FEATURE


McCall recommends looking at the standard templates that come with a system. “You will want to see how easy it is to define and create what you need. Most of the people work- ing in an ASC lack that technical skill set, so get upfront assistance from vendors to build standard dashboards or templates.”


Err on the Side of Caution If your ASC has not made a substan- tial investment in IT, McMenemy rec- ommends wading into the water. “I think it would be good for all ASCs to start getting into IT in some form sooner rather than later. Adding a small system that is not very expen- sive can help show what software can do for your operations.” For ASCs still on paper that are considering moving to an EMR, Davis says it might be worth initially transi- tioning to a “paperless system.” “This is essentially when you take all of your paper forms and records and digitize them,” he says. “An EMR captures a lot of information, but it can be a lot of work to maintain and operate that system appropriately. If I were in an ASC, I would first want to define all of my charting processes. This would help to evaluate how EMR processes align with existing pro- cesses and the benefits one is likely to gain from an EMR in comparison to a paperless system.”


While a more complex system is


likely to offer more advanced func- tions and features, an ASC new to IT might struggle to capitalize on the investment, McCall says. “If staff find the system difficult to use because it is so unfamiliar and challenging to learn, the system may never be adopted fully. Staff may find it easier to try to stay on an old system or use paper.” When you start researching dif- ferent IT systems, it is natural to get excited about the potential benefits of adding new technology, McMenemy says, but it is important not to let that


The data ASCs can capture on a day-to-day basis using IT is very valuable. It can help make business, management, clinical and strategy decisions that can support operational improvement efforts or position the center to be competitive in the short and long term.”


—Paul Davis, Amblitel


excitement lead to a rushed decision. “It can be difficult to change systems following their implementation. You want to do all you can to make sure the choice you made is the right one.” Davis adds, “If your current process


is delivering good results, there may not be a need for newer IT at the moment. But if you are coming up short in areas such as collections, preop assessments and patient satisfaction, then I would look to see what applications exist that can help improve your performance.”


Taking the Plunge


When you are ready to purchase a sys- tem, identify someone in your ASC to serve as the “IT champion,” McCall says. “This is a leader in your ASC who will push for adoption and the full tran- sition from the old system to the new


system. This champion will not allow staff members to push off use of the new system to other team members.” Since people usually are opposed to change, be prepared to manage the transition carefully, which should include providing the necessary staff training, Davis says. “Failure to do so will prevent you from reaping the full benefits of the new system.” There must be a commitment by ASC leadership to ensuring staff learn how to use new IT systems and maximize their value, McMenemy says. “If IT is not treated like a prior- ity, staff will not treat it like a prior- ity. They will find other ways to spend their time instead of using IT. But once you go to an electronic system and its use becomes the norm, you will never want to go backward.”


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