Sharing Financial Information With Doctors: Making It Work

Abstract

Physicians are becoming increasingly aware of how their practice patterns affect the financial viability of their practices and of the hospitals in which they work. Programs of diagnosis-related group (DRG) analysis may be used not only to educate physicians but to provide data for physiciandirected efforts to reduce variations in practice patterns and deal with physicians whose practice habits may be counter to cost-effective, highquality care. A combination of early, extensive physician involvement and subsequent multidisciplinary interaction will ensure the development of and adherence to cost-effective, high-quality patient care.

Obstacles to Implementation of New Public Management in an Irish Hospital

“…Presently there is little sharing of financial information with key stakeholders in the hospital – for example the A&E consultant in charge receives nothing and neither do the clinical nurse managers in A&E. Yet it has been acknowledged that engaging hospital doctors in management requires a greater sharing of financial information which is relevant, timely and accurate (Lawson, 1993). The chief physiotherapist does not receive any financial information, neither does the head of clinical speciality/discipline.…”

The value of accounting discourse in conditions of accelerating change

“…It has been acknowledged that engaging service providers in management requires a greater sharing of financial information that is relevant, timely and accurate (Lawson, 1993;Robbins, 2007;Hookana, 2007). The effectiveness of a dialectical perspective is also emphasised in the literature on the management of change and resistance (Zoller & Fairhurst, 2007;De Bruijn and van Helden, 2006).…”

The Utility of External Performance Measurement Tools in Program Evaluation

“…Healthcare organizations, including rehabilitation hospitals, use measures of performance (Weichers & Weichers, 1996), such as patient satisfaction surveys, patient functional assessment data, and cost information, to identify trends associated with modifications in service delivery. Although these assessments are often generated internally within an organization (Epstein; Lawson, 1993; Weichers & Weichers), performance comparisons also can be made at the regional and national level (Blumenthal & Epstein; Epstein; Welch, Miller, & Welch, 1994).…”