5 Telehealth Metrics Healthcare Leaders Need to Pay Attention to
With telehealth having been launched virtually overnight in most healthcare organizations, many leaders are pretty much in the dark when it comes to their insights into the performance of their organization’s telehealth services. Without “knowing how it’s going”, healthcare organizations risk alienating clinicians, limiting patients’ access to care, and hurting their bottom line.
In this week’s article, we’ll thus be discussing the five most critical telehealth metrics, that every healthcare leader needs to pay attention to.
A Mindset Shift
Many healthcare leaders still regard telehealth as a passing fad, especially when coupled with the uncertainty around reimbursement.
While over 90% of healthcare organizations reported fully meeting demand for telehealth during the Covid-19 health crisis, only 20% say they’ll continue telehealth even if reimbursement were to return to pre-Covid levels with 30% being unsure and 13% indicating to definitely go back to in-person care only.
What this tells me is that many organizations have no idea regarding the performance of their telehealth services (and how to improve on it) and are throwing out the baby with the bathwater. It’s like attempting to run a marathon without training, hurting yourself, and then claiming that running a marathon is impossible. Throwing everyone into telehealth without training, support, and a plan will inevitably yield the same result.
What is needed is a complete mindset shift to regard telehealth, not as an auxiliary alternative to in-person visits, but to treat it as a complete new care delivery modality and a completely new clinical service offering.
As I share with the leadership teams of our health system clients:
You are now managing three distinct service lines:
inpatient, outpatient and virtual patient.
Once leadership teams embrace the notion that telehealth (or virtual care) is here to stay, for good, they realize that in order to improve the service, they need to know more about its performance.
So what is the critical set of metrics to measure the performance of a telehealth service?
The key metrics come from three performance areas: service performance, technical performance, and financial performance.
Service performance examines the acceptance of the service by patients as well as by the clinicians. With a great service experience on both sides, telehealth is not sustainable.
Technical performance ensures that the technology (which includes connectivity) can support a seamless, painless experience, where the technology just fades into the background.
Financial performance ensures virtual care’s contribution to the bottom line of the organization.
The 5 Critical Telehealth Metrics
Here are the 5 critical telehealth metrics that healthcare leaders need to pay attention to in order to ensure that their telehealth services are performing as well as they should:
1. Clinician Satisfaction
2. Patient Satisfaction
3. Technical Performance
4. Overall Visit Volume by Modality
5. Overall Reimbursement by Modality
Let’s review the nuances of these 5 critical telehealth metrics.
Service Performance Metrics
The most critical metric of all (and the one most health systems ignore) is the satisfaction of the clinicians. When we work with clients we ask the clinicians, for example, “the telehealth visit was as good as an in-person visit” and we repeatedly get 4.3 or 4.4 on a 5-point Likert scale, so high satisfaction across the board is possible.
The second metric under service performance is patient satisfaction. Typically, the acceptance of telehealth across all demographics is very high. Patients love the convenience and appreciate the efficacy with which care can be received. With our clients, we typically ask the patients “How likely are you to recommend telehealth with this provider to your friends and family?” and have gotten Net Promoter Scores (NPS) in the 70s, which is considered world-class service.
Here’s the reality: If the physicians do not like delivering care via telehealth, none of the other metrics matter much. The most prevalent root cause of statements such as “patients don’t like telehealth” is that physicians don’t like it. Even with the slickest technology and full reimbursement, if the physicians’ mindset is that telehealth is not as good as in-person care, they will find self-fulling evidence to support their sentiment.
It is therefore imperative that healthcare leaders frequently measure physician satisfaction – and then act on the data to improve satisfaction.
With regards to telehealth technology, there are a few “givens” that we assume: that the technology is reasonably usable, that it is secure and also, given good internet connectivity, reliable.
The metrics to capture under technical performance should simply be on whether the clinician and patient could easily connect and that there are no audio/visual problems.
Any deviation from the targeted goals is mostly the cause of individual circumstances on the clinician’s or patient’s side. Most user experience problems can easily be compensated by workflow or process intervention (such as Pre-Visit TechChecks) and by training and coaching (e.g., on “webside manners”).
Of the 5 critical metrics, the first 3 can be measured intermittently whereas the financial metrics should be measured continuously.
The “overall visit volume by modality” metric is critical in providing a good overall picture of the performance of your healthcare organization. It should include attributes such as date, time, provider, visit type, show/no show, and modality (one of: inpatient, outpatient, video visit, telephonic visit).
Semi-automated analysis of this metric can reveal a multitude of insights: comparison to prior year volumes, distribution (and shift across all modalities), adoption by individual providers or provider groups), change in no-show rates, etc.
The “overall reimbursement by modality” metric provides critical insight into the financial performance of the organization. It should include similar attributes, including date, time, provider, modality, CPT code, payor/health plan, and actual reimbursement.
Here, semi-automated analysis of this metric can reveal an additional set of insights: e.g., comparison to prior year revenue, “the cost of telephonic vs. video telehealth”, average reimbursement per visit, usage by CPT code and modality, etc.
To implement “paying attention to”, all 5 metrics should be reported on a regular basis (weekly first, monthly later) in the form of a telehealth performance dashboard. Each metric must have a target goal along with a predefined action list in case the metric falls short of the goal, meets the goal, or exceeds the goal.
Driving in the dark without any feedback about direction, speed or the fill-level of the gas tank can be a very dangerous undertaking, especially if you are going 80 miles an hour. It is thus crucial for healthcare leaders to invest in establishing a telehealth performance dashboard that at a minimum includes these 5 critical telehealth metrics.
Overall Visit Volume by Modality
Overall Reimbursement by Modality
Which telehealth metrics are your healthcare leaders evaluating on a regular basis? What predefined actions have you identified to overcome the challenges you are encountering?
Christian Milaster optimizes Telehealth Services for health systems and physician practices as Interim Telehealth Program Director. Christian is the Founder and President of Ingenium Digital Health Advisors where he and his expert consortium partner with healthcare leaders to enable the delivery of extraordinary care.
Contact Christian by phone or text at 657-464-3648, via email, or video chat.
Christian Milaster optimizes Telehealth Services for health systems and physician practices as the interim Telehealth Program Director. He serves as a Digital Health & Telehealth Advisor to startups and established Health IT firms.
Christian is a Master Builder of Digital Health and Telehealth Programs and the Founder and President of Ingenium Digital Health Advisors, a boutique consultancy focused on enabling the effective delivery of extraordinary care through workflow optimization and the judicious use of technology.
Born, raised, and educated as an Engineer in Germany, Christian started his career at IBM Global Services before joining the Mayo Clinic in Minnesota, where he worked for 12 years in various roles before launching Ingenium in 2012.