Issue link: https://beckershealthcare.uberflip.com/i/170052
ASC Turnarounds: Ideas to Improve Performance 20 staff meeting where you're constantly talking about supply costs and physician recruitment," he says. "Make sure you invite all the per-diems, and pay them to come to the meeting." If the per-diems can't come to the meeting, print off detailed minutes and ask each staff member to sign off on them. He says his surgery center actually audio-tapes the meeting and asks staff to sign off. "That can save you time, because the staff can listen to the tape on a slower day at the center," he says. While he says the surgery center tries to staff mostly full-time workers, per-diems are sometimes necessary, and it's important to keep them educated so that you don't drop efficiency and cost-cutting initiatives when they're working. 6. Invest in a third-party inventory management system. Mr. Zasa says surgery centers can cut costs significantly by focusing their attention on medical supplies, drugs and implants. He recommends investing in a third-party inventory management system that will help the ASC cut down on inventory on-hand and make sure the ASC is achieving the best pricing possible. The system should also ensure that the surgery center is paying the prices listed in its vendor contracts. "These systems will pay for themselves, just by not keeping excess inventory on hand," he says. He adds that surgery center personnel should be trained in how to use the system to make sure the investment does not go to waste. 7. Improve pre-op education. Mr. DeConcilis says his surgery center has undertaken a project in the last year to improve patient pre-op education. He says it can be difficult for PACU staff to address patient questions and education about post-operative care after surgery, since they're often Provider Contracting Services Reimbursement experts stressed and busy. He says instead, the surgery center started talking about those issues prior to surgery. The patient comes to the surgery center prior to surgery and answers a series of questions regarding their medical history, signs documents and undergoes a DVT risk assessment. The patient also has a phone conversation with a pre-operative nurse who goes over what to expect during the surgery. When the patient registers, they are also given an iPad, which they can learn to use about the upcoming surgery and what to expect afterwards. "It keeps things moving in the post-op area because the staff doesn't have to spend as much time educating the patients," he says. He says patients are also more able to digest information when they're coherent and not recovering from anesthesia. 8. Make sure your supply storage is easily accessible. Mr. Bockelman says his surgery center completed a quality improvement study in 2012, focused on the facility's materials management process. "We created a living, working document on the total revamping of central supply and materials management, and we decided to create a lean environment for our inventory," he says. He says the surgery center had a large room for storing medical supplies, but the room wasn't organized efficiently and it was hard to set par levels. "We ultimately transitioned the room into a sterile environment, instead of using the long hallway down the backside of the OR," he says. Now, he says, the staff can view all the supplies when they walk into the room and easily ascertain order points and complete accurate counts. He says the surgery center has also concentrated on managing the mostused items — the 20 percent of supplies that are used 80 percent of the time. He says the ASC has been vigilant about implant logs as well. "Make sure you capture every one of your implants and compare it to what you bill the insurance company," he says. If you track your implants properly, one that isn't covered by reimbursement will "stick out like a sore thumb," he says. 9. Assess equipment needs and future capital expenditures. As 2013 nears, surgery centers should be looking at their equipment needs for the next year, Mr. Zasa says. These considerations are essential to accurately budget for the next 12 months. For example, if your multispecialty surgery center plans to add ophthalmology over the next year, do you have the money to invest in new equipment for your center? The femtosecond laser, used to automate the principle steps of cataract surgery traditionally performed by hand, costs around $400,000. Some specialties, such as spine, have equipment that requires a good amount of space in a surgery center, meaning you may need to make modifications to your physical plant prior to implementation. Provider Business Services Optimizing opportunity ASC Operations Compliance & Consulting Services Preparing for excellence Eveia's Clients: · Ambulatory Surgery Centers · Surgical Hospitals · Health Systems with ASC Relationships · Physician Practices · Anesthesiologists For more information, call 425-657-0494 or visit our website at www.eveia.com Even if you're not considering the addition of a new specialty, you should assess the state of your current equipment to determine what you may need to replace in the next year. "Stuff wears out, and it's not atypical for a center to have to purchase a $100,000-$125,000 piece of equipment every year," Mr. Zasa says. "You're going to have capital expenditures coming down the pike, and you need to be prepared for that." 10. Recruit new physicians. Physician recruitment is an ongoing challenge for most surgery centers, especially as hospitals continue the march towards physician employment and markets become more saturated with centers. Mr. Bockelman says his market is particularly challenging because, though it isn't large, it hosts three major health systems and numerous surgery centers. He says he has utilized the reputation of his current physicians in order to attract new providers to the surgery center. "You have to continue to have meetings focusing on quality patient care and take advantage of those opportunities," he says. n Contact Rachel Fields at rfields@beckershealthcare.com.