of coordinating every aspect of our blocks.
1
We began using our pre-op space more efficiently.
Before we decided on adding a full-time coordinator for our
regional block program, we conducted a S.W.O.T. (Strengths,
Weakness, Opportunity and Threats) analysis. The weakness — lack
of standardization and scheduling problems — were apparent before
we ran the analysis, but what we uncovered during the Threats check
was a real eye-opener.
We have 4 dedicated block rooms. In these rooms, our anesthesia doc-
umentation system feeds directly into our nursing system. The 2 systems
will talk to each other and information will flow seamlessly. Plus, the
rooms are fully stocked with all the equipment we need to do a block.
Before adding our coordinator, scheduling issues resulted in patients
getting blocks down in any of our 20 pre-op rooms. Not only did this
lead to a lot of unnecessary movement and special challenges — navi-
gating a small room, moving patients around unexpectedly and trans-
porting equipment back and forth — it also led to documentation
issues. In rooms where the systems didn't synch up, we'd wind up
doing part of the documenting on paper and part electronically and
then filling in gaps later. Not good.
2
We started standardizing our blocks.
Good communication
is contagious. Another huge benefit of adding a block coordinator
was the increased communication among our anesthesia providers.
Before we added Ted to our team, our providers were doing differ-
ent blocks for the same surgery. One would do an adductor canal
block and one would use a femoral and sciatic block for the same sur-
gery. Now, our anesthesiologists are very active about discussing the
blocks and trying whenever possible to give each patient the same
6 6 • O U T PA T I E N T S U R G E R Y M A G A Z I N E • J A N U A R Y 2 0 1 9
