New England Journal of Medicine · 2010 · 5K citations · 0 references
Public AffairsHealth Care ManagementHealth Services AdministrationHealth Care Strategic ManagementHealthcare AdministrationHealthcare Quality ImprovementHealth Care OutcomesHealth Care Performance MeasurementHealth Care QualityHealthcare Performance MeasurementQuality Of CareValue-based CareHealth Care Delivery EvaluationHealth Outcomes AnalysisHigh PerformanceValue-based Care ImprovementValue-based Care MeasurementValue-based Care ModelsValue-based Care StrategyValue-based Healthcare Measurement
Health‑care performance depends on a shared goal, yet stakeholders pursue conflicting aims—access, profitability, quality, cost containment, safety, convenience, patient‑centeredness, and satisfaction—leading to divergent approaches, gaming, and slow progress. The authors argue that high value, defined as health outcomes per dollar spent, must become the overarching goal of health‑care delivery. No additional information.
In any field, improving performance and accountability depends on having a shared goal that unites the interests and activities of all stakeholders. In health care, however, stakeholders have myriad, often conflicting goals, including access to services, profitability, high quality, cost containment, safety, convenience, patient-centeredness, and satisfaction. Lack of clarity about goals has led to divergent approaches, gaming of the system, and slow progress in performance improvement.Achieving high value for patients must become the overarching goal of health care delivery, with value defined as the health outcomes achieved per dollar spent.1 This goal is what matters for patients and unites . . .