The 1st Annual Crossing the Quality Chasm Summit A Focus on Communities: Report of a Summit (2004) / Chapter Skim
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2 Measurement
2 Measurement
Pages 27-36
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From page 27... ...
: To use quantitative indicators to identify the degree to which providers are delivering care that is consistent with standards or acceptable to customers of the delivery system. Performance measures may be used to support internal assessment and improvement, to further health care organization accountability, and to inform consumer and payer selection and purchasing based on performance.
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From page 28... ...
Once the one of the 15 community participants at the necessary data are available, health care summit -- candidly shared with the participants delivery systems can develop creative solutions in the measurement session some lessons to address suboptimal performance -- thus learned from that initiative regarding the need continually improving the process of care. for standardized data collection of a discrete set of measures.
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From page 29... ...
As a result, during the first phase of the collaborative, considerable flexibility was allowed regarding what measures the team would use to assess progress related to glycemic control and blood pressure control. Although this flexibility was useful in that it permitted individual teams to follow their own internal quality improvement approach, it made meaningful comparisons or establishment of benchmarks difficult.
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From page 30... ...
Box 2-2. Commitments Made by National Champions Regarding Performance Measures Steven Jencks, M.D., Centers for Medicare and Medicaid Services "I want to be clear that CMS will work with you and other national partners and with the National Quality Forum to identify and implement a uniform standard national measure set involving the conditions discussed." Arnold Milstein, M.D., Pacific Business Group on Health "Within the two national purchaser organizations in whose leadership I participate, the Leapfrog Group and the Disclosure Project, I commit to accelerating national consensus on, and public reporting of, measures of quality, efficiency, and care redesign at multiple levels, including individual physician office teams, hospitals, larger health care organizations, and communities." Greg Pawlson, M.D., National Committee for Quality Assurance "We've been working already with the American Medical Association Consortium, the Joint Commission on Accreditation of Healthcare Organizations, the American Diabetes Association, the American Heart Association, the American Stroke Association, CMS, Leapfrog, the Pacific Business Group on Health, and many others to really try to populate the full spectrum of performance measures related to all six aims of the Institute of Medicine, and also to reduce duplication and redundancy." 30
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From page 31... ...
These changes include electronic prescribing to reduce medication errors, electronic health records embedded with guideline-based prompts/reminders, disease registries and management programs for patients with chronic conditions, and patient educational resources available in multiple languages. Additionally, a report card for each physician office assessing structural capability in these areas will be issued and made available to the public.
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From page 32... ...
Using patient-reported health initial 1-year goal of convening a group of 15 status to inform the medical encounter, communities that would include all of the key essentially making it part of the "vital signs" stakeholders and defining a shared dataset for taken at any visit, would improve individual behavioral health in primary care. This first patient care, as well as enhance the ability to year would see pilot collection of these data and gauge on a population basis how well care is conclude with the formulation of being delivered for specific conditions and recommendations for a national behavioral patient subgroups with each condition.
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From page 33... ...
The group purposes of quality improvement, performance proposed that measures of mental health status measurement, and patient education. also be included and that comorbidities be considered in interpreting quality-of-life scores, as heart failure patients often have multiple Improve Public Reporting by chronic illnesses, such as depression and Disseminating Results to Diverse diabetes.
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From page 34... ...
Designed to impact the entire health care system, this quality improvement process employs integrated mental health teams that are made available to primary care practices. In an effort to create a sustainable business case that links financial value to improved clinical outcomes, the program measures and evaluates progress in three areas: · Clinical outcomes -- detection rates, changes recorded over time in mental health measures, and productivity measures · Service outcomes -- patient, physician, and staff satisfaction surveys, and employer and payer responses to clinical processes · Cost outcomes - Payer costs -- analysis of claims data - Employer costs -- analysis of productivity results - Operational costs -- efficiency of care, and productivity of care managers, physicians, and mental health specialists Data for these three outcome areas are used to engage multiple stakeholders- insurance plans, employers, physicians, mental health specialists, support staff, and patients -- and are presented in a "language" that each of these groups understands.
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From page 35... ...
2002. Leadership by Example: Coordinating AHRQ (Agency for Healthcare Research and Government Roles in Improving Health Care Quality)
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From page 36... ...
. Quality Chasm U.S.
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