Skip to main content
Mobile
  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations
HS Talks HS Talks
Subjects  
Search
  • Notifications
    Notifications

    No current notifications.

  • User
    Welcome Guest
    You have Limited Access The Business & Management Collection
    Login
    Get Assistance
    Login
    Forgot your password?
    Login via your organisation
    Login via Organisation
    Get Assistance
Finance, Accounting & Economics
Global Business Management
Management, Leadership & Organisation
Marketing & Sales
Strategy
Technology & Operations
Case study

The value of perioperative surgical home: How scaling a PSH improved surgeon engagement and saved one US hospital up to US$12m in just one year

Rob M. Shakar and Grant Rush
Management in Healthcare: A Peer-Reviewed Journal, 7 (3), 217-236 (2023)
https://doi.org/10.69554/MQRM3599

Abstract

Perioperative value is the foundation of value-based care delivery. The era of bundled payment models demands standardisation and reliability in perioperative services — which account for 45–60 per cent of a hospital’s expenses — yet many hospitals struggle with high variability in surgical processes, outcomes and costs. Perioperative Surgical Home (PSH) offers an evidence-based strategy to reduce variability and optimise cost-effective patient experiences by aligning multiple specialties in a patient-centred episode of care. Anaesthesiologists, who interface with patients, surgeons, medical staff and hospital administrators, are well positioned to develop and implement a PSH programme in both inpatient and outpatient settings. This paper describes how Novant Health New Hanover Regional Medical Center (NHRMC) developed a pilot PSH programme in orthopaedics that produced outstanding clinical and financial outcomes, inspiring the hospital to expand PSH to 17 service lines. From inception, a co-management agreement structured on an independent valuation motivated and rewarded stakeholders, including physician anaesthesiologists, surgeons and administrators, to build the PSH and participate in standardising protocols. PSH has since produced millions of dollars in annual cost savings and better clinical outcomes, as well as increased surgeon and patient satisfaction.

Keywords: patient safety; value; perioperative; ERAS; enhanced recovery after surgery; hospital safety; operational efficiencies; value-based care; standardisation

The full article is available to subscribers to the journal.

Already a subscriber? Login or review other options.

Author's Biography

Rob M. Shakar , MD, FASA, is medical director of a 35-physician group that provides anaesthesia services at New Hanover Regional Medical Center (NHRMC) in Wilmington, North Carolina. Dr Shakar also oversees the hospital’s Perioperative Surgical Home (PSH) Project. NHRMC piloted its PSH project with the hip/knee total joints service line in 2015, and it has since expanded the PSH project to 17 surgical service lines. In the initial year, the total joints PSH created more than US$4m in savings by optimising patients for surgery and streamlining their supply chain expenditures. Under Dr Shakar’s leadership, the Wilmington anaesthesia group was the first in the country to monetise their efforts with PSH. In 2016, the American Society of Anesthesiologists (ASA) recognised Dr Shakar’s Wilmington group as an industry-leading innovator in PSH. In 2018, Dr Shakar’s group saved his hospital over US$12m on ten different service lines. He now serves as Chair of ASA’s PSH steering committee and was instrumental in developing ASA’s PSH Implementation Guide. As a national leader in value-based medicine for surgical services, Dr Shakar has lectured on PSH for numerous organisations, including the American College of Healthcare Executives (ACHE). He additionally has broad experience helping other health systems implement standard processes. Dr. Shakar earned his medical degree in 1993 from the University of Florida-Shands Hospital. He completed an internship in the department of Internal Medicine at the Medical University of South Carolina, and performed his residency in Anesthesiology at the University of Florida Health Sciences Center, where he served as Chief Resident of Anesthesiology from 1996 to 1997.

Grant Rush serves as vice president for Cardiovascular and Surgical Services, Novant Health Coastal Market, which comprises four hospital sites: the New Hanover Regional Medical Center (NHRMC) and three ambulatory surgical settings. He joined the NHRMC in 2011; as part of Novant since 2021, this region performs over 50,000 surgical cases annually. In partnership with Dr Rob Shakar and his anaesthesia team, Grant helped establish and expand the Perioperative Surgical Home (PSH) project for the coastal market. He has also developed several collaborative arrangements to partner with different specialties around surgical improvement efforts. Grant serves on Novant’s accountable care organisation (ACO), which, through the efforts of PSH, helps drive high-quality, affordable healthcare. He is also an oversight officer for the health system’s Hospital Quality and Efficiency Programs (HQEP) and Co-management Partnership programmes. Grant earned a bachelor’s degree and a master’s degree in healthcare administration from the University of North Carolina–Chapel Hill. He is a member of the American College of Healthcare Executives (ACHE) and has volunteered for a decade with Habitat for Humanity.

Citation

Shakar, Rob M. and Rush, Grant (2023, March 1). The value of perioperative surgical home: How scaling a PSH improved surgeon engagement and saved one US hospital up to US$12m in just one year. In the Management in Healthcare: A Peer-Reviewed Journal, Volume 7, Issue 3. https://doi.org/10.69554/MQRM3599.

Options

  • Download PDF
  • Share this page
    Share This Article
    Messaging
    • Outlook
    • Gmail
    • Yahoo!
    • WhatsApp
    Social
    • Facebook
    • X
    • LinkedIn
    • VKontakte
    Permalink
cover image, Management in Healthcare: A Peer-Reviewed Journal
Management in Healthcare: A Peer-Reviewed Journal
Volume 7 / Issue 3
© Henry Stewart
Publications LLP

The Business & Management Collection

  • ISSN: 2059-7177
  • Contact Us
  • Request Free Trial
  • Recommend to Your Librarian
  • Subscription Information
  • Match Content
  • Share This Collection
  • Embed Options
  • View Quick Start Guide
  • Accessibility

Categories

  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations

Librarian Information

  • General Information
  • MARC Records
  • Discovery Services
  • Onsite & Offsite Access
  • Federated (Shibboleth) Access
  • Usage Statistics
  • Promotional Materials
  • Testimonials

About Us

  • About HSTalks
  • Editors
  • Contact Information
  • About the Journals

HSTalks Home

Follow Us On:

HS Talks
  • Site Requirements
  • Copyright & Permissions
  • Terms
  • Privacy
  • Sitemap
© Copyright Henry Stewart Talks Ltd

Personal Account Required

To use this function, you need to be signed in with a personal account.

If you already have a personal account, please login here.

Otherwise you may sign up now for a personal account.

HS Talks

Cookies and Privacy

We use cookies, and similar tools, to improve the way this site functions, to track browsing patterns and enable marketing. For more information read our cookie policy and privacy policy.

Cookie Settings

How Cookies Are Used

Cookies are of the following types:

  • Essential to make the site function.
  • Used to analyse and improve visitor experience.

For more information see our Cookie Policy.

Some types of cookies can be disabled by you but doing so may adversely affect functionality. Please see below:

(always on)

If you block these cookies or set alerts in your browser parts of the website will not work.

Cookies that provide enhanced functionality and personalisation. If not allowed functionality may be impaired.

Cookies that count and track visits and on website activity enabling us to organise the website to optimise the experience of users. They may be blocked without immediate adverse effect.