Healthcare Strategic Development: Ambulatory Surgical Centre Report

This report presents a project on developing an Ambulatory Surgical Centre (ASC) at Coastal Medical Centre (CMC), focusing on advanced robotic surgical procedures. It analyzes the financial and human resource requirements, considering the need for IT infrastructure, robotic equipment, and staffing. The report outlines an action plan including financial assessment, human resource planning and implementation, supplier agreements, and facility setup. A performance monitoring and evaluation plan is proposed, emphasizing key performance indicators, milestone-based scorecards, and qualitative/quantitative data analysis to ensure quality service and environment. The conclusion stresses the importance of effective communication, situational leadership, operational support, and adequate funding for the ASC's success, ultimately enhancing CMC's healthcare service quality.

Running head: HEALTHCARE STRATEGIC DEVELOPMENT
Healthcare Strategic Development
Name of the Student]
Name of the University
Author note

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Executive Summary
This paper is presentation of a project on developing Ambulatory Surgical Centre
(ASC) in Coastal Medical Centre (CMC). The purpose of this paper is to analyze the
financial and other resource requirement for this project, since the ASC will be based on
advance robotics surgical procedures where the physicians will also take part in joint venture.
Followed by the analysis this paper will include the action plan required to implement the
project as well as the performance monitoring and evaluation planning to ensure the quality
of service and environment.
Introduction
From the past organizational operations audit report of Coastal Medical Centre
(CMC) it can be clearly found that, being a well facilitated regional referral hospital, it is
currently facing some issues regarding lower admission rate, lower ambulatory visits and
even lower surgical admission, where the population is increased 15% from 2015 to 2020
(found from the case study). In this case, an Ambulatory Surgical Centre (ASC) can increase
the patient handling capacity of CMC through having an independent premise for ambulatory
surgical operations. The purpose of this paper is to analyze the required resources for an
advanced robotic technology aided ASC as well as to presented the activity and performance
plan for this project.
Analysis
The Ambulatory Surgical Centre (ASC) will be adequately facilitated for elective
same-day or outpatient surgical procedures. ASC will work independently where patients do
not need to get admitted from the main hospital building. The surgical procedures will be
aided by advanced robotic surgical technologies. Hence, to deliver the quality services
through ASC both financial and human resource will be required. In the ASC the patients will

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be provided with observation of precautions and preparations for surgical operations
including blood tests, medical history screening (Owens et al., 2014). After that, the surgical
procedure will take place followed by the post-surgery release procedures. For charity care,
additional funding will be required and monthly 10 to 15% ASC patients turnarounds will be
executed as charity care.
To execute the procedures of admission in ASC as per Health Insurance Portability
and Accountability Act, a reception as well as admission desks will be required where a non-
medical staff will be appointed for paper-work for patient admissions, information sharing to
insurance services and billing. The major funding will be required for the purchasing of
robotic surgical technologies and the Information Technology infrastructure to have proper
information integration (Sligo et al., 2017). A strong IT facilitation will be required to regular
calibration of the robotic surgical equipment and control system. For medical staffing at least
20 nursing staffs, 3 charge nurse, 3 anesthesiologist, 3 pathologists for screening and 3
doctors will be required in each working hour. An IT and robotic specialists will be also
required to calibrate the robotic equipment and information integration of the entire ASC.
Action Plan
In order to develop and execute the ASC the following activities will be required:
Action Purpose Time Frame
Financial Estimation The financial assessment will be done for estimating
the funding required for human resource management,
physical resource facilitating and other direct capitals
and indirect capitals required for the project.
First week
Meeting with CMC
governing board
Funding required for Information Technology,
Robotics facilitation as well as the financial joint
participations of physicians will be discussed and
required grant will be proposed.
Second week

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Human Resource
Planning
The human resource including medical staffs, non-
medical staffs, IT technical staffs required for ASC
will be proposed for staff rescheduling to find new
recruitment requirement.
Third week
Human Resource
Implementation
The new stuffs will be recruited under the employment
policy of CMC with induction training. The duty
allocation will be done for medical and non-medical
staffs and doctors.
Third week to
fourth week
Supplier agreement Market research will be executed for IT and Robotics
equipment supplier and after that the supplier contract
will be made with a cost-quality effective supplier
Second week
to fifth week
Facilitation The IT and robotics instruments will be installed and
tested through soft and hard calibration on simulated
model. After finalization multiple mock simulation
testing will be done for entire ASC operations.
Sixth week to
eighth week
Execution Execution of the ASC system of inbound patients From ninth
week
Performance Plan
After developing the execution of the ASC, the performance monitoring and
evaluation will be required to ensure the quality protocols of healthcare services and quality
of healthcare environment. For this a monitoring and evaluation team will be developed that
monitor the various performance records and evidence of the ASC system. As performance
measurement evidences the patient inflow, outflow data as well as patient turnaround time
and operational efficiency will be collected through onsite-investigation and regular
documentation. Before discharge a patient feedback form will be also shared to the patients to
have record about the patient experience on healthcare service quality and environment
(Mohammed et al., 2016).

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The key performance indicator will be developed considering the operational
attributes as well as environmental attributes. The milestone based scorecard system will be
used to score the weekly performance of the ASC system and then the scores will be
compared with the key performance indicators. The records and documentations will be
assessed weakly by qualitative as well as quantitative data analysis. The findings from the
assessment will be compared with the organizational and national standards of healthcare
services and quality of healthcare environment (Cho et al., 2015). As per the findings the
changes will be made to enhance the quality of service care and healthcare environment.
Conclusion
From the above discussion about the resource requirement and implementation plan
for the Ambulatory Surgical Centre (ASC) under the governance of Coastal Medical Centre
(CMC) it can be stated that throughout the process the effective communication among all
departments and staffs will be required for achieving success in this project. Furthermore, the
project team for the ASC development will required a situational leadership strategy to allow
the project team members to work under appropriate support and guidance from the Project
Manager. Finally it can concluded that operational support and adequate funding can help to
develop and execute ASC, which will contribute to enhance the total healthcare service
quality of CMC in future.

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References:
Cho, K. W., Bae, S. K., Ryu, J. H., Kim, K. N., An, C. H., & Chae, Y. M. (2015).
Performance evaluation of public hospital information systems by the information
system success model. Healthcare informatics research, 21(1), 43-48.
Mohammed, K., Nolan, M. B., Rajjo, T., Shah, N. D., Prokop, L. J., Varkey, P., & Murad, M.
H. (2016). Creating a patient-centered health care delivery system: a systematic
review of health care quality from the patient perspective. American Journal of
Medical Quality, 31(1), 12-21.
Owens, P. L., Barrett, M. L., Raetzman, S., Maggard-Gibbons, M., & Steiner, C. A. (2014).
Surgical site infections following ambulatory surgery procedures. Jama, 311(7), 709-
716.
Sligo, J., Gauld, R., Roberts, V., & Villa, L. (2017). A literature review for large-scale health
information system project planning, implementation and evaluation. International
journal of medical informatics, 97, 86-97.