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10 Becker's ASC 21st Annual Meeting – The Business and Operations of ASCs – Call (800) 417-2035 O perating a successful ambulatory sur- gery center is like running a small city — not a small feat. It takes a deft hand and excellent leadership. An ASC administrator must be like a chief operating officer and chief development officer of a center. He or she must be able to recruit business in one way or another and be able to assure operations run in an excel- lent manner. Here are 10 key thoughts on what it takes to be a great ASC administrator. 1. Financial fluency. Healthcare is a business, so great administrators will have a firm grasp on the financial aspects of keeping a center's doors open. "I would emphasize [looking] for trends as well as outliers on the [financial] reports. Identify- ing either can help you be proactive for planning and budgeting," says Andrew Weiss, administra- tor of The Endo Center at Voorhees (N.J.) and treasurer of the New Jersey Association of Ambu- latory Surgery Centers. From cash flow to labor costs, administrators must be able track, measure and improve upon financial benchmarks. 2. Physician recruitment skill. Though there seems to be a never-ending amount of work to do within the four walls of an ASC, great administra- tors will remember to look beyond their centers' doors. "Continue to recruit and attract physicians in your area. Treat the physicians like customers and recognize them when you see them in your center," says Neal Maerki, RN, CASC, administra- tor of Bend (Ore.) Surgery Center. "Continue to ask your non-partners why they are at your center, what do they like and what could you do better." 3. Organized OR management and clini- cal competency. Recent research suggests it is possible for single surgeons to run multiple ORs. Getting to that level of efficiency, however, requires precise time management. Administrative respon- sibilities for OR efficiency includes using block scheduling best-practices, scheduling staff appro- priately, stressing the importance of an on-time start and having realistic expectations for turnover times. It's also important for administrators to communicate with clinical leaders about building an ASC culture of adherence to proper protocols and checklists for all staff members involved di- rectly or indirectly with patient care. OR efficiency also includes shrewd supply chain management. According to Surgical Directions CEO Jeff Peters in a Becker's Hospital Review re- port, non-labor costs can be between 40 percent and 60 percent of all OR costs. Working with OR staff to standardize equipment and minimize waste can be a great way to keep an efficient OR. 4. Supply chain savvy. Administrators may not be directly responsible for ordering supplies, but great leaders understand the process of finding and ordering the necessary items in a cost effective manner. Be prepared to delegate, but know the ins and outs of your center's supply chain. "Invest in your materials manager. This is the person that is quarterbacking your supply chain," says Mr. Weiss. 5. Key specialty know-how. Understanding key specialties is not just about maintaining case volume in a center's existing service lines. It also demands that administrators seek new opportu- nities. Developments in operating room technol- ogy mean higher acuity cases, such as total joints, and specialties, such as neurosurgery, are migrat- ing to the ASC setting. Take the time to learn what specialties are a good fit for your ASC, market and patient base. Ag- gressively pursue the specialties that will position your center for success. "Fully investigate current reimbursement contracts that are in place and whether the specific specialty or procedures were addressed under current reimbursement con- tracts," said Stephanie Martin, administrator of St. Augustine (Fla.) Surgery Center in a Becker's ASC Review report. 10 Keys to Being a Great ASC Administrator By Carrie Pallardy and Ellie Rizzo AnticipAte chAnge. We do. 2013 ® 636.273.6711 | www.nationalASCbilling.com the ASc Revenue cycle. It's all we do. It's all we think about. And it shows. Named one of the world's best outsourcing service providers two years in a row. – Fortune Magazine 2013