Issue link: https://beckershealthcare.uberflip.com/i/1094308
19 Administrator Thought Leadership How ASCs can take on mergers, value-based care & more: 3 Qs with Administrator Debbie Hall By Angie Stewart C heyenne, Wyo.-based High Plains Surgery Center Adminis- trator Debbie Hall shared with Becker's ASC Review how trends in the healthcare industry are affecting opera- tions at her surgery center. Note: Responses have been lightly edited for style. Question: The healthcare indus- try has seen a high volume of mergers and acquisitions in the past couple years. How has this activity impacted the way your practice oper- ates? Debbie Hall: Our current surgery center is the product of a merger of two surgery centers with a hospital partner five years ago, and it has been a very productive and positive merger for all entities involved and the community in which we all serve. Q: Compared to hospitals or other facilities, what ad- vantages do ASCs face in an increasingly consolidated market? DH: e advantages that ASCs have are that we are cost-effective, provide excellent quality care and were formed from a value-based vision, so we are built to survive in the value-based care environ- ment. Q: What's one major challenge ASCs must overcome to thrive in a value-based care environment? DH: One major challenge ASCs must overcome to thrive in a value- based care environment is to control costs to optimize operational efficiencies while providing quality care. n 3 tips to build a positive team culture at ASCs By Laura Dyrda P eter Graf, business manager for Center for Pain Control and Wyomissing Surgical Services in Reading, Pa., discusses the big staffing challenges and opportunities at his center. Question: What has been your biggest staffing challenge and how do you overcome it? Peter Graf: Competing with the local hospital for quality employees at a competitive salary. It is difficult finding the right staff when the job descriptions differ from our ASC compared to the local hospitals, yet we have to offer similar compensation packages. We are a currently a single-specialty ASC and offer other benefits such as no night calls and no weekends. It is our hope that the other advantages will be taken into consideration by prospective applicants. Q: What is your philosophy on building and maintaining a positive culture at the ASC? PG: ree key points: 1. Leading by example. When things get stressful, I try to remain calm and look for a solution instead of feeding into it (there are always two or more sides to a story). 2. I encourage employees to think about what they are saying about a co-worker/owner/manager by asking themselves the following question: "Would I also say this if they would be in the room?" 3. We have also implemented an employee appreciation week (instead of celebrating nurses' week, rad-tech day, administrative assistant day separately), where the managers will honor the em- ployees by providing lunch, games, etc., throughout the week. For example, one morning I brought my espresso machines to work and served cappuccinos, lattes, mochaccinos and macchiatos. Q: What tips do you have for new administrators manag- ing an ASC team for the first time? PG: Teamwork at an ASC is no different than in other industries: 1. Know what every employee's job entails. 2. Delegate; nobody can do it all. 3. Use the strengths of each employee, avoid their weakness (or work on improving it). 4. Attempt to achieve a consensus with team decisions. 5. Don't be a friend, especially not on any social platform. Maintain professional boundaries with the staff. 6. Listen. 7. Do not reinvent the wheel; know what was tried before and failed/succeeded. Q: How have you challenged your team to grow in 2019? PG: We are switching to a new EMR system and trying to become a multispecialty ASC. ose changes will present a number of challenges this year. n