Home E-Weekly October 9, 2007

OOSS Releases Cataract Benchmarks

Published: October 31, 2007

Most cataract patients wear their street clothes into surgery and the top-performing eye facilities can turn over procedure rooms in less than seven minutes, according to the results of the Outpatient Ophthalmic Surgery Society's baseline benchmarking survey of 62 ophthalmic ASCs. The organization officially released its survey's results at a symposium held Oct. 5 and Oct. 6 in Atlanta, Ga.

Kent Jackson, PhD, CPCU, director of research and training for Lance Jackson Associates, a business development firm in Denver, Colo., led the research team. Dr. Jackson says he analyzed data to focus on two primary benchmark criteria: First, business operations activities that contribute directly to gross profit and net profit as a percent of gross revenue, and second, clinical performance as it relates to key questions pertaining to established best clinical practices or protocols.

The research team isolated the best performing respondents based on business operations and clinical data, grouping the data according to relative size of the surgery center based on square footage and number of procedures performed. Here are a few of the survey's findings:

From patient check-in to checkout

  • 2,000 to 4,000 sq. ft. facilities = 104.31 minutes
  • 4,500 to 6,500 sq. ft. facilities = 104.76 minutes
  • 7,000+ sq. ft. facilities = 94.75 minutes

    Patient in/out of the OR

  • 2,000 to 4,000 sq. ft. facilities = 21.28 minutes
  • 4,500 to 6,500 sq. ft. facilities = 23 minutes
  • 7,000+ sq. ft. facilities = 28.7 minutes

    The OOSS and Dr. Jackson hope to use the information collected from this baseline study to further focus and enhance the benchmarking survey that will be offered to all OOSS members in 2008. According to Dr. Jackson, the study's second phase will involve analysis of all other variables to isolate significant correlated measures that, if interpreted by OOSS experts to represent a causal relationship, will help define supporting benchmarks to mutually enhance business and clinical performance. "More case turnover means more profits," says Dr. Jackson. "But when does that turnover begin to sacrifice the quality of care? Where's the tipping point?"
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