This report provides an overview of performance measurement in U.S. health care, and includes policy recommendations aimed at improving the performance measurement enterprise.
Specifically, they recommend how to develop better measures; when and how to use measures; and how to ensure the validity and comparability of publicly-reported performance measure data.
1. Decisively move from measuring processes to outcomes.
2. Use quality measures strategically, adopting other quality improvement approaches where measures fall short.
3. Measure quality at the level of the organization, not the clinician.
4. Measure patient experience with care and patient-reported outcomes as ends in themselves.
5. Use measurement to promote the concept of the rapid-learning health care system.
6. Invest in the "basic science" of measurement development.
7. Task a single entity with defining standards for measuring and reporting quality and cost data, similar to the role the Securities and Exchange Commission (SEC) serves for the reporting of corporate financial data, to improve the validity, comparability, and transparency of publicly-reported health care quality data.
The authors conclude that the interest in promoting a health care system that rewards performance needs to be balanced with the practical challenges faced when measuring performance. Improvement requires substantial investments in the underlying science of performance measurement, greater care in communicating measurement results, greater attention to the role of measures in quality improvement efforts, and using performance data in more strategic ways. The adoption of flawed measurement approaches that do not accurately discriminate between providers can undermine professional and public support for provider accountability, reward indiscriminately, and divert attention from more appropriate and productive quality improvement efforts.
Urban Institute Real Time Policy Analysis
These reports, also called "quick strikes," are a series of timely briefings examining a wide variety health insurance coverage issues in the United States.Learn more about the series
- About this grant
While the need to address disparities in care is well known, few strategies for reducing disparities have been studied systematically.
RWJF examines the types of competitive foods - foods and beverages schools offer outside of meal programs - available in our nation's school...
"The light at the end of the tunnel is ... that I carried the struggle further, and that I taught my children correctly, in the way they cho...
In 1990, Dr. Hotz's focus on collaboration led to the creation of another nonprofit organization designed to coordinate public and private h...
To Dr. Cheryl Holder, success lies in "…understanding the needs of my community and how to make solutions happen."
"I remember Ronald's smile and upbeat attitude about everything. No matter how despairing and hopeless I felt (I was clinically depressed) h...
To Dr. Arlene Goldsmith, anyone can become a leader, provided they are driven, have a personality that is open and engaging, and a passionat...
Whatever I learn from those experiences, I pass on to the people around me, so they don't have to go through what I went through in order to...
Since winning the award, Dr. Bonds has expanded her health-related educational programs, particularly through the increased use of technolog...
"Being a volunteer tests you, to see if you really can make a difference and if you really want to do it - because you do have to make sacri...
"Mr. Chatman will always be in my heart and mind. He taught me to love myself and others. He gave me a chance when no one else would."
The way Mr. Lynch looks at it, anyone can be a leader - with mentoring, training, and the right opportunity (the chance to make a living doi...