"Progress has been slow because the legislation tightly limits what organizations can do with the data… Giving physicians access to the data set for specific group-to-group comparisons or for analysis of their own weak areas of performance—is not permitted."
"The hard lesson from the front lines is that you really can't change anyone's behavior unless you build feedback loops into the care system using timely, accurate information," says James LaBelle, MD, Senior Vice President, Chief Medical Officer for Scripps Health in San Diego. "This basic fact seems to be unrecognized by policy makers."
LaBelle, Berwick and Toussaint make the point that providers need this information to, in LaBelle's words, "build accountabilities and engineer changes into the health system…The real work to sustainable improvement is building the feedback loops into the care delivery and management systems that actually create the pressure in day-to-day operations to drive change."
13. Competing Hospital Rating Systems
At least seven organizations now publish annual lists of the nation's top or best or safest hospitals, and many of these lists are wildly divergent in their rankings. Most of these charge hospitals to use their scores in marketing materials, putting additional pressure on acute care facilities to keep up the ratings game in increasingly competitive markets.
At some point, some organization is certain to bring sanity to the ratings cacophony with a template for what evaluation factors are appropriately used to judge a facility.