Published: September 04, 2007
Every quarter I get together with my partners to review the performance of our medical practice. Like a manager of a car dealership, I bring out the numbers. I show them how many patients we saw in the previous months, what we billed, how much we collected.
Yet too often we fail to answer some crucial questions: What is the quality of our care? How well or poorly are our patients doing? When it comes to those with pneumonia, for instance, did we deliver an appropriate antibiotic in a timely fashion? At the hospitals where we practice, is the mortality rate for congestive heart failure higher or lower than the national average? Read More