According to the Organization for Economic Co-operation and Development, the United States spends a greater percentage of its GDP — 16.4% — on health care than any other OECD country. What this statistic misses is the role that social spending plays in determining health. Social programs that address issues such as poverty, nutrition, substance abuse, and the environment have a dramatic effect on the need for health care spending. This slide shows that when you combine traditional health care spend with social spending, the U.S., far from being profligate, is close to the middle of the pack. Health care arguably serves as a less than efficient surrogate to make up for gaps in social services in many communities across the U.S., distorting the perception of how much this country spends on health care relative to other developed nations.
Article by David Lansky & Jeff Micklos
Care management should be payer-agnostic at its core.
Engineering a Rapid Shift to Value-Based Payment in North Carolina: Goals and Challenges for a Commercial ACO Program
Article by JP Sharp, Patrick H. Conway & Rahul Rajkumar
We believe North Carolina can be a model for the nation.
Article by Nicholas Bagley, Amitabh Chandra, Craig Garthwaite & Ariel D. Stern
Three proposals for improving the law to reflect 21st-century drug development practices.
Article by Dana P. Goldman, Karen Van Nuys, Wei-Han Cheng, Jakub P. Hlávka, Luca Pani, Sylvain Chassang & Erik Snowberg
Are we paying too much for new drugs before we know how well they work? This innovative pricing model proposes postponing major rewards until efficacy is established — which could help both patients and payers while still paying back investments on the most effective drugs.
Insights Report by NEJM Catalyst & University of Utah Health
An independent NEJM Catalyst report sponsored by University of Utah Health on patient involvement in quality measurement.
Case Study by John Grady-Benson, Michael Cremins, Elizabeth Olson, Nishwant Swami & Steven Schutzer
The Connecticut Joint Replacement Institute has demonstrated that formerly competing independent providers can unite on a common vision to yield drastic improvements in quality, safety, and costs.
Case Study by Patrick Cronin, Shailesh Dominic Aranha & Alexa Boer Kimball
Actionable data and modest financial incentives can help motivate clinicians to adjust their behavior around scheduling follow-up appointments.
Insights Report by Jon Bees
NEJM Catalyst Insights Council members weigh in on the barriers and path forward to value-based health care.
Article by Steven Strongwater & Joe Kimura
Primary care must leverage disruptive innovations to ensure that patients receive first-access, comprehensive, coordinated, continuous care that is woven into a seamlessly integrated system.
Article by Jeffrey S. Berns, Aaron Glickman & Matthew S. McCoy
Despite potential benefits, joint ventures between nephrologists and dialysis companies raise legal and ethical concerns because of participants’ conflicts of interest and lack of transparency.