Performance-Based Medicine

Book description

With healthcare making the transition from volume-based reimbursement programs to value-based approaches, understanding performance measurement is vital to optimize payment and quality outcomes. Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care Relationships guides readers through the maze of definitions and discussions related to value-based purchasing, healthcare delivery, and pricing. It tackles the question of how hospitals, HMOs, physician groups, and employers can arrive at an optimized reimbursement cost and coverage access decision that is attractive to consumers yet fulfills the need for a working margin.

The book begins by looking at HMOs and the three key factors—reimbursement, coordination, and performance—that have led toward performance-based contracting. Laying the foundation for clearer communication between physician hospitals and purchasers, the author defines important concepts in the discussion, from efficiency and cost effectiveness to quality. He focuses on key issues of organizational structure, management, and measuring the outcomes of quality.

Discussing pay-for-performance, the book examines programs in the US and offers case studies of countries succeeding in the development of care management. It explores options for reengineering the healthcare delivery system, among them transitional case management programs and specialist data sharing. It also covers the use of information technology in healthcare delivery.

This timely book will be of interest to managers, vendors, employers, and insurers who have tried everything to lower cost but are discovering that all care is not equal and that matching the right doctor with the right service for the right patient can be done. Helping readers build a path between where they are and where they want to be, it offers an outline of tasks to move from a disorganized collection of care components to a seamless arrangement of high-performance care-givers.

The book is directed at the senior management level for those who are learning metrics and are trying to define performance to become more sophisticated in monitoring and leveraging this vital data in a complex marketplace of contradictory terms and ill-defined outcomes.

Table of contents

  1. Front Cover (1/2)
  2. Front Cover (2/2)
  3. Contents (1/2)
  4. Contents (2/2)
  5. Preface (1/2)
  6. Preface (2/2)
  7. Introduction
  8. Chapter 1: Integration and HMOs: How Did We Get This So Wrong? (1/2)
  9. Chapter 1: Integration and HMOs: How Did We Get This So Wrong? (2/2)
  10. Chapter 2: Performance Measurement: A Science with No Followers (1/2)
  11. Chapter 2: Performance Measurement: A Science with No Followers (2/2)
  12. Chapter 3: Reimbursement: From Fee for Service to Risk Adjusters (1/3)
  13. Chapter 3: Reimbursement: From Fee for Service to Risk Adjusters (2/3)
  14. Chapter 3: Reimbursement: From Fee for Service to Risk Adjusters (3/3)
  15. Chapter 4: Early Pay for Performance (1/4)
  16. Chapter 4: Early Pay for Performance (2/4)
  17. Chapter 4: Early Pay for Performance (3/4)
  18. Chapter 4: Early Pay for Performance (4/4)
  19. Chapter 5: Performance Language and Practice (1/5)
  20. Chapter 5: Performance Language and Practice (2/5)
  21. Chapter 5: Performance Language and Practice (3/5)
  22. Chapter 5: Performance Language and Practice (4/5)
  23. Chapter 5: Performance Language and Practice (5/5)
  24. Chapter 6: Reengineering (1/6)
  25. Chapter 6: Reengineering (2/6)
  26. Chapter 6: Reengineering (3/6)
  27. Chapter 6: Reengineering (4/6)
  28. Chapter 6: Reengineering (5/6)
  29. Chapter 6: Reengineering (6/6)
  30. Chapter 7: Challenges (1/5)
  31. Chapter 7: Challenges (2/5)
  32. Chapter 7: Challenges (3/5)
  33. Chapter 7: Challenges (4/5)
  34. Chapter 7: Challenges (5/5)
  35. Chapter 8: International Reform (1/4)
  36. Chapter 8: International Reform (2/4)
  37. Chapter 8: International Reform (3/4)
  38. Chapter 8: International Reform (4/4)
  39. Chapter 9: Getting Started (1/5)
  40. Chapter 9: Getting Started (2/5)
  41. Chapter 9: Getting Started (3/5)
  42. Chapter 9: Getting Started (4/5)
  43. Chapter 9: Getting Started (5/5)
  44. Chapter 10: The Future of Performance‑Based Medicine (1/5)
  45. Chapter 10: The Future of Performance‑Based Medicine (2/5)
  46. Chapter 10: The Future of Performance‑Based Medicine (3/5)
  47. Chapter 10: The Future of Performance‑Based Medicine (4/5)
  48. Chapter 10: The Future of Performance‑Based Medicine (5/5)
  49. Appendix A (1/8)
  50. Appendix A (2/8)
  51. Appendix A (3/8)
  52. Appendix A (4/8)
  53. Appendix A (5/8)
  54. Appendix A (6/8)
  55. Appendix A (7/8)
  56. Appendix A (8/8)
  57. Appendix B (1/8)
  58. Appendix B (2/8)
  59. Appendix B (3/8)
  60. Appendix B (4/8)
  61. Appendix B (5/8)
  62. Appendix B (6/8)
  63. Appendix B (7/8)
  64. Appendix B (8/8)
  65. Back Cover

Product information

  • Title: Performance-Based Medicine
  • Author(s): William J. De Marco MA, CMC
  • Release date: December 2011
  • Publisher(s): Productivity Press
  • ISBN: 9781439812891