Control rooms in publicly-funded health systems: Reviving value in healthcare governance

Côté-Boileau, Élizabeth; Bréton, Mylaine; Denis, Jean‐Louis

doi:10.1016/j.healthpol.2021.04.007

Cited by 7 publications

(20 citation statements)

References 28 publications

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“…Therefore, there exists no 'one-size-fits-all' approach suiting VBHC implementations. 24 The included papers display a variety of performance management issues and concepts. Most papers report on the reliability of performance measures of clinical outcomes, [17][18][19][20][21][22]25,26 patient reported outcomes, 17,18,20,21,23 and/ or costs of hospital departments or of particular healthcare processes (eg, purchasing).…”

Section: Results: the Relation Between Performance Management And Vbhcmentioning

confidence: 99%

“…Van and external consequences for healthcare organizations and the link with performance management has been implied by VBHC protagonists, we would have expected this theme to be heavily featured in the extant literature. 11 Despite the massive impact that VBHC has on how healthcare organizations are run, 2,3 we only uncovered eleven papers [17][18][19][20][21][22][23][24][25][26][27] that addressed the performance management of VBHC. None of these specifically discussed the strategic implications of adopting VBHC, suggesting that healthcare organizations' adoption of VBHC is less all-encompassing than what its protagonists claim is warranted.…”

Section: Department Of Orthopaedicsmentioning

confidence: 99%

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Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Elten

Howard

Loo

et al. 2023

Int J Health Policy Manag

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Background: Value Based Healthcare (VBHC), which can be viewed as a strategy to organize and improve healthcare services, has far-reaching organizational and managerial consequences. It is common managerial practice to support the execution of a strategy by monitoring the ensuing activities. Such monitoring provides feedback and guidance on the execution of these activities to the management of an organization and helps to realize organizational strategies. Monitoring of activities is commonly done by performance management systems (PMS). Given the rising attention in the literature and in practice for VBHC, we ask to what extent VBHC is supported by PMS in practice, and how we can explain what we find to support further successful implementation of VBHC. Methods: In our scoping review of financial and performance management at the organization or unit-level of healthcare organizations that apply value-based approaches, we identified 1,267 unique papers in Embase, Medline, OVID, and Web of Science. After the (double-blinded) title and abstract screening, 398 full-text articles were assessed for further analysis. Results: Our review reveals only eleven original papers discussing specifically the integration of VBHC and performance management systems. Almost all the featured applications in these papers focus on a specific project or medical specialty. Only one paper exemplifies how VBHC has been integrated with the PMS of a medical institution, and no paper provides a clear link with strategy execution. We ask why this is the case and propose several explanations by studying the extant performance management literature. We see these explanations as issues for further reflection for VBHC practitioners and researchers. Conclusion: We conclude that one of the reasons for the absence of papers integrating VBHC and performance management systems is formed by the tensions that exist between striving for "the best care" or even for providing "all care that is viably possible" and pursuing greater (financial) efficiency. Implementing VBHC as an important organizational strategy and explicating this strategy in the PMS requires that these tensions need to be brought into the fore. When this is not done, we believe that VBHC adoptions that are fully integrated with performance management systems will remain limited in practice.

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Section: Results: the Relation Between Performance Management And Vbhcmentioning

confidence: 99%

Section: Department Of Orthopaedicsmentioning

confidence: 99%

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Elten

Howard

Loo

et al. 2023

Int J Health Policy Manag

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“…De meeste papers richten zich op overeenkomsten en verschillen tussen kosten en uitkomsten van zorg voor en na de invoering van WGZ. Het is dan ook niet verrassend dat er meer kwantitatieve (Parra et al 2017;Robinson et al 2018;Winegar et al 2019;Reilly et al 2020;Van den Berg et al 2020;Feitz et al 2021;Van der Nat et al 2021) dan kwalitatieve (Bonde et al 2018;Nycz et al 2020;Zipfel et al 2020;Cote-Boileau et al 2021) studies zijn te vinden. De kwantitatieve studies richten zich, zoals aangegeven, vooral op de uitkomsten en specifieke inrichting van (instrumenten en meetsystemen die kunnen worden gebruikt rond) WGZ, en maken veelal gebruik van ziekenhuisdata of vragenlijsten.…”

Section: Internationale Literatuur Over Wgz En Prestatiemanagementunclassified

Prestatiemanagement bij Waardegedreven zorg: hoe verder?

Elten¹,

Loo²,

Schaepkens³

2022

MAB

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Waardegedreven zorg (WGZ) wordt gezien als een potentieel belangrijke strategie voor zorgorganisaties om kwalitatief hoogwaardige zorg te bieden tegen relatief beperkte kosten. WGZ is meer concreet gericht op het maximaliseren van de (klinische en overige patiënt)uitkomsten per bestede euro. Wij bestuderen op basis van een verkenning van de Nederlandstalige en internationale literatuur in hoeverre deze strategie momenteel is ingebed in de prestatiemanagementsystemen van zorgorganisaties. Tevens reflecteren wij op de link tussen WGZ-strategieën en prestatiemanagement(systemen), die zeer beperkte aandacht krijgt in de wetenschappelijke literatuur. Wij identificeren daarnaast diverse aspecten van prestatiemanagement waarvan wij denken dat die node moeten worden behandeld in de WGZ-literatuur.

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“…Critiques of the reform argue that it did not enable integrated care [ 25 ]. Quebec had created regional health authorities (RHAs) in 1989, merged health and social services organizations together in 2006, and then implemented a major centralization reform in 2015, in which RHAs were abolished and health and social services organizations were further merged [ 26 , 27 ]. In both provinces, most large academic tertiary- and quaternary-care hospitals remained independent entities.…”

Section: Introductionmentioning

confidence: 99%

Hospital funding reforms in Canada: a narrative review of Ontario and Quebec strategies

Laberge

Brundisini

Champagne

et al. 2022

Health Res Policy Sys

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Background In the early 2000s, Ontario and Quebec, two provinces of Canada, began to introduce hospital payment reforms to improve quality and access to care. This paper (1) critically reviews patient-based funding (PBF) implementation approaches used by Quebec and Ontario over 15 years, and (2) identifies factors that support or limit PBF implementation to inform future decisions regarding the use of PBF models in both provinces. Methods We adopted a narrative review approach to document and critically analyse Quebec and Ontario experiences with the implementation of patient-based funding. We searched for documents in the scientific and grey literature and contacted key stakeholders to identify relevant policy documents. Results Both provinces targeted similar hospital services—aligned with nationwide policy goals—fulfilling in part patient-based funding programmes’ objectives. We identified four factors that played a role in ensuring the successful—or not—implementation of these strategies: (1) adoption supports, (2) alignment with programme objectives, (3) funding incentives and (4) stakeholder engagement. Conclusions This review provides lessons in the complexity of implementing hospital payment reforms. Implementation is enabled by adoption supports and funding incentives that align with policy objectives and by engaging stakeholders in the design of incentives.

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Control rooms in publicly-funded health systems: Reviving value in healthcare governance

Cited by 7 publications

References 28 publications

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Prestatiemanagement bij Waardegedreven zorg: hoe verder?

Hospital funding reforms in Canada: a narrative review of Ontario and Quebec strategies

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Control rooms in publicly-funded health systems: Reviving value in healthcare governance

Cited by 7 publications

References 28 publications

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

﻿Prestatiemanagement bij Waardegedreven zorg: hoe verder?

Hospital funding reforms in Canada: a narrative review of Ontario and Quebec strategies

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Product

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Prestatiemanagement bij Waardegedreven zorg: hoe verder?