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BUSINESS ADVISOR
ing requests. Finding ways to fulfill their needs outside of regular block times will maintain their satisfaction with your scheduling process and flexibility. Yes, scheduling physicians' cases can be a balancing act. Your goal is to meet their requests as much as the schedule allows while maintaining an efficient staffing model. There are times when the 2 goals conflict. Scheduling to meet physician demand can create inefficiencies and have a negative impact on the surgery center's bottom line. But to build the desired relationships with new physicians and their schedulers, it's sometimes necessary to satisfy their unique requests.
3. Work in last-minute cases
This can be a challenge, but last-minute cases can also be a significant source of volume growth and surgeon satisfaction. The goal is be as accommodating as possible while maintaining a safe surgical environment. To accomplish these dual aims, your business office, clinical staff and anesthesia providers must be involved and supportive. Of course, they need to be empowered to say "no" when necessary, especially if potential add-on patients fall short of your clinical guidelines for safe surgery.
If staffing issues prevent you from taking on last-minute cases, consider consulting a seasoned nurse for solutions. They might see opportunities you might have overlooked. If a lack of manpower is inhibiting your volume potential, hiring from a staffing agency is better than routinely refusing last-minute procedures. Remember, saying "yes" to more cases is always good business.
4. Ask the right questions
Who on your staff spends the most face-to-face time with surgeons? The circulators and surgical techs do. It's important that these
