Surgical metrics do not provide clear path to improvement

Surgical metrics do not provide clear path to improvement

Surgical outcome reporting does not necessarily lead to better outcomes, according to a Mayo Clinic study published this week in the Journal of the American Medical Association.

Systems that capture, analyse and report surgical outcomes are an increasingly important part of the quality improvement movement in health care in the United States, where the most widely used reporting system is the National Surgical Quality Improvement Program, which is coordinated through the American College of Surgeons.
The study, led by David Etzioni, chair of colorectal surgery at Mayo Clinic in Arizona, analysed data regarding surgical outcomes in over 345,000 patients treated between 2009 and 2013 at academic hospitals throughout the USA. Approximately half of the patients were treated at hospitals that participated in the National Surgical Quality Improvement Program. The study showed that surgical outcomes significantly improved overall in both study groups during the period of analysis.
“In our study we weren’t interested in whether patients had better outcomes in National Surgical Quality Improvement Program vs. non-National Surgical Quality Improvement Program hospitals,” said Etzioni. “We wanted to know whether the outcomes experienced by patients treated at National Surgical Quality Improvement Program hospitals improved, over time, in a way that was different from patients treated at non-National Surgical Quality Improvement Program hospitals.”
The study found no association between hospital-based participation in the National Surgical Quality Improvement Program and improvements in postoperative outcomes over time, suggesting that a surgical outcomes reporting system does not provide a clear mechanism for quality improvement. According to the research team, the failure of these types of outcomes monitoring systems to produce measurable improvements in outcomes may be related to difficulties in identifying mechanisms that translate reports into changes in how surgical care is provided.
“I think if there is one lesson that we have learned at Mayo Clinic [it is that] real quality is achieved through a system – not just a doctor, not just a nurse or other staff,” commented Etzioni. “All of these elements of care have to work together closely to provide patients with the best possible outcomes.”

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