Audio Coursesby JellypodLesson 05 of 17
Overview
Vicky Muller: Alright, welcome back to Starting Strong! Today, we’re getting real about hospital metrics—what they are, why they matter, and how you can actually use them to make your life easier, not harder. I’m Vicky Muller, and I’ll be honest, when I first started out, metrics felt like this big, intimidating wall of numbers. I thought, “Are these just here to catch me messing up?” But, you know, over time, I realized they’re really just tools—performance indicators that help us track care quality, efficiency, and outcomes. They’re not just for the C-suite or for regulatory folks. They’re for us, on the ground, every day.
Beth Blimmer: Yeah, and I love that you said that, Vicky, because I used to think metrics were just, like, a way to get in trouble. But now, I see them as a way to actually improve what we do. So, just to break it down, there are two big types: outcome metrics—like mortality rates or readmissions—and process metrics, which are more about how we do things, like how fast we complete discharge summaries. I always mix up which is which, but basically, outcome is the “what happened,” and process is the “how did we get there.”
Mark Krause: Yeah, and I mean, it’s easy to get those mixed up, Beth. I still have to double-check sometimes. But, like, outcome metrics—think 30-day mortality, readmission rates, stuff that shows the end result for the patient. Process metrics are more like, “Did you finish your discharge summary on time?” or “Did you get your notes in before rounds?” And, honestly, I used to think all these numbers were just for admin, but they actually help us spot where we can do better. It’s not about punishment—it’s about improvement. At least, that’s how I try to look at it now.
Vicky Muller: Exactly. And I want to stress, if you’re new, don’t let metrics scare you off. They’re not just a report card—they’re a feedback loop. If you use them right, they can help you change your practice for the better. And, honestly, they’re not going anywhere, so it’s worth getting comfortable with them early on.
Beth Blimmer: So, let’s talk about the actual metrics you’re gonna see all the time. There’s care quality—like 30-day mortality, readmissions, hospital-acquired infections. Then there’s efficiency: length of stay, how fast you get patients out by 11am, that kind of thing. And don’t forget documentation—timely discharge summaries, inbox clearance. I had this one time where I totally missed a discharge summary deadline, and it actually dinged our team’s score. I felt awful, but it was a wake-up call that these things really do matter, not just for the numbers, but for the team and the patient.
Mark Krause: Oh, I’ve been there, Beth. And it’s not just about your own work, right? Sometimes, it’s the system. Like, you can be on top of your notes, but if the process for getting consults is slow, your discharge times suffer. And then there’s the whole internal versus external metrics thing. Internal metrics are like, “Hey, our group wants notes done by noon.” External ones are more like, “CMS says you need to hit this readmission rate or else.” Sometimes they overlap, sometimes they don’t, and it can get confusing.
Vicky Muller: Yeah, and I think it’s important to know which metrics are just for your hospital and which are tied to bigger regulatory or financial stuff. Like, if you’re only focused on what your team cares about, you might miss something that’s actually tied to your pay or your hospital’s reputation. And, honestly, avoiding metrics doesn’t make them go away. They’re still going to affect your job, your pay, and even your job stability. So, it’s better to face them head-on.
Beth Blimmer: Totally. And, like, if you ever feel frustrated or just want to ignore the numbers, I get it. But, trust me, it’s better to know where you stand. That way, you can actually do something about it, instead of getting blindsided later.
Mark Krause: Alright, so let’s get practical. How do you actually use metrics to your advantage? For me, it starts on rounds. I try to start my notes early—like, even before I see the patient, I’ll open the template. That way, if someone’s ready for discharge, I’m not scrambling at 10:45. And, if I know a consult is holding things up, I’ll page them early, not wait until the last minute. It’s all about being proactive.
Vicky Muller: That’s a great point, Mark. And if you’re interviewing for a new job, don’t be afraid to ask about metrics. Like, what metrics do they track? Are they tied to bonuses? Is it group data or individual? You want to know what you’re getting into. And after you’re hired, keep an eye on your own reports. If you see something off, ask about it. And if you want to make a difference, join a QI project. That’s how you can help shape or even change the metrics themselves.
Beth Blimmer: Yeah, and I love that you mentioned QI projects, Vicky. I joined one about discharge summary completion rates, and it was eye-opening. We realized a lot of us were signing notes after the reporting deadline, even though we thought we were on time. So, we switched to time-based notes and started finishing documentation in real time. It actually improved our scores and made things smoother for patients, too.
Mark Krause: Exactly! And, like, don’t be afraid to ask questions if something doesn’t make sense. Sometimes, the metric isn’t even measuring what you think it is. If you’re not sure, just ask. It’s better to look curious than to get dinged for something you didn’t know about.
Vicky Muller: So, once you’re comfortable with the basics, the next step is using data for ongoing improvement. I’m a big fan of regular review sessions with your team—just sit down, look at the trends, and talk about what’s working and what’s not. It doesn’t have to be formal, but it should be consistent.
Beth Blimmer: Yeah, and don’t forget about dashboards! Most hospitals have some kind of data visualization tool now. I used to ignore those emails, but once I started actually looking at the dashboards, I could see in real time where we were slipping or improving. It’s kind of addicting, honestly. You can track your progress and see the impact of changes almost immediately.
Mark Krause: And, if you want to really move the needle, get involved in multidisciplinary QI projects. When you work with nurses, pharmacists, case managers—everyone brings a different perspective. That’s how you get creative solutions and share best practices. Plus, it’s more fun than just staring at spreadsheets by yourself.
Vicky Muller: Absolutely. And remember, the goal isn’t just to hit a number—it’s to actually improve care for patients. If you use the data right, you can do both.
Beth Blimmer: So, how do you make this all stick? It really comes down to building a culture where metrics are part of the conversation, not just something you check off a list. That means having open communication in your team—talk about your numbers, share what you’re learning, and don’t be afraid to bring up challenges.
Mark Krause: Yeah, and I think it helps to have a standard protocol for when things go off track. Like, if your discharge times suddenly drop, who’s responsible for looking into it? What’s the plan? Having a rapid response strategy makes it less stressful when the numbers dip.
Vicky Muller: And, honestly, the best teams I’ve worked with are the ones where people feel comfortable presenting their findings, even if it’s not all good news. If you encourage transparency and continuous learning, people will actually want to improve, not just avoid blame. That’s how you get real, lasting change.
Beth Blimmer: Couldn’t agree more. Metrics aren’t going anywhere, so the sooner you make them part of your daily routine, the better. And hey, it’s actually kind of empowering when you realize you can use them to make your job—and your patients’ lives—better.
Mark Krause: Alright, I think that’s a good place to wrap up. Thanks for hanging out with us today. Vicky, Beth—always a pleasure.
Vicky Muller: Thanks, Mark. And thanks to everyone listening. Remember, don’t be passive—ask, analyze, and act. We’ll see you next time on Starting Strong.
Beth Blimmer: Bye everyone! Keep those metrics working for you, not the other way around.
