Three ASC leaders who spoke with Becker’s independently landed on the same insight: the tools themselves aren’t what’s driving the savings. It’s the workflow redesign around them, and the freed-up staff time that redesign creates, that’s actually moving the needle.
From integrated scheduling platforms to vendor contract renegotiations to revenue cycle automation, ASC administrators are finding that the biggest wins this year came from rethinking how work gets done, not just adopting new technology for its own sake.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: What’s one tool, process, or workflow change that’s saved your ASC the most money, time or staff hours this year, and what made the biggest difference?
Wendy Martinez, RN, BSN. Facility Administrator, South Shore Surgery Center (Bay Shore, N.Y.): For our center, implementing a comprehensive EMR and electronic booking platform has been the biggest game-changer this year. Previously, surgical scheduling and clinical documentation required significant manual intervention. Transitioning to a fully integrated digital workflow saved us countless staff hours by reducing redundant data entry and streamlining case boarding. The biggest difference? Real-time visibility for both our internal team and external surgical coordinators. It eliminated the constant phone tag and allowed our clinical staff to focus on patient care rather than tracking down chart details.
Alicia Perrine, BSN, RN. Administrator, Riverwalk Ambulatory Surgery Center (Bradenton, Fla.): Our biggest success this year was taking a hard look at our vendor contracts and implant costs. As a small ASC, we felt some vendors had become complacent, charging high prices while delivering mediocre service. We weren’t afraid to challenge the status quo, negotiate aggressively and even switch vendors when necessary. The outcome was substantial cost savings, better products and a much higher level of customer service. We combined AI-powered analysis with good old-fashioned team discussions and whiteboard sessions to compare options and make informed decisions. That approach has had a significant positive impact on our bottom line.
Kevin Youmans. CEO, Central Wyoming OutpatientSurgical Center (Casper, Wyo.): One of the biggest administrative efficiencies we’ve achieved this year has come from combining revenue cycle automation with a redesign of our billing workflow.
Historically, our billing team spent approximately 35 to 40 hours each week on payer phone calls and manual follow-up. By moving much of that work into automated clearinghouse workflows and giving our team a centralized place to manage claims and follow-up, we’ve reduced payer phone time to only a few hours per week.
The biggest difference wasn’t simply implementing new technology. It was changing the workflow around it. The time we’ve gained has allowed our staff to focus on work that requires human judgment: resolving complex accounts, addressing denials, managing aging receivables and identifying opportunities to collect revenue we’ve already earned.
For us, the real value of automation hasn’t been reducing staff. It’s been reducing low-value administrative work and giving our team more time to focus on activities that improve revenue cycle performance.
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.
