Surgical Services Business Manager Salary
Surgical Services Business Manager Salary – The COVID-19 pandemic continues to wreak havoc on the lives of OR managers, according to the 2020 annual OR Manager Salary/Career survey. Many new developments related to the pandemic have occurred and continue to evolve since the spring and early summer, when the survey was implemented. However, the concerns stated by many respondents are still valid and are likely to be similar to those of many of their peers across the country.
When asked how the pandemic has affected facilities and staff, respondents put staffing issues (e.g., furloughs, redeployment) and decreased surgical volume at the top of the list (sidebar, “effects of COVID-19”). In addition, 30% of managers reported a lower surgical volume in the last 12 months, versus 18% in 2019. This figure of 30% is not far from the 36% who reported a lower volume in 2010, which reflects the effects of the 2008 recession.
Surgical Services Business Manager Salary
Despite the decrease in surgical volume and upheavals in staff caused by the pandemic, the survey also reveals some positive trends. Compensation has improved: 78% of executives earn salaries of $100,000 or more annually, up from 65% in 2019, and 46% report total compensation of at least $150,000 or more, compared to 36% l last year And even if stress levels are high, OR managers remain a satisfied group, with 77% seeing their work favorably (vs. 70% in 2019).
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Despite a reduction in overall mobility, staff transitions afflict nearly a quarter of OR managers, with 22% reporting an increase in RN turnover in the past 12 months (vs. 34% in 2019), and 24% that reported an increase in ST turnover (vs. 29% in 2019). 2019). The average turnover rate was 8% for RNs and 7% for STs.
These numbers are strikingly different from a decade ago, when only 7% of respondents experienced an increase in RN turnover and 10% reported an increase in ST turnover. In 2010, the average turnover rate was 7% for RNs and STs.
The percentage of open full-time equivalent (FTE) positions for RNs in the last 12 months increased by 30% of respondents, from 37% last year; the number of open positions remained the same for 51%, from 41% last year. Overall, 23% reported no open RN positions, compared to 27% last year. The average number of RN positions currently open was 6.
A third of OR managers said that the percentage of open FTE positions for STs has increased in the last 12 months, comparable to the 34% reported last year; slightly more than half (52%) said it had remained the same, up from 47% in 2019. Overall, 29% have no open ST positions (vs. 32% in 2019). The average number of ST positions currently open was 4.
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Again, the picture was very different in 2010, when only 11% reported an increase in FTE openings for RNs and STs, and the percentage of those with no vacancy was significantly higher: 54% for RN and 65% for ST. The average number of open positions was 2 for RNs and for STs.
The most commonly reported personnel change in the last 12 months was the reduction in the use of overtime, which increased from 34% in 2019 to 43% this year. Coming in second, at 36%, was hiring more direct care staff – a little down from 40% last year, but comparable to 2018 (35%) and 2017 (34%). More than a quarter (27%) have reduced the use of travel agencies and staff, down from 20% last year. Almost a quarter (23%) of respondents asked staff to take time off without pay, compared with only 14% in 2019 and 19% in 2015; but this percentage was 24% in 2017 and 39% in 2010.
More than 20 OR managers answered “other” to this question, with most specific changes related to COVID-19, such as furloughing and staff redeployment.
Recruiting experienced OR nurses remains a challenge, with almost two thirds (63%) saying that the difficulty has increased in the last 12 months, compared to 67% in 2019. Only 8% said it was easier (vs. 5% l last year). OR managers have better luck with new or inexperienced OR nurses: 31% (vs. 28% in 2019) said it was easier to recruit this group; only 15% said it was more difficult, up from 26% in 2019.
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Recruiting was a little easier 10 years ago, when 26% of respondents found it more difficult to recruit experienced OR nurses.
When evaluating candidates, 64% of OR managers require an associate degree in nursing (ADN), compared to 59% in 2019 and 57% in 2018, and 41% require a baccalaureate degree in nursing (BSN), comparable to the 45% reported. last year and 44% in 2018. Only 10% require certification (vs 12% in 2019), and 6% do not need a degree or certification, from 10% last year.
