Pay for Quality
Pay for Quality
Pay for Quality
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KCE Reports 118 <strong>Pay</strong> <strong>for</strong> <strong>Quality</strong> 131<br />
Figure 11 : P4Q concepts: <strong>Quality</strong><br />
<strong>Quality</strong><br />
Strength Weakness<br />
Effectiveness focus, often combined with other<br />
domains<br />
Growing attention <strong>for</strong> integration and<br />
coordination<br />
High level of local adaptation<br />
No clear focus in all initiatives<br />
Some initiatives with an exclusive<br />
efficiency focus<br />
Limited attention <strong>for</strong> Equity<br />
<strong>Quality</strong> targets<br />
Strength Weakness<br />
Primary care + hospital care initiatives<br />
Preventive + Acute + Chronic care initiatives<br />
Medical condition specific + generic initiatives<br />
Availability of different target types (structure,<br />
process, intermediate outcome, long term<br />
outcome<br />
High number of target definitions available<br />
Attention <strong>for</strong> both appropriate and inappropriate<br />
care<br />
Attention <strong>for</strong> SMART target definition<br />
Use of a dynamical approach in most initiatives<br />
High level of local adaptation<br />
No measured quality targets in all<br />
initiatives<br />
Lack of evidence base selection<br />
requirements<br />
Lack of room <strong>for</strong> improvement<br />
selection requirements<br />
Lack of cost effectiveness selection<br />
requirements<br />
<strong>Quality</strong> measurement<br />
Strength Weakness<br />
Different types of data collection available<br />
A combined approach is used in some initiatives<br />
Attention <strong>for</strong> case mix adjustment in various<br />
initiatives<br />
Limited experience with exception<br />
reporting<br />
Lack of monitoring of unintended<br />
consequences<br />
Existing databases can be leveraged <strong>for</strong> hospital care, and more limited <strong>for</strong> primary care