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22 ASC MANAGEMENT OVER 30 YEARS OF MANAGEMENT & DEVELOPMENT EXPERTISE. www.smpsd.com | 605.444.8207 | info@smpsd.com Providing Custom Solutions Increase Efficiencies & Maxmize Profit With Surgical Management Professionals! 6 Areas of Focus for ASCs to Improve Efficiency & Increase the Bottom Line By Eric Oliver I mproving efficiency while increasing the bottom line is the primary objective of nearly every ASC. In a recent webinar titled, "Is Your ASC as Efficient and Profitable as it Should Be?" representatives of Ambulatory Surgical Centers of America (ASCOA) shared best prac- tices for profitable ASCs. Jeff Péo, chief development officer; Margaret Chappell, RN, MS, CASC, senior vice president of operations; and Jason Beam, RN, BSN, CASC, senior vice president of operations, addressed six areas for ASCs to target to ensure they're getting the most out of their centers. 1. Optimize each OR with appropriate scheduling, supply management and communication. "Your OR time is the number one asset you have to offer to your physicians," Mr. Beam said. Institute a compressed or vertical schedule to optimize your ORs. If a center has multiple operating rooms, and each one has a few cases as- signed to it, consider whether shiing operating times would allow each OR to accommodate an increased caseload. By adding additional cases to an already active operating room, administrators save money by not having to staff or supply additional rooms. Mr. Beam suggested breaking down the individual supplies used to identify further savings. Administrators can work with their materials manager to ensure the right amount and quantity of supplies are or- dered on a weekly basis; inventory is expensive when it's in use, or when it's on shelves sitting unused. When it comes to getting supplies from a distributor, ensure the item is on contract and then take the additional step to see if a LOC (Letter Of Commitment) is available that can de- crease cost even more. Finally, to see an increase in profitability and an uptick in efficiency, an ASC administrator needs to analyze their accounts receivable policy. Ask the business office enough questions to build communication be- tween the ASC and the payer. Communication is key, Mr. Beam says. 2. e use of metrics is quintessential. Ms. Chappell identified several areas for administrators to focus on including: • Accounts Receivable days: "One of the most important things you can do is to keep money coming in the door," she says. e industry av- erage is around 40 AR days, but ASCOA holds its centers between 30 and 33 days. Medicare cases are the exception to the rule because Medicare pays between 14 to 21 days.