As in 2019, more than half (56% vs. 51% last year and 38% in 2015) of respondents found it more difficult to recruit ST, and only 12% said it was easier, compared to 9% in 2019 and 17% in 2015.
Almost half (46%) of the respondents said that the surgical volume has increased in the last 12 months, compared to 40% in 2019. The pandemic may have affected the higher percentage of those reporting an increase (30 % vs. 18% in 2019).
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ERAS remains the most popular of the care model options requested in the survey, with 46% (vs 53% in 2019) saying it has been implemented or is expected to be implemented in the next 6 months. The next highest was Accountable Care Organizations (25%), followed by clinically integrated networks (17%) and the PSH (15%).
Artificial intelligence (AI) exploded last year, so we asked respondents about its impact on surgery in general and within their organizations. In all, 214 OR managers responded to this open-ended question, with the majority reporting that AI had no or minimal impact on their organization. However, a few are already put into use. One noted: “[It] will be used to start our whole new joint program. AI will be used to select patients who will be able to go home on the day of surgery.” Another OR chief said, “[It] currently helps predict that patients can go home after surgery instead of staying in the hospital.”
Many commented on the possible value of AI, including reducing length of stay, predicting case times more accurately, and improving scheduling, which in turn could improve productivity and the revenues. Other comments were:
We also asked how the migration of traditionally inpatient procedures (eg, total joints, spine, and cardiac procedures) from hospital to ambulatory care settings affected OR leaders and their organizations. Again, 214 responded. Most don’t see much of an effect, although some anticipate that could change in the future.
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Others report decreased volume, and some are in transition so were unable to respond. One respondent called the trend “disruptive, challenging,” and another said it had been “financially devastating.”
Some trends have changed a lot in the last 10 years, while others have remained relatively stable. However, COVID-19 continues to have a dramatic impact on the healthcare industry. Although it’s hard to know what the different jobs of OR leaders will look like a year from now, it’s safe to say that skills like resilience and creativity will be more important than ever to lead teams through these difficult times. .
Cynthia Saver, MS, RN, is president of CLS Development, Inc., Columbia, Maryland, which provides editorial services to healthcare publications.
Data for the OR Manager Salary/Career Survey was collected from April 14 to June 5, 2020. The survey list included OR managers, managers, or similar positions in the OR of the hospital The survey was closed with 265 usable responses. The margin of error is ±5 percentage points at the 95% confidence level.
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OR Manager thanks those who generously took the time to complete this year’s survey. We appreciate your help in collecting this information, which will be useful to your colleagues in the country.
In all, 214 respondents answered the question, how has COVID-19 affected your facility and your staff? More than two thirds (68%) have reduced case volume, often because elective surgical procedures have been stopped. OR managers have noticed volume reductions of up to 90%.
Understandably, volume reductions have resulted in significant financial losses. For example, one OR chief reported “loss of $25M in revenue due to no elective surgery rule and impact on other OP services (lab, radiology, pharmacy, etc.).”
More than half cited the drop in staff from COVID-19, with furloughs, reduced hours, and redeployments the most common effects. Three OR managers noted that staff had retired or resigned due to the pandemic.
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Some staff have taken earned paid leave, thus avoiding furloughs. Areas reported for redeployment for RNs include emergency departments and medical/surgical units, and an OR chief noted that the postanesthesia care unit was converted to an ICU for COVID-19 patients, which required the hiring contract ICU nurses. Sample comments include:
But there was a note of optimism, with one respondent saying: “The facility has been affected financially, but we will bounce back.”
As we enter a new decade, it’s a good time to revisit some of the findings of past business leaders surveys.
This year, the percentage of respondents with a business leader dropped slightly, from 43% in 2019 to 36% this year. Although this is much higher than the 29% reported in 2015, it is only slightly higher than the 34% from 2010.
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