Healthcare leaders discuss what key metrics their organizations use under value-based care.
This article first appeared in the January/February 2017 issue of HealthLeaders magazine.
There are several metrics we prioritize. Our highest priorities are outcomes of quality, and metrics that reduce cost. The most important metric, therefore, is readmissions. We are cognizant of readmissions in our bundled payment programs. Another metric we are also cognizant of is surgical-site infections. Both of those are issues that we work on and look at regularly.
The third most important metric for us would be complications; in other words, do we have to go back and do some manipulation where there's a dislocation or some other kind of possible postoperative problem that requires additional care and, therefore, additional cost?
These metrics are always weighed against less objective but still important metrics such as patient satisfaction, and our ability to provide an experience to our patients that's acceptable.
We have two sources for metrics. The first is through professional societies our physicians belong to. They are regularly identifying new metrics and making suggestions. They're generally not mandates, just suggestions, about the kinds of things they consider important.
Our mother source of metrics is a group of orthopedic practices called the OrthoForum, which we were a founder of and are regularly involved with. We have an outcomes committee initiative that identifies measures that are important to us, and we as practices have all agreed that we will use those metrics, which include patient-centric outcomes.
Lena J. Weiner is an associate editor at HealthLeaders Media.