We would not have been able to maintain quality without Surgical Affiliates’ partnership. We have led the Sutter System in quality 5 out of the past 6 years. Readmissions are below 4% and surgical site infections are well below the industry average.
The data published in the JACS (Journal of the American College of Surgeons) study demonstrates that our collaboration with Dr. Owens and his team at Surgical Affiliates is achieving our goals. The outcomes, both clinical and financial, have been quite amazing. We are most proud about sustaining these results, and taking this model from just patching the tire to getting a whole new tire that never has to be repaired again.
The program was helpful to stabilize surgical service and we were able to improve quality of care, decrease the length of stay and decrease the cost of caring for our patient population. In fact, that’s the real value of this program. We have been able to move patients through the system in a more efficient, timely way and achieve higher quality outcomes at the same time.
Implementing a program like the one provided by Surgical Affiliates has helped SMCS to solve a problem, rather than merely address the symptoms. We are most proud about sustaining these results, and taking this model from just patching the tire to getting a whole new tire that never has to be repaired again.
The Surgical Affiliates program is unprecedented. They provide a higher level of quality care and they are good at what they do, providing expertise and insight to the medical physician’s care.
The overarching intent of the surgical hospitalist movement is the creation of a new model of emergency surgical care that is patient-centered, responsive and readily accessible to all. The innovative efforts of Dr. Owens and his colleagues in this new direction are admirable.
The real throughput that is improved, because patients get to surgery more quickly and the length of stay is shorter, is that the hospital beds open up that much faster. If the patient used to be in hospital for five days, they’re now in hospital for three days. For two days that bed is now free because you’re able to get patients into surgery faster and your team is in-house to deal with all subsequent care so there are real throughput gains and cost savings.