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Using the attached financial documents and the outline below. Design the appropriate staffing model for each of the following ASC Spine centers as outlined within the data reports provided:
Walnut Creek (WC)
Thousand Oaks
Gateway
Marina Del Rey
Include staffing metrics to evaluate the staffing efficiency, productivity, and effectiveness of the current operations within each center. In addition to incorporating each KPI at each center, include:
– Staff Turnover Rate Impact
– Employee Satisfaction
– Patient-to-Staff Ratios
– Overtime Hours
– Absenteeism Rates.
Include a growth staffing plan or strategic framework that outlines how each center can successfully expand its workforce in alignment with specific quarterly and annual goals and objectives that address the top 3-4 challenges within a Spine and Total Joint Center ASC in 2025.
Include:
– Forecasted Staffing Needs: Analyzing current and future staffing requirements based on projected patient volumes, service expansions, and potential new programs.
– Recruitment Strategies: Identify specific methods within Orange County California to attract and retain talent, such as partnerships with educational institutions, job fairs, or competitive compensation packages.
– Training and Development: Outline specific plans for employee training within ASCA, PSS and Paycom to ensure that staff have the necessary skills and knowledge to meet evolving demands within the ASC environment.
– Succession Planning: Discuss and provide specific examples on how to prepare future leadership needs for each position.
– Budget Considerations: Estimate financial resources required to support staffing growth, including salary, benefits, and training costs for each of the following positions within an ASC using the financial data attached and industry data available for Orange County California:
Front Desk
Pre-Op RN
OR Circulator
Surgical Tech
Radiology Tech
Anesthesiologist or CRNA
Spine Surgeon
Orthopedic Surgeon
PACU RN
SPD Tech
Materials Manager
Administrator
EVS
Consider several key factors to ensure efficient operations, high-quality patient care, and optimal staff utilization under both an 8 hour work shift 5 days a week, 10 hour work shift 4 days per week, PT work shift of 30 hours per week, and per diem staff covering periodically.
In the framework which should include the most optimal staffing levels for each center based off of the financials provided analyze the following for each facility:
1. Staffing Composition: Provide specific examples and recommendations for each facility.
– Surgeons: Depending on the case load, have 1-3 spine surgeons available per shift.
– Anesthesiologists or Nurse Anesthetists(CRNA): One anesthesiologist or certified registered nurse anesthetist (CRNA) per operating room.
– Nursing Staff:
– Pre-Operative Nurses: 1-2 nurses for patient intake, assessments, and education.
– Operating Room (OR) Nurses: 1 circulating nurse and 1 scrub tech per surgery.
– Post-Anesthesia Care Unit (PACU) Nurses: 1-2 nurses for recovery area based on patient volume.
– Surgical Technologist: 1 per operating room to assist during procedures.
– Administrative Staff: Front desk personnel for scheduling and patient check-in/out, and billing staff.
– Support Staff: EVS and SPD technicians.
2. Shift Structure:
– 8-Hour Shifts: Consider up to three shifts per day when operating multiple ORs or when a 23-hour stay is required for a case. Provide specific examples and recommendations for each facility.
– Morning Shift: 7 AM – 3 PM
– Afternoon Shift: 3 PM – 11 PM
– Evening Shift: As required for extended 23 hour stays or emergencies.
– 10-Hour Shifts: Two shifts per day could be sufficient if case volume allows.
– Day Shift: 7 AM – 5 PM
– Evening Shift: 10 AM – 8 PM (if cases extend into the evening).
3. Patient Volume Considerations:
– Analyze data provided to predict patient volumes and the recommendation to schedule staff accordingly. Provide specific examples and recommendations for each facility.
– Provide specific examples of how to adjust staffing levels based on peak days or times on high volume surgical days in each facility
4. Flexibility and On-Call Staff:
– Provide specific examples and recommendations for each facility on how to maintain a staffing pool of per diem/on-call staff, including nurses, radiology techs, front desk personnel, EVS, and surgical techs, to accommodate fluctuations in patient volume.
5. Cross-Training:
– Explain and elaborate on why it is necessary to cross-train staff to perform multiple roles (e.g., OR nurses trained as PACU nurses) to enhance flexibility within the team. Provide specific examples and recommendations for each facility.
6. Quality and Safety Standards:
– Ensure that staffing ratios comply with regulatory requirements and best practices for patient safety and care quality according to ASCA, CASA, AAAHC, and the Joint Commission for each facility.
7. Continuous Assessment:
– Provide a detailed outline on how the Administrator of each facility should regularly review staffing efficiencies and outcomes to make adjustments as necessary based on specific performance metrics, surgeon preferences, and patient feedback.
Provide an Executive Summary of the recommendations for each facility outlining the justification for the staffing model recommended based off the analysis. Ensure that the model will be successful in enhancing patient outcomes, improving workflow efficiency, and supporting the overall strategic goals for each center.
The model should explain how it improves patient throughput, increases revenue by accommodating additional surgical cases, reduces overtime costs for existing staff, leading to overall budget savings, and enhances patient satisfaction, which can positively impact our center’s reputation and attract more patients.
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