After exhausting the standard playbook of renegotiating contracts and tightening inventory, the next layer of ASC savings may be hiding in plain sight.
Maximizing workflow efficiencies and available labor are two areas where leaders can look to once the easy cost-shaving measures have already been implemented.
Two ASC executives discussed some of the less-obvious avenues ASCs can consider to cut costs without losing quality at Becker’s 23rd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference in Chicago.
Note: Responses were lightly edited for clarity and length.
Question: Once you’ve exhausted the easy wins, where do you look next in terms of cost cutting?
Nyleen Flores. Administrator and COO of Lake Oconee Orthopedics (Greensboro, Ga.): My biggest issue with ASCs right now is the transition from paper to electronic and the continued resistance. Talking about streamlined processes, there’s something to be said for going paperless and not having five people touch a record to try and get it scanned in. To me, that maximized and saved a lot of money if you did it right and if you continue to do it right. That’s one of the biggest things that I would say outside of the obvious of checking your inventory, ordering less and renegotiating our contracts. Look at what processes you’re already doing and find ways to save money through those.
You have to build your processes correctly so that you become as efficient as possible. The problem doesn’t lie in the software or the end user. It’s that middle piece in between where you have to have the right person to say, this is what we do and this is what works best. Then at the end, the nurses and the clinical staff and the business office staff will say, ‘I get it and this works for me or this doesn’t work’ and you go from there.
Amira Omar, BSN, RN. Director, Clinical Operations and Clinical Director of Kingsland Surgery Center (Katy, Texas): Labor utilization is often the easiest place to start. I ensure that we have personnel that are experienced, that are versatile, that have both attitude and aptitude. I’m very transparent up-front about how we are a de novo build. We are starting from scratch. We are creating the foundations that not only create a successful workplace, but a thriving one and enjoyable one for them as well. Something I’ve been very mindful of is employing people who not only have the experience but the adaptability to go with the current needs.
Our pre-op PACU nurses, OR circulators and surgical techs all serve in dual roles. Making that known up front in the job description, in the conversations we have and the expectations we lay forward, that gives them the foundation to work with us. It is a continuous partnership. I want to create a place that allows them to thrive professionally, but also enables or empowers them to feel like they have the room to grow and the opportunities to pursue higher professional standards or higher professional goals, if that is their desire.
The second place is throughput. I’m very passionate about workflow processes and how we can save time, which ultimately saves money in the OR setting. I ensure that our pharmacy processes, our intake process, our discharge process all makes sense. It is intuitive to what a nurse would typically do and it is intuitive to what our physicians would like to work with.
At the Becker’s 32nd Annual Meeting: The Business and Operations of ASCs, taking place October 29-31 in Chicago, ASC leaders, surgeons and healthcare executives will explore strategies to drive growth, enhance operational performance, navigate reimbursement challenges and prepare for the future of ambulatory surgery. Apply for complimentary registration now.
