As the coronavirus pandemic continues to spread out throughout the U.S., medical facilities in all parts of the country are feeling the stress– particularly the pressure on the bottom line. One method health systems and health centers can boost their finances during these uncertain times is to establish a tactical technique to surgical and perioperative services.
During an Aug. 11 workshop, sponsored by Surgical Directions and held throughout the Beckers Healthcare CEO + CFO Virtual Forum, Jeff Peters, CEO of Surgical Directions, and Rick Swaine, CEO of University of Toledo (Ohio) Medical Center, discussed how healthcare facilities can begin the process of financial recovery by enhancing key service lines.
Medical facility margins are shrinking to unsustainable levels, and even funding from the Coronavirus Aid, Relief and Economic Security Act did not provide much relief from the financial stress that hospitals are under, Mr. Peters stated. Here are 3 ways for medical facilities to enhance these services:
The committee, that included surgical, nursing, anesthesia and senior health center leadership, manage operating room operations and directed perioperative team activity. The committee established policies surrounding block utilization, on-time starts and other common OR activity discomfort points. The committee was able to assist the health center grow surgical volume and increase earnings, Mr. Swaine stated. Scientific quality and patient satisfaction also enhanced.
” In my experience, and I cant stress this enough, physicians participation in all aspects of surgical efforts, whether it remain in growing the numerous service lines, enhancing client service or assisting us assess joint venture opportunities– it has exercised terrific for us,” Mr. Swaine stated. “It has actually really united us.”
Mr. Swaine said doctors are key to enhancing operations within surgical and perioperative service lines. Prior to joining University of Toledo Medical Center, Mr. Swaine was CEO of Beaumont Hospital in Grosse Pointe (Mich.) where he worked with Surgical Directions to create a surgical services executive committee.
2. Check out the shift to ambulatory settings. Ambulatory settings are connected with quality care and low expenses, Mr. Peters said. Client fulfillment in these settings is likewise high. Though in the previous health centers tended to lean on medical facility outpatient departments to provide clients a low-cost option for surgical treatments, patient and payer choices are moving to ambulatory surgical centers and repayment for HOPDs is simultaneously decreasing.
Also, during the pandemic, ASCs could help increase surgical volume as clients may be less anxious to come into a freestanding center that is not treating COVID-19 patients.
Medical facilities can consider getting surgeon-owned ASCs or establishing ambulatory surgical treatment campuses, with surgical treatment centers, doctor workplaces, physical therapy and imaging centers all used across the very same location.
3. Integrate innovation. New technology solutions and tools can assist healthcare facilities improve performance within perioperative and surgical service lines, Mr. Peters said. For instance, there are new tools that can help centers figure out how to optimize block utilization and capability. These tools can help forecast the staffing and resource use needed in ORs. These can be specifically beneficial when reopening ORs that had been closed due to the pandemic, assisting medical facilities choose how many ORs should be opened, when they must be opened and how cases are prioritized.
” As many people have actually stated– health centers can not shrink their way to growth,” Mr. Peters said. “We can manage our expenses, however real growth is going to depend upon taking a strategic approach [to] how we develop and organize perioperative services systemwide.”
Watch the session here
New technology services and tools can help medical facilities enhance efficiency within surgical and perioperative service lines, Mr. Peters stated.
Healthcare facility margins are diminishing to unsustainable levels, and even moneying from the Coronavirus Aid, Relief and Economic Security Act did not provide much relief from the financial stress that hospitals are under, Mr. Peters stated. Prior to signing up with University of Toledo Medical Center, Mr. Swaine was CEO of Beaumont Hospital in Grosse Pointe (Mich.) where he worked with Surgical Directions to create a surgical services executive committee.
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The committee was able to assist the hospital grow surgical volume and increase earnings, Mr. Swaine said. In the previous hospitals tended to lean on health center outpatient departments to use clients an inexpensive option for surgical treatments, patient and payer preferences are moving to ambulatory surgical centers and compensation for HOPDs is concurrently reducing.