ReviewCardiac surgery report cards: comprehensive review and statistical critique1
Section snippets
Background
Just as Deming and Juran led an industrial quality revolution during the second half of the 20th century, quality improvement has emerged over the last decade as one of the dominant themes in modern health care. Specific areas of interest have included access, appropriateness, geographic variations in care, reduction of medical error and costs, cost-effectiveness, long-term functional status, and quality of the provider–patient relationship 1, 2, 3, 4, 5, 6. Although quality can be assessed on
Market-driven quality improvement (“report cards”)
Report cards have been the more widely used approach to cardiac surgery quality assessment and improvement. They are based on the presumption that publication of outcomes effectively motivates providers, and that market forces will reward higher quality. Numerous studies have challenged the validity of these hypotheses. Furthermore, controversies persist regarding the statistical methodology of report cards, their presentation format, and their actual impact on cardiac surgery quality.
The CQI approach to cardiac surgery quality improvement
Despite the reduction in mortality observed in states with cardiac surgery report cards, this approach has also produced fear, distrust, gaming, and other negative behaviors on the part of providers, which may paradoxically impede continued quality improvement 7, 126. Jencks [127] has stated that it is unreasonable to expect honest self-examination under the threat of media disclosure. In 1989, several years before public report cards were made available in New York or Pennsylvania, Berwick
The balance between public accountability and peer-based quality improvement
A continuous quality improvement approach may offer the best possibility for improving outcomes and reducing variability among hospitals without the unintended negative consequences of report cards. However, it appears inevitable that some states and payers will demand access to cardiac surgery outcome data, despite evidence that such information is imperfect and is rarely used to select providers. As formulated by Epstein [132], the issue is whether to rely on the market impact of such report
Recommendations
Whenever feasible, state and regional cardiac surgical organizations should implement continuous quality improvement programs. These should include exchange site visits, benchmarking, and determination of best practice. This process and systems–oriented approach is the best way to raise the performance level of all cardiac surgery programs; it affirms the commitment of our specialty to excellence, and it should be the cornerstone of any quality improvement effort.
In states where legislation
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This review is an abridged version of a report submitted by the Massachusetts Cardiac Care Quality Commission to the Massachusetts Legislature, May 2001.