FEATURE


Findings from the PHC4 Report


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The number of ASCs in Pennsyl- vania increased by five in fiscal year 2011 (FY11) to 271 ASCs.


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ASCs in Pennsylvania reported 1 million outpatient visits during FY11.


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The number of procedures per- formed in Pennsylvania ASCs in- creased 2.5 percent in FY11.


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Commercial insurance covered 52.7 percent and Medicare cov- ered 34.6 percent of outpatient procedures at Pennsylvania ASCs during FY11.


In this industry, it is far easier for today’s administrators to manage and carefully watch expenses than to predict case volume and revenue.”


—Patrick S. Garman, Spartan Health Surgicenter


day, but the PTs are here when the busiest volumes are scheduled.” The staff members all contribute


toward compliance, accreditation and licensing requirements. Garman makes it a point to ask


“We try to standardize most of our supplies, and the physician investors in the ASC standardize better than physicians in the hospitals where I used to work.”


Lowering Staffing Costs On the staffing side, says Maloney, cross-training helps to cut costs. “My nurses can work in the operat- ing room or gastrointestinal (GI) lab, as well as in both the pre- and post- operative areas. They can float, and I don’t need an additional person in the afternoon when it’s still busy. It allows me to run with at least one, if not two, fewer nurses a day. That’s a savings of $240 to $480 a day.” Spartan Health Surgicenter also uses cross-training to avoid hiring additional staff, Garman says. “We take advantage of part-time (PT) and p.r.n. staff, as well. Most sur- gery centers are busy in the morning, and that’s when I need the bulk of my staffing. All PTs are experienced nurses. They know exactly what to do. They may come in only one to two days a week, but they fill a huge role. The surgeons are very familiar with them. They’re not here every


ASC FOCUS APRIL 2013 25


the physicians for their frank opin- ions on how the ASC’s team is func- tioning as often as possible. “I tell my staff to engage our physicians likewise,” he says. “That way they are truly partnered and can talk com- fortably about anything: outcomes, efficiencies, case costing, additional cases, more sophisticated surgeries, etc. This sort of dialogue ensures that we are all on the same team.”


The seven-year-old ASC, a multi- disciplinary facility, has a patient approval rating of 97 to 98 percent, Garman says.


“In this industry, it is far easier


for today’s administrators to manage and carefully watch expenses than to predict case volume and revenue,” Garman says. “Year to date in 2012 [on December 21], we’re 25 percent over budget in revenues and case volumes, but we’re marginally un- der with budgeted expenses. It can be done. It has to be a full-time pre- occupation and has to have key staff members involved. There’s good ex- pense management between being profitable and breaking even.”


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