A Planning Playbook for Opening a New Orthopedic ASC
The ASC market continues its rapid growth. In 2023, roughly 116 new ASCs opened in the U.S., many of which were orthopedic-specific in nature....
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By: Michele Brunges
Published: 2/4/2015
If your nurses complain about not having enough autonomy and say in how your facility is run, here's an idea that will give them the authority to implement real change — all while cutting down on the number of meetings you must preside over. Create "pit crews," small groups of staff members who focus on improving a specific aspect of your facility. We have 9 pit crews in place at our hospital. Follow our lead or develop groups that would work best for your needs.
Making it work
One staff member serves as the pit crew's driver. She leads the team, communicates with the surgical manager (me, at our hospital), and helps implement the ideas her team develops. Leadership skills, a desire to be mentored and a sincere interest in making change happen are important attributes for drivers to have. If you think someone would make a great driver for a particular crew, suggest she volunteer to run it.
The drivers recruit their own 5-to-7-member crew. People tend to migrate toward what they're good at and their areas of interest, so it's relatively easy to find fits for most members of your team while creating a crew.
Every staff has its overachievers, middle-of-the-road types and Steady Eddies who want to perform their regular duties without going above and beyond. The long-term goal is to have every staff member serve on at least 1 crew each year. Participation shouldn't be required, but consider making sitting on a crew a yearly goal that's part of annual performance evaluations. If a few staffers complain that none of the crews fit their interests or personalities, don't hesitate to develop one that does.
Make it a priority to schedule an hour or so away from bedside nursing each month so pit crews can meet. Also structure time during the regular workday for a crew to complete special projects they propose, such as redesigning the supply room. Giving them time to meet and implement change is key to making this system's success.
You'll be rewarded with a staff who appreciates making meaningful contributions to the accomplishments of your facility. Working on a pit crew gives them ownership in the changes they suggest, which means the improvements are easier to make and more likely to stick.
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