What are the main steps for developing a productivity benchmark model for a service line? Right now, I am evaluating an orthopedic service line but plan to evaluate others in the future.
Answer: It begins with developing an understanding of service line definition, data availability (clinical performance, operations, and financial), involved physicians, and what specifically is to be measured, such as volume, cases per surgeon, cases per day, cases per OR, or cases by sub-service (e.g., joints, spine, hand, shoulder, sports).
Other criteria include size of the service line, subspecialties offered, number of physicians on staff, and ability to report data.
A firm definition of financial categories is pivotal in the analysis because lack of agreement on this will yield variable results.
This question was answered by: Curtis H. Bernstein, CHFP, CPA/ABV, ASA, CVA, principal, Pinnacle Healthcare Consulting, and a member of HFMA’s Colorado Chapter.
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