Quality Topic The Pay-for-Performance (P4P) Payment Model Quality Topic Description Description: The P4P is a payment model, which offers financial incentives to health care providers for meeting specific performances measures. Medical care providers receive Medicare reimbursements that reflect the provider’s performance on specific metrics, which are based on adherence to expected health care processes, patient satisfaction survey (PSS) scores, or patient quality outcomes (Nix, 2013). Miller, et al. (2017) referred to it as a “modified FFS (fee-for-service)” method. Evidently, this model acts as a payment template for many of Medicare’s programs. These programs include the Premier Hospital Quality Incentive (PHQI), the Hospital-Acquired Condition …show more content…
the HAC program and the HVBP program) (Rajaram, Barnard, & Bilimoria, 2015). Origins: The emergence of the P4P model resulted from a real problem in the American healthcare payment system wherein payments for medical care delivery, particularly in large state and federal health programs, were perceived to have failed reflecting value or health benefit for the patients due to a seriously flawed payment system (Nix, 2013). Evidently, for long years, the patients had been dissatisfied for the lack of value received in their health care access. Since 2004, and evidently even earlier, the United States consistently fell behind 10 other developed countries in three continents, such as Australia in Oceania; Canada in North America; and France, Germany, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United Kingdom in Europe (Baird, 2016). In fact, it has the global highest mortality rate for women due to pregnancy and childbirth complications; the highest likelihood for children to die before reaching age 5; the second highest mortality rates for coronary heart disease (CHD) and lung disease (Baird, …show more content…
This model pays providers on the basis of quantity of services provided with limited accountability for quality outcomes or care delivery efficiency. Consequently, it provides clear incentives for providers to order the performance of more laboratory tests and services without clear and evident improvement on patient outcomes, increasing instead the cost of health care. In response, CMS rolled out its first and pilot P4P program, called the (PHQI) program, in 2003 (Baird, 2016). Thereafter, it tested the limits of the P4P model with new programs for different health care providers. To further expand the P4P programs, the 111th Congress enacted the Patient Protection and Affordable Care Act of 2010 (PPACA 2010), which came to be known popularly as ‘Obamacare’ (Nix, 2013) and shortened as Affordable Care Act (ACA), and mandated CMS to design a hospital value-based purchasing (HVBP) program that will link Medicare payments to health care provider quality outcomes (Baird, 2016). It also encouraged Medicare experimentation in ascertaining each P4P program’s
Since CMS implemented the Physician Quality Reporting Initiative (now known as the Physician Quality Reporting System (PQRS) under the Tax Relief and Health Care Act of 2006 (TRHCA), there have been several changes in participation sanctions, reporting mechanisms and eligibility for incentives and bonuses. During the first two years, the program was technically a temporary, renewable initiative that sought to improve the quality of both delivery and coordination of care. The initiative became permanent when the Medicare Improvement for Patients and Providers Act (MIPPA, 2008) was enacted. The Centers for Medicare and Medicaid Services (CMS) believes the sanction-based initiative will empower consumers and providers to make better informed decisions
[Cost] Cost could potentially be the biggest factor of the iron triangle and perhaps the side of the model that leaves administrators most puzzled. With new technology being released quarterly, drug prices soaring, a new aging population that can't be supported by the current workforce, Medicare cutting reimbursement payments and leaning towards insolvency, and the price per service continues to rise it seems as if cutting costs down may seem impossible. Not only have hospitals and clinics began looking for more cost-efficient ways to provide care or, unfortunately which programs to cut, the political arena has been evaluating this as well. Since Obamacare has not lived up to its true potential and glory an alternative method must be identified before the nation's model of healthcare implodes from high costs.
Your discussion presents an interesting perspective on business principles. Managing financial needs of a hospital and patient’s satisfaction goes hand and hand in the hospital field. This also can create a negative impact when it comes to prescribing pain medication. An ethical dilemma arises for emergency room providers who in relation to new reimbursement tactics centered upon patient satisfaction scores (Kelly, Johnson, & Harbison, 2016)
Although the US is technologically advanced and has some of the highest caliber medical professionals in the world, compared to many other industrialized countries, it has one of the lowest outcomes in regards to quality of care. Moreover, it has some of the highest overall medical costs (Panning, 2014). In the US, low quality care and high costs have resulted in fragmentation of the healthcare delivery system. Fragmentation of services often results in patient experiences that are poor, with less than desired
ACOs construct incentives for health/medical providers to work together to treat a patient from the doctor’s office to hospital working together as one entity. Medicare Shared Savings Program (Shared Savings Program) has established an incentives program for ACOs that can lower their growing health care cost. In doing so, ACO’s must meet performance standards on quality of care while meeting performance standards for quality of care is being rendered while keeping in mind patient first approach. Incentive reimbursements are centered on any measure other than fee-for-services. Any providers have the right to audit the records of any ACO as they relate to the services they provided, as well as any services that the provider may be responsible for including information that is relevant to how the payments are calculated.
