Navigating risk. Embracing reform.
The introduction of risk to health care delivery is driving providers, payers, and patients to seek new ways of doing business.
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.
An independent NEJM Catalyst report sponsored by University of Utah Health on patient involvement in quality measurement.
Three components for treating the unhealthy, uncompetitive U.S. health care market — beginning with a buyer’s revolt.
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.
Actionable data and modest financial incentives can help motivate clinicians to adjust their behavior around scheduling follow-up appointments.
NEJM Catalyst Insights Council members weigh in on the barriers and path forward to value-based health care.
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.
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.
In a survey of the NEJM Catalyst Insights Council sponsored by Optum, respondents express enthusiasm for value-based care but have conflicting opinions about just how far along that path they should go.
Smartly designed patient-centered registries capture longitudinal data to augment EHRs and enhance quality improvement, policy, and research efforts.
The surgeon has a crucial role in defining value for patients in a population — and not just when that patient is in need of the surgeon’s knife.
A care and payment model that engages primary care physicians in an aligned model built on trust and value could result in better patient care at lower costs.
After 3 years of the MSSP, participation in shared-savings contracts by physician groups was associated with savings for Medicare that grew over the study period, whereas hospital-integrated ACOs did not produce savings (on average) during the same period.
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