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As hospice agencies prepare for success within a pay-for-performance environment, ideas for new services or redesigned existing services are popping up everywhere.
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Hospice evolved from the need to provide medical and social support to terminally ill patients in the last weeks of their lives.
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Penny Romeo, RN, CPHQ, quality coordinator for Wellmont Holston Valley Medical Center in Kingsport, TN, may have as good an idea as anyone about the prospects for the Safest Hospital Alliance after all, for the last six months she has been installing the model at her facility.
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Fuqua Heart Center of Atlanta (GA) at Piedmont Hospital has used telehealth technology to significantly reduce the rate of hospital readmissions for heart failure patients.
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Why would a major, high-visibility facility like Boston's Massachusetts General Hospital (MGH) willingly share the findings of its final accreditation report from The Joint Commission — especially when the findings were not entirely positive? The answer, according to its quality leadership, is at once simple, but the process is complex.
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The Journal of the American College of Surgeons (JACS) devoted its June 2007 issue to a quality measurement program called the American College of Surgeons National Surgical Quality Improvement Program (ACS NSQIP).
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As the Centers for Medicare & Medicaid Services (CMS) began unveiling the details of is value-based purchasing plan (see the cover story in the July 2007 issue of HBQI), knowledgeable observers were waiting for the "other shoe" to drop. Well, now it has.
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Does a pay-for-performance (P4P) approach to quality improvement really work? A new study in the June 6 issue of JAMA raises some serious questions as to whether it provides a superior incentive for hospitals to improve their performance.
