Integrative Medicine Services Program (IMSP) Key Metrics

You cannot manage what you cannot measure. Therefore, it is essential for every organization to put key metrics into place to measure the impact of the IMSP. The metrics are generally driven by the expected benefits of the program that are identified during the strategic planning process. The six benefits noted in the section on strategic planning are a good place to start. The specific metrics, or results, that the organization identifies as targets should be set as realistically as possible during the first year. Then, based on actual results and analysis of the need to revamp the IMSP, key metrics may be modified. It is of primary importance that the process for collecting data to measure each key metric is clearly defined and documented by the organization. It is essential to have this historical information so that future metrics can be reproduced using the exact measures. Consistency is necessary so that results over time can be compared. And, tracking results is vital to the success of an IMSP because it enables the organization to recognize strengths as well as opportunities for improvement.

Each hospital and healthcare system is unique. Therefore, although key metrics should be limited to six or eight primary measures, details will vary by organization. For example, a key metric that measures improvement in patient satisfaction for an IMSP can vary greatly in terms of what data are collected, how they are collected, and how they are reported. One organization may use IMSP patient data collected to measure satisfaction of CAM therapies only. Another organization may reach out to all patients through the standard patient satisfaction survey to determine whether the IMSP has had a global impact. Another organization may blend together program specific and system-wide surveys. As noted, it is crucial that every measure be clearly defined for future use and reference.

Table 1 is an example of a key metric table that shows data over a one-year period by quarter. Some organizations may wish to collect and analyze data by month or even by week. And, the specific targets are driven by the organization, not an artificial standard. The IMSP target metrics should be viewed, at least in the first year, as a fluid process. Categories of key metrics should always include both patient care as well as financial metrics. Patient care metrics should be given priority and are generally greater in number than financial metrics. But, the tracking of financial metrics has been found to be of equal importance to the long-term success of a strategic plan as non-financial measures.24 Therefore, it is essential that every IMSP key metric report include one or two financial measures, and, perhaps, more if appropriate for the organization.

Table 1. Integrative Medicine Service Program (IMSP) Key Metric Reporting

Key Metric Target Q1 Q2 Q3 Q4 % Achvmnt

Patient Care Metrics

  1. Patient Satisfaction
  2. Symptom Scores
  3. Number of new patients
  4. Length of stay

 

  • +5%
  • +8%
  • 50/Q
  • -.25 day

 

  • +3%
  • +5%
  • 22
  • 0

 

  • +3%
  • +4%
  • 28
  • 0

 

  • +4%
  • +5%
  • 24
  • .12

 

  • +3%
  • +5%
  • 25
  • .12

 

  • 80.0%
  • 62.5%
  • 50%
  • 49%

Financial Metrics

  1. Revenue
  2. Net profits

 

  • +100K/Q
  • +7K/Q

 

  • +50
  • +2K

 

  • +40
  • +3K

 

  • +35
  • +4K

 

  • +40K
  • +5K

 

  • 40%
  • 71%

Porras, J & Collins, J. (1994) Built to last, New York, NY: HarperCollins. Healthcare System Strategic Planning: The Future Role of Integrative Medicine Services Programs (IMSP)

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