Issue link: https://beckershealthcare.uberflip.com/i/254641
10 Operational Efficiency Question: What is the most common ineffi- ciency for ASCs today and how can admin- istrators eliminate it? luke lambert: Low density scheduling. If every surgeon wants a 7:30 a.m. start time and no one wants to operate in the afternoon it's hard to realize the staffing efficiency that today's reimbursements require. Whether a center does 10 cases in a day or 30 cases the staffing costs aren't likely to vary a lot if they're spread out over the day. Greater throughput for every day that the center is open leads to greater revenue but little increase in labor costs. Q: What are the best practices for maxi- mizing the ASC's schedule? ll: Minimize down time between physicians. Avoid opening a day for a small number of cases. Higher surgical schedule densities lead to lower labors costs per case and per unit of revenue. Q: Where are the best opportunities for ASCs to control staffing and supply costs next year? ll: Take the opportunity at the start of the year to review schedules and utilization and convene a discussion with your physicians around how the schedule can be optimized. Do a review of your supply costs and ensure that your distributor is properly providing the pricing that you're con- tracted for under your GPO. Consult with your suppliers about product sub- stitutions, look at alternative suppliers and ana- lyze whether your custom packs are delivering your best value. Sometimes merely asking for better pricing or more cost efficient solutions can deliver significant savings. Q: How can ASCs make sure they collect patient deductibles, especially for those with high deductible plans? ll: Inform your patients of what their financial re- sponsibilities are well in advance of surgery so that it can be paid on or before surgery. Have a relationship with a vendor that can finance those of your patients who can't otherwise make their payments. Q: What are the best practices for ASCs to succeed with benchmarking next year? ll: Take a methodical approach and discuss with other centers how they may be able to do things better, faster or cheaper. If you're friendly with oth- er centers, visit them and see how they do things. n Q uality nurse leadership is valuable to ambulatory surgery centers, and promoting the right person is crucial. "Nursing is one of the most rewarding, incredible careers someone could choose because as a nurse leader you have the opportunity to not only use clinical skills you did your college prep in, but then also expand into fiscal and strategic planning," says Martie Moore, chief nurse executive for Medline Industries. Here are eight steps for discovering nurse leaders and fostering their growth. 1. Identify superstars during the hiring process. Surgery center ad- ministrators and nurse managers can identify potential nurse leaders during the hiring process, even for the entry-level positions. Listen to the candidates discuss their previous work and note whether they have an interest in ad- vancing patient care. "If you interview someone and they mention pointing out a quality issue at their previous job, and they participated in changing it to create better outcomes, that's a sign this is someone who can identify, plan and participate in better patient care," says Ms. Moore. "That's when you know this is a bud- ding, emerging nurse leader." Ms. Moore also takes note on how the candidates engage with her; potential nurse leaders will be able to clearly articulate what they want her to under- stand about themselves. 2. Watch new hires for important leadership traits. The best candi- dates for promoting to nurse leadership will show certain characteristics at any level. These characteristics include: • A "Can-Do" attitude • Ability to stay focused • Works well with co-workers • Exhibits integrity • Affinity for problem-solving Medline includes an advisory board with several nurse leaders who engage in discussion about change at their cen- ters and take action. The company also founded Medline University, an online clinical resource for nurses and nurse leaders that promotes professional growth. "They are able to look beyond con- ventional thinking and are willing to give their time to help others," says Ms. Moore. "I love watching nurses who are able to see the greater good because they understand that problem-solving and working together in the collabora- tive setting are so important." 3. Fast-track the best candidates for leadership, not necessarily the most experienced nurse. For years, surgery centers have taken a hi- erarchical approach to promoting nurse leaders; administrators appoint the most senior nurses to top positions without considering who would actually be the best person for the job. "One of the lessons I've learned as a nurse leader is that it isn't always the most experienced person who should get promoted," says Ms. Moore. "It's important that nurse leaders who are looking for other potential leaders not get stuck in a bias by years. I've been able to walk alongside nurses who were young in their careers in terms of years but they were wise and had tremen- dous skill sets we were able to develop." 4. Open doors for nurses if top leadership positions aren't avail- able. When you identify a nurse with great leadership potential, but all top leadership positions are already filled by great individuals, challenge that nurse with leadership on short-term projects and encourage him or her to take on informal responsibilities at the center. ASC Schedules, Staffing & Supply Costs: Strategies to Eliminate Inefficiencies From ASCOA CEO Luke Lambert (continued from cover) Martie Moore 8 Steps for ASCs to Identify & Grow Nurse Leaders By Laura Miller