingly clear that burdensome attention to measurement and reporting distracts from what could be successful efforts to actually improve care through quality improvement programs, with Medicare leading in partnership with providers, other payers, and patients. Although Congress is unlikely to adopt candidate Biden’s proposals to decrease the eligibility age for Medicare or adopt a public option based on Medicare prices and payment methods in the marketplaces, the incoming Biden administration has an opportunity to provide overdue, strategic direction to the pursuit of value-based payments and to replace failed pay-for-performance with provider-managed projects to improve quality and reduce health disparities.

2015 ◽  
Vol 11 (3) ◽  
pp. 209-212 ◽  
Author(s):  
Lawrence N. Shulman ◽  
Ryan McCabe ◽  
Greer Gay ◽  
Bryan Palis ◽  
Daniel McKellar

It is only in the last decade that the quality of cancer care delivery has begun to be seriously measured. The authors focus on efforts by the Commission on Cancer to develop the oncology quality agenda using the National Cancer Data Base.


2019 ◽  
pp. 19-33
Author(s):  
Katherine Lee ◽  
Zara Cooper

Two main models of care delivery have emerged for palliative care delivery to surgical patients: the consultative model, which relies on triggers for palliative care consultations, and the integrative model, which delivers palliative care alongside standard treatments. While both these models have shown success among nonsurgical populations, only a few studies have examined their utilization among surgical patients. Even though these models provide palliative care delivery to patients, indicators of quality are also necessary to ensure that palliative delivery improves quality of care. However, the most relevant and important indicators of quality for surgical palliative care remain undefined. Presently, there is no national surgical quality improvement program for palliative care, hindering attempts to measure quality and improve performance. However, the surgical specialties can adapt and learn from related specialties, such as critical care, geriatrics, oncology, and palliative and hospice medicine, to develop quality indicators for surgical palliative care. Capitalizing on existing quality structures, such as the American College of Surgeons quality improvement programs, can also help ensure integration of quality improvement efforts into standard practice.


2007 ◽  
Vol 28 (7) ◽  
pp. 791-798 ◽  
Author(s):  
Anucha Apisarnthanarak ◽  
Kanokporn Thongphubeth ◽  
Sirinaj Sirinvaravong ◽  
Danai Kitkangvan ◽  
Chananart Yuekyen ◽  
...  

Objective.To evaluate the efficacy of a multifaceted hospitalwide quality improvement program that featured an intervention to remind physicians to remove unnecessary urinary catheters.Methods.A hospitalwide preintervention-postintervention study was conducted over 2 years (July 1, 2004, through June 30, 2006). The intervention consisted of nurse-generated daily reminders that were used by an intervention team to remind physicians to remove unnecessary urinary catheters, beginning 3 days after insertion. Clinical, microbiological, pharmaceutical, and cost data were collected.Results.A total of 2,412 patients were enrolled in the study. No differences were found in the demographic and/or clinical characteristics of patients between the preintervention and postintervention periods. After the intervention, reductions were found in the rate of inappropriate urinary catheterization (mean rate, preintervention vs postintervention, 20.4% vs 11% [P = .04]), the rate of catheter-associated urinary tract infection (CA-UTI) (mean rate, 21.5 vs 5.2 infections per 1,000 catheter-days [P <.001]), the duration of urinary catheterization (mean, 11 vs 3 days [P < .001]), and the total length of hospitalization (mean, 16 vs 5 days [P < .001]). A linear relationship was seen between the monthly average duration of catheterization and the rate of CA-UTI (r = 0.89; P < .001). The intervention had the greatest impact on the rate of CA-UTI in the intensive care units (mean rate, preintervention vs postintervention, 23.4 vs 3.5 infections per 1,000 catheter-days [P = .01]). The monthly hospital costs for antibiotics to treat CA-UTI were reduced by 63% (mean, $3,739 vs $1,378 [P < .001]), and the hospitalization cost for each patient during the intervention was reduced by 58% (mean, $366 vs $154 [P < .001]).Conclusions.This study suggests that a multifaceted intervention to remind physicians to remove unnecessary urinary catheters can significantly reduced the duration of urinary catheterization and the CA-UTI rate in a hospital in a developing country.


2005 ◽  
Vol 4 (1) ◽  
Author(s):  
Stefanus Budy Widjaja Subali ◽  
Yie Ke Feliana

Quality has become an important competitive dimension for all organization. Recently, -the emphasis on quality has shifted from a source of strategic advantage to a compepetive necessity As the companies implement quality-improvement programs,one of those is. ISO 9000, a need arises to monitor and report on the progress of these programs. Managers r need to know about the quality costs and the component of quality costs. The component of quality costs include prevention, appraisal, internal failure and external failure costs. This article describes how the companies that were awarded ISO 9000 define the quality costs, what items to be included in the each component of quality costs and how the composition of each component of quality activity cost driver is.


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