Work­ing to­gether

Hos­pi­tals, em­ploy­ers each have cru­cial roles in mak­ing re­form suc­ceed

Modern Healthcare - - Special Feature -

shift in the role of hos­pi­tals in Amer­i­can life.

First, the law con­tains pro­vi­sions to keep peo­ple from need­ing hos­pi­tals, in­clud­ing myr­iad well­ness and pre­ven­tion in­cen­tives, ex­panded pri­mary care and penal­ties for to achieve goals for re­duc­ing hos­pi­tal acquired con­di­tions and im­prov­ing qual­ity.

Many of these ideas came from pur­chasers. Dur­ing the past few years, pur­chasers have launched in­no­va­tive well­ness pro­grams, em­braced the idea of pa­tient-cen­tered med­i­cal homes and im­ple­mented dozens of pay-for­per­for­mance pro­grams to bet­ter tie their pay­ment to the level of ex­cel­lence they ex­pect for their em­ploy­ees’ health­care. Some pur­chasers have even part­nered with hos­pi­tals to help them ap­ply safety and qual­ity strate­gies from other in­dus­tries. Yet the pace of change is glacial or nonex­is­tent. Stud­ies do not sug­gest sig­nif­i­cant im­prove­ment in safety or qual­ity of hos­pi­tals over the past decade, though costs have risen by more than 100%.

There are ex­cep­tions, and some of those ex­cep­tions are pur­chaser-driven. For in­stance, ex­actly 10 years ago, pur­chasers formed my or­ga­ni­za­tion, the Leapfrog Group, to mea­sure hos­pi­tal per­for­mance and use the in­for­ma­tion to drive pur­chas­ing strate­gies and con­sumer de­ci­sion­mak­ing. Stud­ies of data from Leapfrog’s an­nual hos­pi­tal sur­vey demon­strate that Leapfrog-re­port­ing hos­pi­tals have

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