Please answer case discussion questions 1-5.

Rewarding Performance LEA Ane cha tot 12 12 12 Opening Case Improving Patient Care With Financial Rewards: Geisinger Health System Geisinger Health System in a physician-led, not-for-profit health care system headquartered in Danville, Pennsylvania, with more than 39000 employees and plans for further expansion Over 7 year period beginning in 2009. Gelinger reconfigured and implemented new pay for performance programs to motivate physicians to deliver high-quality patient care while also keeping costs under control. The organization tied approximately 20% of physicians' compensation to pay for performance programs aimed at achieving strategic goals associated with patient care and productivity, with the remaining Box of compensation tied to the traditional piecework incentives used in health care such as the number of patients seen and the number of procedures performed. As an example of a specific pay for performance program. Geininger rewarded physicians for signing patients up for the organization's online portal so as to better mange patient care data: this initiative contributed to fewer patient appointment no-shows and fewer phone calls, thereby improving physician productivity. Further, the organization challenged physicians to ensure they met all 120 best practice treatment requirements when performing elective coronary artery bypass surgery. The physicians attained the strategie goal, which led to a 67% improvement in patients relative mortality rate and to an 18% reduction of costs. In recognition of the physicians' performance, Geisinger provided financial rewards 1 1 Interestingly, early on during the process of implementing the pay- for performance programs, Gelsinger lost a number of physicians to voluntary turnover, presumably because they took issue with the new wward system initiative. The organization weathered the attrition by retaining those physicians who were motivated to earn performance based incentives. In the process, the organization shifted to a more results and performance-oriented culture. Consequently, Geisinger not only changed how physicians are compensated but also changed the organization's values to focus more directly on patient care quality Case Discussion Questions In addition to patient care quality, what other physician-related outcomes could Gelsinger improve by using pay-for performance programa? What might result from focusing on these additional outcomes? III REWA 2. List some of the reasons why you think som physicians decided to leave Geisinger alter company implemented the new pay-for- the performance programs. 3. Geisinger distributed approximately 20% of physicians' compensation as pay for performance. This was tied to achieving . strategic goals associated with patient care and productivity. In the future, do you think Geisinger should increase or decrease this percentage? Why? 4. What unanticipated patient and physician outcomes might result from taking a pay-for- performance approach? 5. In your opinion, should all health care systems develop and implement pay-for- performance programs for physicians? What about for nurses and other direct care providers