“Never Events”: Not Every Hospital‐Acquired Infection Is Preventable

Brown, Jack; Doloresco, Fred; Mylotte, Joseph M.

doi:10.1086/604719

Cited by 79 publications

(57 citation statements)

References 8 publications

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“…It is unlikely that even complete compliance with all the proposed measures will reduce the risk of HAI to zero [40] and this realism should be reflected in any future metrics or targets [41]. M a n u s c r i p t…”

Section: Discussionmentioning

confidence: 99%

Scottish Antimicrobial Prescribing Group (SAPG): development and impact of the Scottish National Antimicrobial Stewardship Programme

Nathwani

Sneddon²,

Malcolm

et al. 2011

International Journal of Antimicrobial Agents

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Section: Discussionmentioning

confidence: 99%

Scottish Antimicrobial Prescribing Group (SAPG): development and impact of the Scottish National Antimicrobial Stewardship Programme

Nathwani

Sneddon²,

Malcolm

et al. 2011

International Journal of Antimicrobial Agents

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“…5 Next, in October 2008, CMS stopped reimbursing hospitals for a number of costly and common hospital-acquired complications, including hospital-acquired bloodstream infections and urinary tract infections, patient falls, and pressure ulcers. 3,6 VBP is the latest and most comprehensive step that CMS has taken in its decade-long effort to shift from volume to value-based compensation for inpatient care.…”

Section: Historical Context For Vbpmentioning

confidence: 99%

Hospital value‐based purchasing

Blumenthal

Jena

2013

Journal of Hospital Medicine

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Hospital Value Based Purchasing (VBP) aims to incentivize inpatient providers to delivery high value, as opposed to high volume, health care. The formal mandate of hospitals to provide high value health care through financial incentives marks an important change in Medicare and Medicaid policy. In this opportune review of VBP, we discuss the relevant historical changes in the reimbursement environment of U.S. hospitals that have set the stage for VBP. We describe the structure of the Centers for Medicare and Medicaid Services' VBP program, with a focus on which hospitals are eligible to participate in the program, the specific outcomes measured and incentivized, how rewards and penalties are allocated, and how the program will be funded. In an effort to anticipate some of the issues that lie ahead, we then highlight a number of potential challenges to the success of VBP, and discuss how VBP will impact the delivery and reimbursement of inpatient care services. We conclude by examining how the VBP program is likely to evolve over time. The Centers for Medicaid and Medicare Services' (CMS) Hospital Inpatient Value-Based Purchasing (VBP) Program, which was signed into law as part of the Patient Protection and Affordable Care Act of 2010, aims to incentivize inpatient providers to deliver high-value, as opposed to high-volume, healthcare.1 Beginning on October 1, 2012, the start of the 2013 fiscal year (FY), hospitals participating in the VBP program became eligible for a variety of performance-based incentive payments from CMS. These payments are based on an acute care hospital's ability to meet performance measurements in 6 care domains: (1) patient safety, (2) care coordination, (3) clinical processes and outcomes, (4) population or community health, (5) efficiency and cost reduction, and (6) patient-and caregiver-centered experience.2 The VBP program's ultimate purpose is to enable CMS to improve the health of Medicare beneficiaries by purchasing better care for them at a lower cost. These 3 characteristics of care-improved health, improved care, and lower costs-are the foundation of CMS' conception of value.1,2 They are closely related to an economic conception of value, which is the difference between an intervention's benefit and its cost.Although in principle not a new idea, the formal mandate of hospitals to provide high-value healthcare through financial incentives marks an important change in Medicare and Medicaid policy. In this opportune review of VBP, we first discuss the relevant historical changes in the reimbursement environment of US hospitals that have set the stage for VBP. We then describe the structure of CMS' VBP program, with a focus on which facilities are eligible to participate in the program, the specific outcomes measured and incentivized, how rewards and penalties are allocated, and how the program will be funded. In an effort to anticipate some of the issues that lie ahead, we then highlight a number of potential challenges to the success of VBP, and discuss how VBP will impact the del...

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“…These concerns were largely related to the potential for unnecessary diagnostic testing of patients (Wald & Kramer 2007;Saint, Meddings, Calfee, Kowalski, & Krein, 2009); diversion of personnel and other resources away from general patient care and prevention leading to additional time, personnel, and resource consumption (Brown, Doloresco, & Mylotte, 2009;McHugh, Martin, Orwat, & Dyke, 2011;McHugh, Van Dyke, Osei-Anto, & Haque, 2011); and reduction or changes in health care worker staffing due to decreased reimbursement (Parish 2008;Brown et al, 2009). At least one source suggested that public disclosure of HAC rates would help patients make better-informed health care choices (McKibben et al, 2005).…”

Section: Introductionmentioning

confidence: 99%