The Martian, a New York Times Bestselling book turned popular movie starring Matt Damon, tells the story about human error, the will to survive, and the profound responsibility we carry—not only to the work we commit our lives to but also to each other. Despite being a sci-fi adventure set on Mars, there are a lot of parallels to healthcare in the Critical Access world.
Critical Access Hospitals (CAHs) are an integral part of the healthcare system here on planet Earth. With almost one-fifth of the U.S. population residing in rural areas and 45 states having at least one of the over 1,300 CAHs, these smaller facilities are relied on for essential medical services. Holding true to their distinction, they ensure access is closer to those who would otherwise have to travel “light-years” for care. In addition, rural healthcare systems are typically one of the largest employers, offering some of the most highly-skilled, best paying jobs which attract professionals to live and invest in the community. A thriving CAH hospital system can also lead to increased demand for schools, transportation, and housing, creating additional jobs and boosting the local economy.
That said, managing the daily operations of Critical Access Hospitals can sometimes feel like being on another planet, isolated and with limited resources. Leaders in these organizations have the unique challenge of balancing the pressures of being heavily depended upon by the community with achieving continued profitability. Though CAH designation provides a different tier of reimbursement and government support, these hospitals are still businesses that need to be efficient and strategic in order to be sustainable.
A focus on productivity management and workforce optimization initiatives is essential for Critical Access Hospitals to routinely improve performance and reduce cost. Like Mark Watney, the main character in The Martian, many leaders have found success in appropriately aligning resources with demand through trust in the knowledge, skills, and experience of their staff. Innovation becomes the key to “survival,” or in the case of a CAH, effective operations. CAH leaders have worked with their teams to cross-train for coverage, provide support for data abstraction during low-volume periods, and streamlines processes to eliminate redundancies. Reviewing time-of-day and day-of-week volume trends ensures the proper hours of operation are in place across services and that minimum staffing requirements are being correctly executed.
Whether you have an average daily census of 500 or less than one, productivity instills a culture of accountability and continued improvement. After all, the delivery of care and the goal of positive margins is the same at the core. Critical Access Hospitals, similar to the protagonist in The Martian, are just tasked with finding more creative ways to manage resources and meet the needs of those counting on them. Productivity promotes routine assessment, planning, goal-setting, monitoring, and adaptability by capitalizing on strengthens through data-driven decision making. As many may know from the conclusion of The Martian, space exploration and experimentation are not all that different.
ALTIUS believes that productivity produces positive results and should be at the center of management strategies at all healthcare organizations regardless of size. Our team has partnered with Critical Access Hospitals and Short-Term Acute Care facilities alike to bring the reporting, tools, and support necessary for them to realize improved performance, educate and elevate their leaders, maintain annual cost-savings, and operate efficiently. To learn more about our services, reach out directly today!