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Our Services

Amicus AnesthesiaDBA

South Central Ohio Anesthesia LLC

Customer Service

SCOA identifies the customers as the hospital, the surgeons, and the patients. Each are interdependent for the purposes of delivery and receiving of healthcare as well as the financial sustainability of the healthcare facility in any given service area. Customer care begins with what needs each customer has in order to feel satisfied. Examples, if the patient is dissatisfied with the care they received or their personal time committed at the hospital to receive their care, they may consider going elsewhere. If the surgeon’s time is not considered so that his/her time is inefficient, they may consider doing business elsewhere. SCOA identifies what needs of the customers are being met by the anesthesia group, and what needs are not being met which need improvement. Attitude is everything! SCOA emphasizes but even more importantly expects that the anesthesia staff has a “can do” or rather “I will do” attitude. The customers rather than one’s own personal needs come first. This is emphasized in staff meetings and in mandatory customer service training. It begins with finding out who “buys” in to this idea and who does not. Team work within the anesthesia group is essential for successful customer service.  SCOA employs simple customer surveys for data gathering and this data is then shared at staff meetings. SCOA works with the hospital client if more sophisticated surveys such as Press-Ganey are desired. Expectations are shared with the staff, and reported with transparency.

 

Clinical Anesthesia

This is not meant to imply that safe anesthesia is a problem. In fact, most SCOA clients have not had any major issues with unsafe practices. Rather, do the department members ALL think similarly in the delivery of care so that cancellations are minimized, and standardized care is the norm? Some examples of questions asked to assess these are:

  • Are patients being seen pre-op. in a timely fashion so as not to cause a delay or cancellation of their surgery?
  • Does all anesthesia staff have the same thinking with regards to patients with co-morbid diseases and their clinical management?
  • Is the anesthesia staff capable and are they taking care of all patients who can be properly taken care of at the hospital? Or are they “shipping” patients out to other facilities?   Why?
  • Is there sufficient documentation and benchmarks of quality measures to justify perioperative care? i.e. normothermia, glucose management, coronary stent patients 
  • If the case is cancelled by anesthesia, does the anesthesia staff immediately notify the surgeon, again the customer, with the medical reason for cancellation? 
  • If the case is cancelled, is there an immediate effort to have the patient seen by whatever consultant deemed appropriate, as to minimize the delay for surgery?
  • What pain management skills exist by the anesthesia staff? What is the need? Could pain management be expanded?
  • Is the pre-op visit with anesthesia staff patient friendly? I.e. one stop shop for all necessary tests? All at the same visit?


 

Regulatory Compliance

During the first few months with a new client, SCOA conducts a regulatory compliance audit. This would include compliance with JACHO, ODH, CMS, ASA, state board standards and rules. All present policies are reviewed as well. New policies are made and or suggested to bring the department into compliance. Thereafter, monthly chart audits are performed and examined for charting accuracy, and proper notation reflecting JACHO and CMS rules. Performance measures are selected on an ongoing basis and shared with anesthesia and quality departments. Individual performance is shared with the anesthesia members.

 

Financial

Beginning with each new client SCOA begins to renegotiate all commercial managed care contracts as soon as possible. SCOA makes every effort to obtain the most competitive rates for anesthesia services. These efforts are for the purpose of minimizing anesthesia subsidy. SCOA also meets with logistics and pharmacy departments to assess duplication of drugs, generic drug usage, supply costs. All to determine the costs effectiveness in the delivery of anesthesia services. 

 

The First 60 Days of New Client Business

Customer Service

  • Host a surgeon reception for the purpose of meeting SCOA President, and begin asking the surgeons what improvements are needed.
  • Distribute a customer satisfaction survey for patients and surgeons.
  • Present the SCOA philphoshy to the anesthesia staff and bring in customer service speaker for mandatory attendance.
  • Assess current anesthesia staff in terms of who will remain with new anesthesia group entity.
  • Evaluate the need for early starts in the surgery schedule.
  • Evaluate the need for a longer shift with accommodate surgeons needs.


 

Clinical Anesthesia

  • Begin assessing and educating staff of how PAT process may need to change.
  • Establish standardize thinking with clinical tree for specific patient groups i.e. coronary stent patients, diabetics   etc.
  • Assess/develop/expand pain management program including that of OB services.
  • Develop routine schedule for nursing staff in-services on anesthesia related topics.
  • Assess turn over times between cases.


 

Regulatory Compliance

  • Conduct an assessment of current anesthesia policies and regulations.
  • Established the on-going processes of chart audits.


 

Financial

  • Begin to renegotiate all managed care contracts as needed.