Issue link: https://beckershealthcare.uberflip.com/i/411828
52 Executive Briefing: OR Clinical Outsourcing cused on quality and ready to partner with the OR team to drive improvement. "We're not just content providing data; we want to play a role in the quality improvement process," says Chris Wells, MD, MBA, SpecialtyCare's CMO. "We want to help solve prob- lems rather than just provide service for a case." SpecialtyCare has proven its ability to solve problems and drive financial and quality improvement. For example, at Abington (Pa.) Memorial Hospital, a program supported by SpecialtyCare professionals decreased the average amount of red blood cells transfused per case by 0.98 units and reduced the average post- operative length of stay by 0.61 days. Cost for blood and blood component use per case also decreased by $3,500. Considerations when choosing a clinical partner If a hospital executive is interested in gaining financial and qual- ity improvement benefits by having a clinical partner for OR ser- vices, there are important considerations to take into account before diving into a new relationship. Executives must consider the following: Clinical metrics. "Hospital executives should ask a potential partner how they benchmark and measure clinical excellence," Dr. Hall says. This enables a hospital to both demonstrate and improve upon its commitment to clinical excellence. Compliance. Given the severe penalties for noncompliance, choosing a clinical partner who understands the law and follows it is of the utmost importance. The costs of not doing so, both financial and to a hospital's reputation, can be enormous. Being compliant with Stark Law and the Anti-Kickback Statute is a must for hospitals and healthcare systems. "We believe that being fully compliant is the only way to do business. We owe it to our custom- ers and to ourselves to be diligent in that regard," says Dr. Hall. Surgeon satisfaction. Clinicians from the outsourcing partner work directly and hand-in-hand with surgeons from the hospital or health system. "Surgeons must see them as part of the OR team," says Dr. Hall. SpecialtyCare has a client retention rate of 98 percent, which speaks to its teams' ability to integrate with an organization's phy- sicians and provide value. "As the physician, you don't even think about it," says Benjamin Sun, MD, of the Minneapolis Heart Insti- tute. "[It is] an extremely well-run organization that takes the worry out of perfusion and clinical technician services. It's cost effective, and it's professional." Training opportunities. A quality outsourcing partner will provide its clinicians with opportunities to advance their careers and train- ing to make sure they are up-to-date with the latest technologies and techniques. SpecialtyCare, for instance, founded Specialty- Care University in 2010, so that its associates can stay on top of new care techniques. "SpecialtyCare does provide us with train- ing throughout the year, and they also encourage us as perfusion- ists to participate in continuing education," says Chris Langford, a team leader and chief perfusionist with SpecialtyCare. At the end of the day, a trusted clinical partner will provide "highly trained, motivated clinicians who wake up thinking about how to improve the delivery of healthcare," Dr. Hall says. n SpecialtyCare is the largest provider of outsourced clinical services in the nation and is dedicated to assisting hospital operating rooms in their efforts to improve operational efficiencies, improve outcomes, and decrease blood utilization. Services include intraoperative neuromonitoring, minimally invasive surgical support, perfusion, autotransfusion, surgical assist, sterile processing department management and blood management programs. 4 Considerations When Choosing an Outsourcing Partner 1 Clinical metrics. How does the partner benchmark and measure clinical excellence? 2 Compliance. Is the partner compliant with Stark Law and the Anti-Kickback Statute? 3 Surgeon satisfaction. Teams from the outsourcing partner will work closely with surgeons in the OR. What is the partner's client retention rate? 4 Training opportunities. Does the partner provide new opportunities for clinicians to advance their careers and continue education?