China
Africa
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Sector Perspective: Digital Therapeutics in Behavioral Health
Published in Oleksandr Sverdlov, Joris van Dam, Digital Therapeutics, 2023
Digital therapeutics are optimally positioned to tackle these challenges (Figure 2.2). Behavioral health interventions delivered on digital platforms offer the ability to scale-up access to care to all populations, including those with high behavioral health needs but limited access to behavioral health resources. Digital therapeutics may thus have clinical value with many populations in low-, middle-, and high-income countries and rural and urban settings, given the global need to enhance capacity for behavioral healthcare. They can be developed to ensure the delivery of state-of-the-science treatment and provide ongoing and adaptive treatment that is responsive to patients' clinical trajectories over time. Further, most people spend most of their time outside of treatment settings, and digital therapeutics provide on-demand therapeutics support anytime and anywhere and in a manner that does not require synchronous communication with a clinician. Digital therapeutics can thus “super-charge” the behavioral health workforce by complementing and markedly extending their reach and ensuring delivery of the most science-based interventions. Additionally, they are well-poised to provide cost-effective care, which is a central hallmark of the increasingly popular pay-for-performance or value-based reimbursement payer models of healthcare (Stewart et al., 2017).
Digital Health and New Technologies
Published in Connie White Delaney, Charlotte A. Weaver, Joyce Sensmeier, Lisiane Pruinelli, Patrick Weber, Deborah Trautman, Kedar Mate, Howard Catton, Nursing and Informatics for the 21st Century – Embracing a Digital World, 3rd Edition, Book 1, 2022
In our technically connected society, healthcare consumers rely heavily on digital solutions driven by AI, IoMT and cloud computing as they seek healthcare services. These novel technologies will continue to advance as financial, and quality-focused healthcare models evolve from pay-for-volume to pay-for-performance and episodic care bundles, known as value-based care. In the US, new healthcare delivery models are shifting to consumers who demand higher quality and safe healthcare experience—led by the requirements of choice, convenience, transparency, lower cost, personalization with emotional connection and more careful selectivity of health services providers (Heath, 2017). New technologies that fuel digital health tools, models, processes and products can help meet these commanding healthcare consumer criteria.
New Deal, New Values
Published in David B. Friend, HealthCare.com, 2020
Further fueling the change in the social contract was the acceptable practice of shielding the top-level executives making these decisions from the personal consequences of their decisions. Special gold-plated health programs and other wealth-creation devices enabled executives to bypass the rationing schemes provided for their own employees. While such forms of discrimination were previously considered unacceptable under the old social contract, which called for equality and equity of health care for all, it has become as permissible to discriminate in this area as it has in pay, stock options, and other aspects of compensation. As individual pay for performance has gained ground and a winner-take-all mentality has taken root, changes once considered unthinkable in the social contract now have become commonplace, and every aspect, including health care, has been altered forever.
Pay for performance in hospital management: A case study
Published in International Journal of Healthcare Management, 2021
Mohammad Haji Aghajani, Saeed Manavi, Ali Maher, Sima Rafiei, Ali Ayoubian, Ali Shahrami, Raziyeh Ronasiyan, Pooneh Maziar
Performance measurement identifies the level of service quality and distance from the desirable level which requires the improvement to be resolved [1–3]. Considering the important role of performance measurement especially in hospitals, a compensation system, which links providers’ payment to their performance and quality of provided healthcare services, was introduced [4]. Thus, most of the health systems have started to connect providers’ compensation mechanism with attributes such as quality and performance. In response to this global movement, Iran Ministry of Health and Medical Education (MOHME) established a measurement system for hospital performance which was associated with a payment method in 1997. The system was supposed not only to be efficient but also payable by patients reflecting providers’ performance, quality, and safety of care provided to care recipients [5,6]. The proposed payment model has been called ‘pay for performance’ and was implemented in public hospitals as a performance measurement tool emphasizing on providers’ responsiveness and productivity, quality improvement and patients’ satisfaction [7–11].
Development of the Labor and Delivery Outcome Scale (LDOS): Validity and reliability of an intrapartal measurement tool for research use in developed nations
Published in Health Care for Women International, 2019
William F. McCool, Heather Marie Bradford
In the U.S., with the rise in pay-for-performance programs over the last decade and a half, and the Patient Protection and Affordable Care Act (ACA) of 2010, there is strong interest and opportunity to shift the focus of health experts and policy makers from a fee-for-service model to a model that aims to measure and improve health outcomes and patient satisfaction, as well as reduce medical errors (Baird, 2016; Health Policy Brief: Pay-for-Performance, 2012). With pay-for-performance initiatives there has been a steady increase in payment reform penalties and incentives enacted by government and private sector stakeholders to encourage hospitals and providers to achieve certain health outcomes. In fact, 90% of all Medicare payments in the U.S. under the ACA were forecasted to be performance-based by the end of 2017 (National Quality Forum, 2017), unless significant changes had been made to the health care system.
A Paradigm Shift in Healthcare: An Open Door for Organizational Behavior Management
Published in Journal of Organizational Behavior Management, 2018
David P. Kelley, Nicole Gravina
To this point, the discussion around the research that has been done has been primarily at a local level, as well as future research yet to be done. One thing that has not been mentioned is the impact that OBM could have at a systems level, specifically regarding pay-for-performance and leadership. The field of OBM has contributed to the research on monetary incentives and performance-based pay (Allison, Silverstein, & Galante, 1992; Bucklin, McGee, & Dickinson, 2003; Frisch & Dickinson, 1990; Thurkow, Bailey, & Stamper, 2000). Although pay-for-performance systems seem to be popular in healthcare, the impact of these systems appears to be small or non-existent (Mehrotra, Sorbero, & Damberg, 2010). Future OBM researchers might consider assessing the current state of pay-for-performance systems in healthcare and develop and test behavioral solutions to make the systems more effective. Assessing pay-for-performance systems can be done in multiple ways. First, researchers might consider looking at the systems individual hospitals employ to improve performance as a standalone organization. Alternatively, researchers could assess the impact large-scale systems such as VBP had on healthcare, in general.