Benchmarking can be a daunting process. From data collection to actionable solutions, the process is deeply involved. Marcy Sasso, CASC, director of compliance and operations at Sasso Consulting, discusses processes through which ASCs can follow benchmarking data to accreditation results.
Note: Answers edited for length and clarity.
Q. How can ASCs best approach converting data to benchmarking results?
Marcy Sasso, CASC: Since benchmarking is reliant on data, data must be accurate, timely and presented in a systemized way that is practical and easy to translate into a report. Once an ASC selects a tool or method of data collection, it has started its plan to benchmark. Benchmark against yourself monthly or compare to another center [to understand where improvement is necessary].
Q: After data collection, what happens next in the quality improvement/benchmarking process?
MS: ASCs must make an action plan for improvement and implement the plan. It may be necessary to perform a quality assurance study to really look at the process [being examined], understand how to implement changes and perform re-measurement.
Once the center has completed internal benchmarking it's a good idea to present data to the governing body so it can assist with changes. For example, if a center has benchmarked its turnaround time per physician per specialty and has found "critical data" [an actionable result], they may need to have a meeting to find out why turnover time is lagging on a specific day or physician.
Q: Where are the biggest pitfalls in the conversion process of data to action?
MS: Collecting ineffective data and not having the data collected and/or measured the same way or by the same person, all of which can affect the accuracy of benchmarking results.
Q: Where do ASCs fail most often in the benchmarking process?
MS: Disillusionment of the process!
Also, failure is likely when an ASC doesn't have a staff member who understands benchmarking and who is willing to oversee the program. Most ASCs are continuously collecting dozens of data-reporting components, and unless someone is assigned to oversee the benchmarking program, output often turns into the "same old report." Collecting data is easy, but making it amount to something to share and implement takes time. Our days are filled with more paperwork that ever; centers often put benchmarking on the back burner.
Q: What is your best advice to ASCs struggling to convert data into tangible results for quality improvement or benchmarking projects?
MS: Once the area to be benchmarked is identified, developing good measurements is a key to successful benchmarking. Most of a center's activities are measurable, and getting the right people involved who can use their skills to help identify the right measures and goals is vital. Then, it's important to benchmark processes that are meaningful for your center. Once an issue is identified, start the process for improvement, and be sure to document!
ASCs should understand the benchmarking process — which includes not just looking up information, but also understanding it and then applying it to your facility — is both a science and an art.
More articles on accreditation:
What the data doesn't show is that culture trumps policies
Top 10 trickiest accreditation standards from The Joint Commission
4 scripting opportunities to improve patient safety
Note: Answers edited for length and clarity.
Q. How can ASCs best approach converting data to benchmarking results?
Marcy Sasso, CASC: Since benchmarking is reliant on data, data must be accurate, timely and presented in a systemized way that is practical and easy to translate into a report. Once an ASC selects a tool or method of data collection, it has started its plan to benchmark. Benchmark against yourself monthly or compare to another center [to understand where improvement is necessary].
Q: After data collection, what happens next in the quality improvement/benchmarking process?
MS: ASCs must make an action plan for improvement and implement the plan. It may be necessary to perform a quality assurance study to really look at the process [being examined], understand how to implement changes and perform re-measurement.
Once the center has completed internal benchmarking it's a good idea to present data to the governing body so it can assist with changes. For example, if a center has benchmarked its turnaround time per physician per specialty and has found "critical data" [an actionable result], they may need to have a meeting to find out why turnover time is lagging on a specific day or physician.
Q: Where are the biggest pitfalls in the conversion process of data to action?
MS: Collecting ineffective data and not having the data collected and/or measured the same way or by the same person, all of which can affect the accuracy of benchmarking results.
Q: Where do ASCs fail most often in the benchmarking process?
MS: Disillusionment of the process!
Also, failure is likely when an ASC doesn't have a staff member who understands benchmarking and who is willing to oversee the program. Most ASCs are continuously collecting dozens of data-reporting components, and unless someone is assigned to oversee the benchmarking program, output often turns into the "same old report." Collecting data is easy, but making it amount to something to share and implement takes time. Our days are filled with more paperwork that ever; centers often put benchmarking on the back burner.
Q: What is your best advice to ASCs struggling to convert data into tangible results for quality improvement or benchmarking projects?
MS: Once the area to be benchmarked is identified, developing good measurements is a key to successful benchmarking. Most of a center's activities are measurable, and getting the right people involved who can use their skills to help identify the right measures and goals is vital. Then, it's important to benchmark processes that are meaningful for your center. Once an issue is identified, start the process for improvement, and be sure to document!
ASCs should understand the benchmarking process — which includes not just looking up information, but also understanding it and then applying it to your facility — is both a science and an art.
More articles on accreditation:
What the data doesn't show is that culture trumps policies
Top 10 trickiest accreditation standards from The Joint Commission
4 scripting opportunities to improve patient safety