Quarterly Balanced Scorecard Report - Asante

Skip to Content

View Additional Content In This Section

Accountability to Our Patients

How We Measure Up: The Balanced Scorecard

Being accountable to our patients and community is essential to earning your trust and building a reputation for excellence. Accountability means making the right clinical and managerial decisions, managing resources efficiently, and measuring our performance against state and national benchmarks. These goals are achieved with the help of our Balanced Scorecard.

Care of the Community

Implementation of Patient Centered Medical Home
A Patient-Centered Medical Home (PCMH) provides care to patients when they are sick and also helps them get and stay healthy. For example, the PCMH offices are open later on week-day evenings and also open on the weekends. Asante believes that a PCMH model is a better way to provide care to meet the total needs of patients. Additionally, research has shown the PCMH model to be effective in improving care and reducing costs, particularly for high-risk patients. To be recognized as a PCMH, each office must meet ten specified goals.

Total Community Benefit
Part of Asante’s Mission is to provide medically necessary quality health care services to any person who lives in Southern Oregon or Northern California whether or not they can pay. Total Community Benefit includes: charity care, defined as the cost of treating uninsured or underinsured community members; the unreimbursed cost of providing services to Medicaid and U.S. Department of Veteran Affairs patients; community programs, defined as costs for operating unfunded or underfunded health services that would not usually be available to the community if Asante did not provide them; and cash and in-kind donations to local community based health-care organizations such as Federally Qualified Health Centers. As a not-for-profit health system, Asante must report the Total Community Benefit dollar amount on its tax form. By targeting Total Community Benefit contributions at or above our five-year rolling average, Asante will continue to be among the highest performing health systems in the State in this category and meet standards developed by the Oregon Association of Hospitals and Health Systems.

Care of the Patient

Patient Experience
Asante cares about how its patients feel their visit went. To measure this, Asante uses a survey called the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). The higher the number, the more satisfied patients were with their visit. If Asante meets its target, it has scored better than 62% of other hospitals and health systems in America.

Patient Throughput
Asante believes that patients like to get care as quickly and efficiently as possible. One measure Asante tracks is the total minutes from the time a patient in the emergency department (ED) checks in to the time they are admitted as an inpatient. If Asante meets its target, it will reflect a time that is better than most hospitals in the country. The lower the number, the faster the patient was admitted.

Office Visit Satisfaction (APP)
Asante Physician Partners (APP) offices want every patient to have a great visit. To measure this, APP mails a survey to patients to fill out and return. The higher the number, the more satisfied the patient was with their visit. If APP meets the target, then it will have scored better than 55% of other doctors’ offices included in the comparison survey database.

Mortality Rate
Asante wants to have as few patients die in their hospitals as possible. However, some patients choose to die in a Hospital rather than home and such deaths are unavoidable.  For this measure, Asante is focusing on three illnesses: heart failure, stroke and chronic obstructive pulmonary disease (COPD). Asante is aiming to improve its mortality rates by 14%. Thus, the higher the number, the better Asante is doing in reducing hospital deaths. If Asante meets its target, Asante will have performed at levels consistent with peer hospitals in America; however, we are striving to outperform the nation.

30-Day Readmissions
Once a patient leaves an Asante hospital after receiving care, Asante wants that patient to stay healthy. One measure of how well Asante is doing is to monitor if a patient returns to the hospital as an inpatient within 30 days. A lower number means fewer patients are coming back to the hospital. If the target is met, Asante has performed within the top 25% of peer hospitals across the country.

Patient Safety
Asante wants every patient visit to be safe while in their hospitals. To measure this, Asante keeps track of safety hazards that could happen to a patient; some examples are falling out of bed or a surgical site infection. The lower the number, the better. If the target is met, Asante has performed at levels that are among the best hospitals in America.  

Physician Relations

Growth of Lives Attributed to APP Primary Care Physicians
Asante started Asante Physicians Partners (APP) in 2011 to give the community better access to doctors within the community and within hospitals. To measure how well APP is providing better access to the community, they count the number of new patients that visit an APP Primary Care office. The higher the number, the more overall patients were seen by APP providers. If the target is met, APP will have provided access to excellent health care for a large number of our community residents, who have not had access to or have not been able to see a primary care physician.

Employee Engagement

Employee Partnership
Part of Asante’s Vision is to be a great place to work. To measure how employees feel about their jobs, Asante gives a survey once a year. The higher the score, the more satisfied employees are with their job and work environment. If the target is met, Asante has performed better than 68% of other health systems in America that participate in the Press Ganey Survey.

Turnover Rate
One way to measure whether or not Asante is a great place to work is by the turnover rate, defined as the number of employees who leave Asante each year. The lower the number, the better Asante is doing as a great employer. If the target is met, Asante will have a turnover rate that is about 10% less than the national average.

Financial Accountability

Operating EBIDA Margin
There are many ways to measure a company’s financial strength. Asante looks at the operating Earnings Before Interest, Depreciation, and Amortization (EBIDA) margin because it measures sections of a company’s finances that can be most heavily influenced by its management and staff. The higher the number, the better Asante is performing financially. If this target and others are met, Asante will keep or improve its “A” credit rating score. A company’s credit rating is similar to an individual’s credit score. A-rated health systems are among the highest performing systems in America.

Total Expense Efficiency
Asante sets a budget goal every year for each department to make sure that each of its hospitals and Asante Physician Partners are financially strong. To measure this goal, Asante compares what was spent to what was budgeted. If the number is at or above 100%, Asante has managed its overall expenses very well.

Also in this Section

Balanced Scorecard

  • Quarterly Report

Balanced Scorecard Key - Asante

Contact Us

High-Quality Healthcare for Everyone

As the largest healthcare provider in nine counties, Asante provides comprehensive medical care to more than 580,000 people throughout Southern Oregon and Northern California. Our facilities include Asante Ashland Community Hospital in Ashland, Asante Rogue Regional Medical Center in Medford, Asante Three Rivers Medical Center in Grants Pass, Asante Physician Partners and additional healthcare partnerships throughout the region.

Hospitals