Here’s what they suggest:
1. Be consistent.
Perform rounds every day regardless of responsibilities. Plan time into a schedule to ensure the rounds are made. While most rounds occur in the lobby, Pinnacle III suggests adding the pre-operative area.
2. Keep it a management responsibility.
ASC managers are in the best position to take in information and create actionable items from it. Don’t delegate rounds to staff members. If a manager is busy, other facility leadership should rise to the task.
3. Educate on processes.
Effective rounds should be tailored to individuals.
Pinnacle III suggests considering the following when implementing a rounding program:
- What to say to start conversations
- What questions to ask (i.e., a script)
- How to respond to different comments and questions from family members and patients
- How to approach strangers and speak with them
- How to read people
- How to document what is learned
When to elevate an issue and involve other managers or physicians
4. Make documentation easy.
Develop a standard form that can be used for rounds. Create a list with commonly heard feedback and include plenty of space for notes.
5. Use what you learn.
The feedback you hear should be incorporated into actionable items. Develop a method to present that data to staff members.
6. Hold your team accountable.
If a round is skipped, hold your team accountable. If there’s no punishment for a missed round, it’s possibly that more rounds will be missed.
7. Give rewards and recognition.
Giving small forms of recognition for significant improvements is a good way to reinforce the positive value rounding provides.
8. Focus on engagement.
Rounding has to be a passion project. “Rounding must be ingrained in all managers and staff as a critical component of your ASC’s operations,” said Mr. Matthew.
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