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This is Scott Becker with the Becker's Healthcare

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Podcast.

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I am thrilled today to be joined by

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a brilliant leader. We're we're joined today by

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a leader of the University of Kansas Health

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System.

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We're joined by Megan Eubanks, and Megan serves

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as a senior director of business operations,

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preoperative, and procedural services. She's gonna talk to

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us about a lot of the improvements, the

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things we're doing to improve efficiency, and and

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a lot more today. Megan, we are so

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thrilled to have you with us. Can you

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take a moment to introduce yourself and tell

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us about your role,

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your focus within perioperative

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operations, and also a little bit about the

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University of Kansas Health System?

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Sure, Scott. Thank you for having me. Like

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you mentioned, I serve as the senior director

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of business operations for periopt and procedural services

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at the University of Kansas Health System. On

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the the surgical side of of where I

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support, we support both surgical and procedural. But

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on the surgical side specifically,

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I support seven surgical locations with about 66

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operating rooms across the health system, which collectively

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perform more than 40,000 surgeries a year and

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growing.

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My role sits at the intersection of operations,

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access, and strategy. I spend most of my

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time working with physicians, nursing leaders,

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anesthesia, and operational teams to figure out how

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we can use our OR capacity as effectively

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as possible.

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At the end of the day, my goal

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is pretty simple. It's to make it easier

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for patients to get the care they need

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while making sure the system works well for

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the teams delivering that care.

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Thank you. And you've been at the University

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of Kansas now for almost thirteen, fourteen years.

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Great leadership career there. Just just remarkable.

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At some point, we'll also talk to you

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about surety bike riding, if I could motivate

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you to do so. But but we'll first

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focus on, you know, health care and and

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where we're at. But I know you also

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do great philanthropic work too.

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Talk a little bit about

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health care policy and health care constantly is

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facing changes,

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some sort of policy changes to workforce shortages,

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to supply chain disruptions.

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Building

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operational resilience

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is top of mind for many leaders, and

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we've seen such resilience over the last few

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years post COVID. Really amazing

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what the nation's health care systems have done

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to sort of get back at it and

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and and get

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hiring improved and producing

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great nurses

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and what we've done in terms of resilience.

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Talk about how you think about building resilience

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in the perioperative space and what made you

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turn to artificial intelligence

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in a partnership with Linktas in that regard,

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in terms of the perioperative space and and

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using AI for efficiency?

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Yeah. When we talk about resilience in our

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areas, it really comes down to access. So,

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I think we've had to be more and

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more resilient over the last several years,

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just due to some of the the issues

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that have popped up in health care, COVID

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being being one of those, which is when

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we started our journey with lean toss. But

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it's really making sure that, you know, no

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matter what what you face in in the

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OR that patients can still get access to

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care even when we have constraints on our

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resources. So a few years ago when we

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started digging into our data, we found something

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interesting.

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On paper, a 100% of our ORs were

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blocked. They were allocated,

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to surgical blocks. So it looked like the

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system was full.

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But when you actually dug into utilization, it

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was only about 50 to 55%.

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So surgeons

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had time,

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but patients were still struggling to get access

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and, we were struggling to allocate new block

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or new time whenever a surgeon started within

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our system.

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On top of that, we had block releases

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that are happening really late.

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So about forty eight to seventy two hours

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in advance, which means we didn't have a

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lot of flexibility

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for people to pick up time,

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once it was made available.

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We have a lot of data in Epic,

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but we didn't really have a way to

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translate that data into operational decisions.

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You know, I think data doesn't always equal

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information.

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But that's really what led us to partner

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with Laintas in in 2021.

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Having access to AI and those advanced analytics

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really helped us match

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our surgical demand,

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need for patient access with the available time

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that we had to use our resources more

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effectively.

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Our goal really wasn't just efficiency.

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I I think that is a big goal,

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but it's really helping to build a system

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that is scalable, that could flex and adapt

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to conditions when they change.

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Thank you. And talk for a second, Megan,

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about sort of you you mentioned Epic for

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a moment, but talk about Epic first, Epic

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only versus using other solutions when they really

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make a difference for you in different areas.

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What's the difference that you have now

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into visibility and what's happening in terms of

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the ORs and helping to make better day

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to day decisions in the OR, since you

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moved to the AI and wing toss approach

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versus being defaulting to Epic only. Talk a

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bit about the difference that you see. Sure.

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Epic, I think, gives a lot of data.

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It makes a lot of data available to

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us. I think, administratively,

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I do believe in building as much into

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one single platform as possible.

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But the challenge with Epic is it is

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an overwhelming amount of of clicks and work

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and data that is available, and a lot

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of times, teams have to pull multiple reports

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together

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and really

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do extra work to interpret what that means

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operationally.

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Visibility to to data alone doesn't change behavior.

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We're a lean organization

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and, believe in signals and and that's truly

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what teams need in order to determine

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what actions to take.

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I I think that

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tools like LeanToss help translate really complex data

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into

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information

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that can help provide operational guidance and serve

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as those signals. So we send alerts out

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to all of our surgeons on how they're

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performing.

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It the predictive analytics show you your time

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in in advance and whether or not it

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would typically be booked and invite you to

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release that time so another surgeon can pick

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it up.

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And so it really allows our surgeons and

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our operational leaders to quickly see how we're

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performing,

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identify where those opportunities are to pick up

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additional time, and then where we have unused

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capacity.

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So that allows our teams to take action

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quickly in real time rather than spending time

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seeking out and digging through reports that they

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have to interpret themselves.

