Planning and Strategy
As with Julius Caesar, technology is the dictator perpetuo in our facilities (and our lives). We cannot live without, but are often burdened by, its presence. Our reliance on technology enables a higher level of patient care. Yet technology is often the weakest part of a facility's operations because rarely is a member of your permanent staff an IT expert.
If there is one member of a surgical facility's staff who is most likely to bear the burden of existing technology (or lack thereof), it is the administrator who is often the last line of defense against the challenges of technology in the facility. We often find when working with a new facility that the administrator is, to put it mildly, frustrated with technology and those who are called upon to support it.
Our experience at Mavicor is that administrators are often caught between perception and reality as it relates to the efficacy and efficiency of a facility's technology. They may fully realize the technology is under-performing, but it is often hard to communicate the problem effectively. One recent exchange between an administrator and a physician partner highlights the challenge. The administrator noted that the time clock system "doesn't work." To which, the physician responded, "of course it does...everyone got their paychecks!"
At a high level, paycheck distribution equals a working time clock. The day-to-day reality is the lack of an intelligent and effective time clock, rather than the "simple" time clock in use, creates a large amount of manual labor each month for the BOD and the administrator. While a new time clock system may seem extravagant, the ROI and benefits for a facility could largely outweigh the costs.
Another common problem for administrators is determining how to maximize their technology. This is most commonly felt in IT support costs. If you're charged $100 for a support call, how do you know if it is too much (or even too little)? At Mavicor, we don't know anything about plumbing. So, when we need a plumber, we call one. Like you, it's hard for us to gauge the effort of someone outside of our field of knowledge. But we use the same monitoring process for our outside "tech" support as we expect centers to use when working with Mavicor. Here's the process we use:
Support Monitoring Process
- Prior to start, clearly identify the scope of service including:
1. Detail of services to be provided
2. Time frame for service completion
3. Total anticipated costs (including estimated materials cost) - Review the scope of service in person prior to the start of service (and at the start of each day if it is a multi-day project)
- At completion of service, review the scope of service
1. Verify all services were completed satisfactorily
2. If there are incomplete tasks:
- Confirm the detail of service to be provided
- Define the schedule for completion
- Define what compensation is withheld until the task is complete
3. Verify the payment amount and due date (i.e., NET 30)
These procedures can give an administrator some control over the process and its outcomes. This control should provide some peace of mind that systems are working correctly.
At its core, good communication is the key to improving your center's IT infrastructure. Improving communication between colleagues, as well as with outside vendors, will bring significant improvements to your practice and, ultimately, your bottom line.
Written by Stephen Campbell, COO, Mavicor - Mavicor, www.mavicor.com, is a leading ASC technology management company