Becker's ASC Review

8 ASC Management "Productivity and time management are key," says Angie Blankinship, RN, BSN, CASC, administrator of Northstar Healthcare Surgery Center in Dallas. "My days are driven with the immediate situations of the day. Each and every day is different." Here are some of the most important metrics: Daily and weekly 1. Cases scheduled vs. cases performed . One of the most important metrics that administrators need to track on a daily and weekly basis is the number of anticipated cases and the number of cases actually performed, according to Vivek Taparia, director of operations at Regent Surgical Health. 2. Staffing ratio. Ms. Blankinship says it is essential administrators check staff- ing for cases performed every day and week. "Flex staff if needed," she adds. 3. Cash collections. "You need to know what your break-even is for cash col- lections," says Mr. Taparia. "It is important to check and see if you are hitting those metrics from a break-even standpoint." 4. Regulations. Check regularly to make sure the day-to-day functioning of the center is within the bounds of state and federal regulations, according to Ms. Blankinship. 5. Supply cost. When ordering supplies, review the schedule for each day and week, and then order the appropriate amount. "Look at par levels," adds Mr. Taparia. "Make sure they aren't too high or too low. Always stay on top of your supply cost." 6. Billing. Staying on top of billing is another important daily/weekly task for an administrator. "Administrators need to ask if billing for surgeries is being completed on time and if billing appeals are being performed as they arrive," says Ms. Blankinship. Monthly 1. Quality metrics. An ASC's value is tied to the quality of care it provides. Keep an eye on key quality metrics on a monthly basis. "Track infection rates, timeouts, hand hygiene adherence, turnover times, cancellations, no-shows, transfer rates," says Mr. Taparia. "These are all important metrics at the qual- ity level." 2. Number of worked hours. According to Scott Edwards, administrator at North MS Ambulatory Surgery Center in Tupelo, Miss., another important metric is the number of worked hours per case. This includes staff, nurse, administrative and clinical hours per case. "This is one of the main indicators I look at monthly," says Mr. Edwards. "It is also helpful if administrators track this metric quarterly and semi-annually." 3. Financial statements. Ensure financial statements are in line with bottom- line profit, says Mr. Edwards. 4. Incidence reports. Keeping track of incidents on a monthly basis is useful for administrators as it allows them to see negative trends and find solutions, according to Ms. Blankinship. 5. Environments of care rounds. Administrators can take rounds to ensure that environmental factors, such as temperature and humidity logs, are re- corded at appropriate levels, says Ms. Blankinship. Additionally, administra- tors need to check if the generator is working properly so it can be used in case of an emergency. These are just some of the metrics that administrators need to track and tasks they need to perform. n ASC Administrator Dashboard: 11 Daily, Weekly, Monthly Metrics (continued from cover) Dr. William Katkov I n December 2014 the American Society of Gastrointestinal Endoscopy and American College of Gastroenterology joint task force released updated quality indictors that span a broad range of GI/endoscopy procedures. While gastroenterologists are no strangers to benchmarking, the new metrics come at a time that quality reporting is becoming essential to not only outcomes, but also to how physicians are compensated. "The new quality metrics published by the ASGE and ACG expand on measures that are already in place for virtually all GI practices," says William Katkov, MD, a gastroenterologist with Providence Saint John's Health Center in Santa Monica, Calif. Whether through CMS' Physician Quality Report- ing System or a Qualified Clinical Data Registry such as GIQuIC, gastroenterologists are already tracking and reporting significant amounts of data. GI practices already have a firm foundation, which the updated metrics will improve. While quality improvement and reporting systems have become a standard part of the majority of GI practices, there are other implications beyond improvement. "The costs associated with tracking these metrics has contributed to the implementa- tion of EMR, as well as consolidation and align- ment with large health systems that can assist with data management," says Dr. Katkov. "The cost in dollars and time associated with meeting the de- mands of quality measures is substantial. It is un- likely that the rewards linked to these programs offset the costs to many GI practices." Smart GI practices are preparing financially and considering alternative partnerships to shoulder quality reporting demands. These new quality indicators have an increasing role in how gastroenterologists' practices could have substantial benefit. "They are evidence-based and reflect a higher standard of care. If the data can be retrieved and reported efficiently, higher reimburse- ment as a reward for quality may confer tangible benefits to GI practices," says Dr. Katkov. n Adopting the Updated GI Procedure Quality Metrics & What This Means for Practice By Carrie Pallardy

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