Pay-for-Performance and Selective Referral in Long-Term Care

2017 ◽  
Author(s):  
Toshiaki Iizuka ◽  
Haruko Noguchi ◽  
Shinya Sugawara
Keyword(s):  
Long Term Care ◽  
Pay For Performance ◽  
Term Care ◽  
Selective Referral

scholarly journals USING A UNIVERSAL SATISFACTION SCORE IN LONG-TERM CARE SETTINGS

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S744-S744
Author(s):  
Nicholas Castle ◽  
Lindsay Schwartz ◽  
David Gifford
Keyword(s):  
Assisted Living ◽  
Long Term Care ◽  
Pay For Performance ◽  
Psychometric Testing ◽  
Satisfaction Score ◽  
Nursing Facilities ◽  
Term Care ◽  
Skilled Nursing ◽  
National Quality

Abstract The CoreQ (not an acronym) consists of a limited number of satisfaction items (3-4 items, depending on setting) that are used to create an overall satisfaction score for long-term care facilities. This measure has been used in assisted living (AL) and skilled nursing facilities (SNFs) and has been endorsed by the National Quality Forum (NQF). Briefly, the development and psychometric testing of the CoreQ will be described, including the rationale for producing an overall satisfaction score and correlation with important quality indicators like Five-Star. Using data collected over the past 3 years, comprising more than 100,000 respondents, the use of the CoreQ measure will be described. For example, the CoreQ scores are used in MA to allow providers to benchmark their performance. The use of the scores in this way will be discussed including how providers have used the scores for quality improvement. Some states have elected to use CoreQ in pay for performance and other state initiatives. A case study of how New Jersey uses CoreQ with SNFs will be presented, including distribution of scores and addressing data collection challenges. CoreQ can be utilized as a short customer satisfaction measure to allow providers to benchmark their performance, residents and families in decision-making, and states and others to use for accountability.

scholarly journals Long-term care and pay-for-performance programs

2017 ◽  
Vol 22 (3) ◽  
pp. 1005-1021 ◽  
Author(s):  
Edward C. Norton
Keyword(s):  
Long Term Care ◽  
Pay For Performance ◽  
Term Care

scholarly journals APPLICATIONS OF QUALITATIVE RESEARCH IN DESCRIBING PCC ENVIRONMENTS: THE STORY BEHIND THE STATISTIC

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S556-S556
Author(s):  
Migette Kaup ◽  
Judith Poey ◽  
Gayle Doll ◽  
Laci Cornelison
Keyword(s):  
Qualitative Research ◽  
Lived Experience ◽  
Environmental Assessment ◽  
Long Term Care ◽  
Pay For Performance ◽  
Empirical Comparison ◽  
Term Care ◽  
Environmental Practices ◽  
Multiple Strategies

Abstract The goal of PCC is to enhance quality and bring meaning to the lived experience in long-term care. This requires attention to patterns of life, and the creation of residential experiences within the environment. Ten case studies of homes participating in a pay-for-performance PCC program in the Midwest reveals how environmental affordances may be critical in the implementation and sustainability of PCC. Data collected through an in-depth environmental assessment revealed multiple strategies and attributes related to organizational, operational, and environmental practices. This presentation will demonstrate a diagrammatic and empirical comparison of the environments of those early in the process and those who have fully implemented and sustained PCC practices. Specific features will be highlighted and patterns discussed.

Pay-for-Performance and Long-Term Care

2019 ◽  
Author(s):  
Jun Li ◽  
Edward C. Norton
Keyword(s):  
Health Care ◽  
Acute Care ◽  
Long Term Care ◽  
Pay For Performance ◽  
Care Delivery ◽  
The United States ◽  
Future Research ◽  
Care Providers ◽  
Term Care

Pay-for-performance programs have become a prominent supply-side intervention to improve quality and decrease spending in health care, touching upon long-term care, acute care, and outpatient care. Pay-for-performance directly targets long-term care, with programs in nursing homes and home health. Indirectly, pay-for-performance programs targeting acute care settings affect clinical practice for long-term care providers through incentives for collaboration across settings. As a whole, pay-for-performance programs entail the identification of problems it seeks to solve, measurement of the dimensions it seeks to incentivize, methods to combine and translate performance to incentives, and application of the incentives to reward performance. For the long-term care population, pay-for-performance programs must also heed the unique challenges specific to the sector, such as patients with complex health needs and distinct health trajectories, and be structured to recognize the challenges of incentivizing performance improvement when there are multiple providers and payers involved in the care delivery. Although empirical results indicate modest effectiveness of pay-for-performance in long-term care on improving targeted measures, some research has provided more clarity on the role of pay-for-performance design on the output of the programs, highlighting room for future research. Further, because health care is interconnected, the indirect effects of pay-for-performance programs on long-term care is an underexplored topic. As the scope of pay-for-performance in long-term care expands, both within the United States and internationally, pay-for-performance offers ample opportunities for future research.

Working With Resistance and Encouraging Buy-In to New Programs

2011 ◽  
Vol 16 (1) ◽  
pp. 18-21
Author(s):  
Sara Joffe
Keyword(s):  
Long Term Care ◽  
Term Care ◽  
Optimal Outcomes ◽  
Speech Language Pathologist

In order to best meet the needs of older residents in long-term care settings, clinicians often develop programs designed to streamline and improve care. However, many individuals are reluctant to embrace change. This article will discuss strategies that the speech-language pathologist (SLP) can use to assess and address the source of resistance to new programs and thereby facilitate optimal outcomes.

Feeding Dependency Issues in the Long-Term Care Environment

2001 ◽  
Vol 10 (1) ◽  
pp. 19-24
Author(s):  
Carol Winchester ◽  
Cathy Pelletier ◽  
Pete Johnson
Keyword(s):  
Long Term Care ◽  
Term Care ◽  
Care Environment

Communication Disordered: Program Implementation in Long-Term Care

2016 ◽  
Vol 1 (15) ◽  
pp. 64-67
Author(s):  
George Barnes ◽  
Joseph Salemi
Keyword(s):  
Program Implementation ◽  
Long Term Care ◽  
Family Satisfaction ◽  
Regulatory Compliance ◽  
Care Staff ◽  
Term Care ◽  
Staff Members ◽  
Change Policy

The organizational structure of long-term care (LTC) facilities often removes the rehab department from the interdisciplinary work culture, inhibiting the speech-language pathologist's (SLP's) communication with the facility administration and limiting the SLP's influence when implementing clinical programs. The SLP then is unable to change policy or monitor the actions of the care staff. When the SLP asks staff members to follow protocols not yet accepted by facility policy, staff may be unable to respond due to confusing or conflicting protocol. The SLP needs to involve members of the facility administration in the policy-making process in order to create successful clinical programs. The SLP must overcome communication barriers by understanding the needs of the administration to explain how staff compliance with clinical goals improves quality of care, regulatory compliance, and patient-family satisfaction, and has the potential to enhance revenue for the facility. By taking this approach, the SLP has a greater opportunity to increase safety, independence, and quality of life for patients who otherwise may not receive access to the appropriate services.

Sign in / Sign up

Export Citation Format

Share Document