Financial Waste is Patient Harm: Reducing Wasteful Healthcare Spending Increases Safety and Health.

IF 1.4 4区 医学 Q4 HEALTH CARE SCIENCES & SERVICES
Andrew Doy, Jason Tibbels
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引用次数: 0

Abstract

Wasteful healthcare spending has more than economic costs-there are clinical costs as well. Waste increases out-of-pocket costs, delays necessary care, and worsens outcomes. We argue that, while most quality frameworks do not consider this patient harm, they should. Financial waste is clinically on par with medical errors and adverse events, as overtreatment and low-value care injure patients, care coordination failures lead to preventable complications and death, pricing failures cause delayed and complicated care, and low-value procedures cause complications. We reviewed the literature to tie financial waste, toxicity, and pollution to patient harm across 4 domains: care delivery, care coordination, overtreatment or low-value care, and pricing failure. Even with insurance, healthcare is unaffordable for most Americans, leading to delayed care and lower quality of life. Solutions exist, and specialty care platforms have successfully employed strategies to offset patient harm. Including financial harm in quality frameworks increases the urgency to address financial waste.

财务浪费是对患者的伤害:减少浪费的医疗保健支出提高安全和健康。
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来源期刊
Quality Management in Health Care
Quality Management in Health Care HEALTH CARE SCIENCES & SERVICES-
CiteScore
1.90
自引率
8.30%
发文量
108
期刊介绍: Quality Management in Health Care (QMHC) is a peer-reviewed journal that provides a forum for our readers to explore the theoretical, technical, and strategic elements of health care quality management. The journal''s primary focus is on organizational structure and processes as these affect the quality of care and patient outcomes. In particular, it: -Builds knowledge about the application of statistical tools, control charts, benchmarking, and other devices used in the ongoing monitoring and evaluation of care and of patient outcomes; -Encourages research in and evaluation of the results of various organizational strategies designed to bring about quantifiable improvements in patient outcomes; -Fosters the application of quality management science to patient care processes and clinical decision-making; -Fosters cooperation and communication among health care providers, payers and regulators in their efforts to improve the quality of patient outcomes; -Explores links among the various clinical, technical, administrative, and managerial disciplines involved in patient care, as well as the role and responsibilities of organizational governance in ongoing quality management.
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