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Thank you. And I think you mentioned that

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you're doing about 40,000

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procedures or surgeries a year, which is which

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is obviously a massive number.

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You've seen over the last few years increased

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volume,

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stronger prime time utilization,

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improved release fill, and and great growth in

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open time demand while running fewer ORs.

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What organizational matters levers matter the most

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in in trying to help you sustain that

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growth through staffing and resource constraints and challenge

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of staff and resources? We've done a remarkable

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job of making greater use, of the operating

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rooms,

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and using fewer operating rooms, quite frankly, and

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increasing number of procedures. That's an amazing throughput

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sort of evolution and and and testament to

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what you're doing. What levers have made the

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biggest difference? What's helped?

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Yeah. Thank you.

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One of the most important levers that that

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I believe in is creating transparency.

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One one of the things that we found

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that I thought was interesting and I still

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find really interesting is that the more that

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we were transparent

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with our data, the more that individuals started

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governing even themselves. And so

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having that transparency around block performance and then

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what time is available in the OR has

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been extremely powerful for us. So

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that would be a first lever that I

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I would always recommend.

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I think our surgeons have the opportunity now

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to see clearly how their blocks are performing

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and it naturally encourages

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behaviors around blocks. So making sure that we're

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releasing time earlier,

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being able to surface available time earlier so

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that time doesn't go unused and so it

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just creates a healthier system where release time

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can be picked up.

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Especially for those surgeons, we're we're growing organizations

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so those surgeons that have demand

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that may not have as much time as

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they need in the OR.

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As a result, we've seen

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three to 8% year over year surgical volume

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growth. We're getting pretty busy, so some of

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our areas are close to to capped at

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this point,

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but we're able to maintain our prime time

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utilization around 72 to 74. Across the board,

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we have some that are some areas that

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are trending well above that. And then our

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release fill rate is fifty four percent, which

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means the ORs and the clinics, the surgeons

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and the and the teams in the clinics

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are actively paying attention to the time that

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comes available and taking advantage of that.

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Our engagement from our surgeons is strong,

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and so we've seen about a twenty three

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percent year over year growth for demand for

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open time.

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That that that's remarkable. It's literally remarkable what

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you've done. Talk a little bit about for

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for leaders trying to build surgical operations

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that can withstand shocks, that could be resilient,

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where should they start across their journey? And

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what's one early move that helps to build

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momentum without getting a lot of complexity? That

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that's where the goal is to add momentum,

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be resilient, withstand challenges,

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and get the operating rooms humming, really, to

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make sure things are busy and and can

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keep, you know, no mission without margin and

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and truly the case.

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What what can leaders do? You know, at

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the end of the day, you have to

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build governance into your processes. So you can

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implement something that works really well and let

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it slip if it if it's not included

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in your policy. So for us, we built

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a use of all of our tools for

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IQ directly into all of our policies. So

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our block policy indicates

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that we use the data that is available,

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the insights that are available through IQ

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as part of our policy, which we're reviewing,

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pretty consistently with our service line leadership and

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what I refer to as opportunity analytics. So

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really looking at instead of having a heavy

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hand,

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really looking at it from a partnership perspective

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and identifying where those opportunities are that can

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surface for them to be able to make

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informed decisions from. And so we also have

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built into our scheduling policy. So if you're

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requesting additional time in the OR, you're required

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to use IQ to do that.

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So it's not just a side product, it's

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part of our process and it's built into

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our policy and it's built into our governance

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as well.

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And then that way instead of it becoming

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a one time initiative, it just becomes the

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way that we operate,

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as part of our operating model. And that

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that structure really keeps all of our decisions

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transparent

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based on data and that we're all speaking

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the same language across the surgeons, the clinics,

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clinical leaders in the OR as well as

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administrators.

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Really remarkable. Can can I ask you one

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or two more questions if you're okay with

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it? Sure.

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Thank you. So you are,

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leading this year. You're co chairing this year

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the MS ride,

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for charity.

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Talk a bit about your commitment to charitable

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efforts and and why that's so important to

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you. Yeah. Of course. Well, I picked up

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cycling,

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just just by virtue of of wanting to,

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stay active and and build a community here

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in Kansas City.

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Last year was the first year that we

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built a team, a very teeny tiny team

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around, bike MS,

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and ended up joining a larger team that

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has been wildly successful called the the Royal

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Blue Riders, and they've had many years of

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success.

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And so this year,

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I've been granted the opportunity to co chair

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that group

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with a a big group of people that

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ride, and I think they're the second highest

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revenue generator for MS

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research in the Kansas City area.

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And it really is bred from the fact

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that we love to to ride bikes and

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and cycle as much as we can.

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And then also my partner's sister has been

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diagnosed for MS, so it's near and dear

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to our heart to raise money,

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to support research in that area.

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Well, it's it's fantastic

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what you do,

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both professionally and personally. Just fantastic, Megan. I

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I I I love the story of how

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you're working with link toss and the efficiency

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you're bringing to the ORs and the resilience

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and the shock absorption that that helps. It's

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it's a raising stat,

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higher number of procedures, higher number of surgeries,

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using fewer operating rooms, and and getting more

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people into the prime time slots. It's really

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a remarkable story and effort.

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Congratulations,

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Megan. It's great to visit you too. We'd

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love to get you back on to talk

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leadership and some of your advice for leadership.

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Just a tremendous,

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career in leadership career. Thank you so much

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for joining us today on the Becker's Healthcare

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podcast. Thank you very much. Thank you, Scott.