Each day in health care settings across the country, providers and their patients make countless decisions. To improve our health system’s performance, we aim to find ways to help frontline professionals make the best possible choices, day in and day out.
The Commonwealth Fund’s Breakthrough Health Care Opportunities program has developed a new portfolio of work, “Incentives 2.0: A Synergistic Approach to Provider Incentives,” which will explore the use of complementary strategies to influence provider decision-making and promote higher-value health care.
Financial-incentive strategies such as pay-for-performance programs have had limited success in improving outcomes and controlling spending. Our initiative recognizes that a wide range of factors influence providers’ choices, beyond financial rewards or penalties, including intrinsic motivation and medical professionalism, organizational influences, and policy (see Box).
|Factors Affecting Providers’ Behavior and Decision-Making|
|Financial incentives: How providers are paid (e.g., via fee-for-service vs. capitation models), as well as the different payment amounts for different services and outcomes, influences what and how care is delivered.|
|Intrinsic motivation and professionalism: Innate interest in or enjoyment of an activity can be a strong incentive to perform well. Physician, nurses and other providers may be motivated by their sense of professionalism and their desire to help people by providing good care.|
|Organizational influences: The culture, management approaches, and operational structures of provider settings (e.g., how appointments are scheduled, what resources are available, whether safety is a priority) can have significant effects on the care delivered.|
|Policy: Federal, state, or local policies—such as what services are paid for and what given professionals can do—can affect providers’ decision-making.|
The goal of this new initiative is to identify influences, understand how they affect behaviors, understand how they interact with each other, and develop ways to use them to optimize health system performance. To do this, we will be seeking insights from diverse fields of study such as economics, psychology, behavioral economics, sociology, and the management sciences. Many health care organizations already apply knowledge from these fields in an effort to improve care.
Examples of approaches that might result from this work include:
The Breakthrough Health Care Opportunities program aims to uncover changes in health care that can have large-scale impact. While tweaking any one of the influences discussed above may not meet that criterion, our new initiative seeks to create a “playbook” for how to combine various influences in ways that can lead to a real breakthrough in performance.
We are excited to launch this initiative, and join the innovators working to design provider incentives that drive high-quality, high-value care.
|These first four projects are kick-starting our initiative to promote high-value health care:
|Kevin Volpp and Ezekiel Emanuel (Center for Health Incentives and Behavioral Economics at the Leonard Davis Institute, University of Pennsylvania), Using Behavioral Economics and Psychology to Create Effective Provider Incentives
Drawing on insights from the fields of behavioral economics and psychology, this project will develop design principles for financial and nonfinancial provider incentives.
|Julia Adler Milstein (University of Michigan) and Christy Lemak (University of Alabama at Birmingham), Improving the Performance of Primary Care Physicians in Caring for High-Need, High-Cost Patients
This project will compare primary care practices that have experienced both high levels of improvement and no improvement in response to financial incentives in order to identify the incentive designs and organizational characteristics associated with higher performance.
|Barry Egener (Foundation for Medical Excellence), Creation of a Charter on Organizational Professionalism
While most of the focus on medical professionalism has been on the relationship between providers and their patients, the Charter on Organizational Professionalism will address the health care system’s role in creating a culture that enables medical professionalism.
|Elizabeth Mort (Massachusetts General Hospital) and Peter Pronovost (Johns Hopkins Hospital), Improving the Quality of Health Care Through Peer-to-Peer Assessment
Recognizing the limitations of the internal peer-review process, this project will develop an interorganizational, peer-to-peer assessment methodology modeled after approaches used in other high-reliability, high-risk industries. It will be piloted in two academic teaching hospitals.
Products from these grants will be available on our website throughout the year. We invite you to submit ideas for potential projects in the comments section or by sending an email to Mark Zezza at email@example.com. You can also stay up to date with our work by signing up for alerts.