One being the need for a digitized information system in which the data is used to assess what’s working and what’s not more intelligently. This would allow for there to be an assessment of quality or quantity of treatment. (Health care reform debate in the United States, n.d.). Mayo Clinic President and CEO, Denis Cortese describes the four “pillars” of success in reforming the United States health care system by: Focus on value; Pay for and align incentives with value; Cover everyone; Establish mechanisms for improving the healthcare service delivery system over the long-term, which is the primary means through which value would be improved (Health care reform debate in the United States, n.d.). David Leonhardt of the New York Times describes another assessment in which many ailments are treated differently, however have the same outcome.
The Medicare Physician Fee Schedule (MPFS) uses a resource-based relative value system (RBRVS) that assigns a relative value to current procedural terminology (CPT) codes that are developed and copyrighted by the American Medical Association (AMA) with input from representatives of health care professional associations and societies, including ASHA. The relative weighting factor (relative value unit or RVU) is derived from a resource-based relative value scale. The components of the RBRVS for each procedure are the (a) professional component (i.e., work as expressed in the amount of time, technical skill, physical effort, stress, and judgment for the procedure required of physicians and certain other practitioners); (b) technical component
Health care should not be considered a political argument in America; it is a matter of basic human rights. Something that many people seem to forget is that the US is the only industrialized western nation that lacks a universal health care system. The National Health Care Disparities Report, as well as author and health care worker Nicholas Conley and Physicians for a National Health Program (PNHP), strongly suggest that the US needs a universal health care system. The most secure solution for many problems in America, such as wasted spending on a flawed non-universal health care system and 46.8 million Americans being uninsured, is to organize a national health care program in the US that covers all citizens for medical necessities.
A hospital’s primary goal should be to provide quality medical care to the patients so that they can be as healthy as possible. A possible way to be able to measure the quality of care a hospital is giving would be to look at their readmission numbers. If a patient is readmitted into a hospital in a short period of time after being discharged, then it is very likely that the hospital did not fully address the patients’ health needs during the initial stay. In an effort to improve the quality of service that hospitals are giving, the Medicare 30-day readmission rule was established to help by incentivizing hospitals to provide better quality care for its patients or be financially penalized.
Due to almost free health care provided to every individual, no health insurance was necessary. All heath organizations and establishments were owned by the CPP, employing every healthcare worker (Blumenthal, 2015). The CCP initiated a program to address the healthcare
As the healthcare landscape continues to shift, medical providers and hospitals are continuously being challenged to develop clear and concise visions and redesign care delivery in ways that will usher proper transitions to value-based care. As value-based healthcare continues to take root, more and more hospitals and providers are finding themselves with little option but to join the movement. However, the jump from previously utilized fee-for-service models to value-based healthcare is not an easy one, and many healthcare organizations are finding it difficult to do so. The greatest challenge lies in successfully making the transition from volume to value-based healthcare in ways that are financially stable. Such inherent difficulties faced by those within the healthcare system are what have necessitated strategic
Quality and measurement theories that abandon the highest levels of appropriateness, will accomplish the healthcare industry evaluates the accountability costs and impacts. Having an understanding of the scrutiny of service, responsibilities, customer satisfaction, effective service and performance, and outcome assessments are all requirements of accountability, which are part of the continuum for accountability (Ledlow & Coppola,
Smarter Operations: As health insurers change their business models, they are looking to operate smarter through vendor-provided technology, business process management, and managed services offerings. Such offerings will aim to help health insurers streamline processes and data, reduce costs, and streamline regulatory and service level compliance Quality over quantity: As of late, healthcare as a whole is shifting from the traditional fee-for-service model to pay-for-performance methods. This forces insurers to focus on their patient populations. For instance, 40 percent of insurers' reimbursements to providers are for value-based care that improves quality and reduces waste. As insurers and providers both change their payment methods and
I conducted a quality improvement (QI)-focused interview with the nurse manager of a medical-surgical unit. She shared with me a current QI project that she was implementing on her unit. The Chief Nursing Officer (C.N.O) chose to create an institution-wide QI project focused on improving their Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) Survey scores, which reflect patient’s perspectives on hospital care. The purpose of the HCAHPS Survey is to create data to allow patients to make objective comparisons among hospitals, to create incentives for hospitals to improve quality of care, and to increase accountability in healthcare by increasing transparency (Citation). The C.N.O chose this project because HCAHPS scores
Value based purchasing in healthcare is quite the revolutionary idea. Payment is based on the value you receive as a patient. This ensures that hospitals strive for favorable patient outcomes. It has been proven that adverse events in health care and mortality rates are highly dependent on nursing staffing levels and their competence levels. Under value based purchasing, this out to change with skill mix level of nurses being increased and their services and quality increasing to meet the expected outcomes.