Suzanne F. Delbanco is the executive director of Catalyst for Payment Reform. CPR is a nonprofit organization working for coordinated action among the largest purchasers of health care and health plans to reform the way we pay for health care in the United States to improve quality and cost.
In addition to her duties at CPR, Suzanne serves on the Coordinating Committee of the Measures Application Partnership for HHS, HFMA’s Healthcare Leadership Council, and the National Commission on Physician Payment Reform, the Health Care Incentives Improvement Institute board, the Anvita Health Advisory Council, and participates in the Healthcare Executives Leadership Network. Previously, Suzanne was the founding CEO of The Leapfrog Group.
Suzanne holds a Ph.D. in Public Policy from the Goldman School of Public Policy and a M.P.H. from the School of Public Health at the University of California, Berkeley.
Recent Posts by Suzanne Delbanco
The Payment Reform Landscape: Is The Debate Over Retrospective Versus Prospective Bundled Payments A Distraction?
Setting a prospective target budget, instituting reasonable downside financial risk, and tying final payment amounts to performance on a set of outcome measures all provide powerful incentives to manage patients well while adhering to a budget.
Because they cover more people than Medicare and Medicaid combined, employers could have a great deal of power over health care system reforms. But they need to use it.
The Payment Reform Landscape: The Potential Value Of Aligning High-Value Benefit Designs With Payment Reforms
While payment reform efforts are proliferating, one thing we see often is a mismatch between the incentives offered to health care providers and those offered to their patients, who may not be driven to seek care from practices that have restructured to provide higher value care.
The release on October 25, 2016 of results from the Health Care Payment Learning and Action Network’s (LAN) data collection effort underscores the nationwide commitment to reform the way the public and private sectors pay for health care services.
We can intervene less and spend less money in labor and delivery care while improving the quality of care for women and their babies. Why then is there so much unnecessary intervention and why is it so persistent?
Moving from a system that rewards volume over value is a complicated and messy process. No method is ever implemented in isolation---either one at a time or in a vacuum---and many payment methods do not yet have a sufficient track record to help us prioritize among them.
A body of literature suggests consumers will make informed choices in health care, much as they do in other areas, when presented with the right information. The public availability of real cost and quality information can affect the market, promoting competition that can lower costs and...
Payment reform is rapidly expanding across the nation. However, while a one-size-fits-all model may work in certain markets, it’s unlikely to work in others. CPR pioneered a market assessment tool to provide stakeholders with a way to navigate how their market's characteristics impact options...
While Medicare and Medicaid benefit design is set by law and effectively frozen, private health care purchasers are able to innovate freely. The Urban Institute and Catalyst for Payment Reform partnered to define and categorize the payment methods and benefit designs available in the market...
Modern technology has made savvy shopping for most items easy, yet the retail marketplace for health services does not enjoy the same consumer-friendly landscape. As an increasing number of consumers assume more financial responsibility for their care, the lack of adequate tools is an obstacle...