Measuring the quality of doctors and hospitals: When is 'good enough' good enough?

In the past, neither hospitals nor practicing physicians were accustomed to being measured and judged. Aside from periodic inspections by the Joint Commission (for which they had years of notice and on which failures were rare), hospitals did not publicly report their quality data, and payment was based on volume, not performance.

Physicians endured an orgy of judgment during their formative years – in high school, college, medical school, and in residency and fellowship. But then it stopped, or at least it used to. At the tender age of 29 and having passed “the boards,” I remember the feeling of relief knowing that my professional work would never again be subject to the judgment of others.

In the past few years, all of that has changed, as society has found our healthcare “product” wanting and determined that the best way to spark improvement is to measure us, to report the measures publicly, and to pay differentially based on these measures. The strategy is sound, even if the measures are often not.

Hospitals and doctors, unaccustomed to being rated and ranked like resort hotels and American Idol contestants, are suffering from performance anxiety and feeling an intense desire to be left alone. But we also bristle at the possibility of misclassification: to be branded a “B” or a “C” when you’re really an “A” feels profoundly unjust.

In my role as chair of the ABIM this year, I am awed by the amount of time and expertise that goes into ensuring that the pass/fail decisions of the Board are valid and defensible (legally, if necessary). They are. But as new kinds of measures spring up, most of them lack the rigor of the verdicts of the certifying boards. For example, Medicare is now penalizing hospitals that have excessive numbers of readmissions. As Harvard’s Karen Joynt and Ashish Jha observed in 2012, there is considerable doubt that the 30-day readmission rate is a valid measure of quality, and clear evidence that its application leads to misclassifications – particularly for penalized hospitals whose sins are that they care for large numbers of poor patients or that they house teaching programs. Quite understandably, these hospitals cry “foul.”

Yet the Medicare fines have contributed to a falling number of readmissions nationally – from 19 percent in 2011 to 17.8 percent in 2012, which represents more than 100,000 patients spared an unpleasant and risky return trip to the hospital. While cause and effect is difficult to prove, it seems likely that hospitals’ responses to the Medicare program (better discharge planning, earlier follow-up appointments, enhanced communication with PCPs, post-discharge phone calls to patients) are playing a role. “Readmissions are not a good quality measure,” Jha observed in a recent blog, “but they may be a very good way to change the notion of accountability within the healthcare delivery system.” Medicare’s Jonathan Blum puts it more bluntly. “I’m personally comfortable with some imprecision to our measures,” he said, as long as the measures are contributing to the ultimate goal of reducing readmissions.

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