Looking at GI Practice Management Differently: Fortify the Business of Healthcare in the GI Practice | November 2021-06 - Clinical Operational Metrics - What’s Changed a lot, a little or not at all

06 - Clinical Operational Metrics - What’s Changed a lot, a little or not at all_ Roman

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In this document, Rick Roman, MD MBA, discusses the changes that have occurred in clinical operational metrics due to the COVID-19 pandemic. He emphasizes the importance of understanding and tracking key performance indicators (KPIs) to effectively manage these changes. <br /><br />Some of the changes that have been observed include a decline in average monthly ASC procedure volume compared to pre-pandemic levels, delays in routine, surgical, and specialty care, and a decrease in colorectal cancer screening, which may lead to additional deaths. The pandemic has also had a significant impact on mental well-being for staff, providers, and patients.<br /><br />In terms of operational efficiencies, the author suggests matching ASC capacity with demand, utilizing available room capacity, maximizing hours of operation, and implementing robust pre-certification processes. Effective communication, including appointment reminders and clear instructions, is identified as crucial.<br /><br />Other important factors to consider include on-time first case starts, full room readiness for the next procedure, and identifying and improving bottlenecks in the operational process. The author recommends aiming for a target of 12 episodes and procedures per room per day.<br /><br />Financial KPIs, such as net revenue, clinical labor expense, supply expense, and overall expense breakdown, should be tracked quarterly. Additional considerations include payer-specific profiles, cash collections at the point of service, days in Accounts Receivable (AR), clean claim rate, denial rate, and bad debt percentage.<br /><br />The document also highlights potential impacts on financial performance, such as increased labor costs, salary increases, overtime, COVID-19-related absences, and turnover. To mitigate overall labor costs, staffing mix should be adjusted by assigning tasks based on licensure levels.<br /><br />The author encourages learning from the past and preparing for the future, asking questions about crisis management, new capabilities acquired, change implementation, hiring and retention, and opportunities for improving ASC operations.<br /><br />Lastly, the document promotes participation in the ASGE Endoscopic Operations Survey and emphasizes the need for understanding "normal" metrics and setting key performance indicators. The author concludes by stating that change is inevitable and those who initiate change will have a better opportunity to manage it effectively.

Keywords

clinical operational metrics

COVID-19 pandemic

key performance indicators

ASC procedure volume

delays in care

colorectal cancer screening

mental well-being

pre-certification processes

financial KPIs

labor costs