The biggest opportunity for improvement is turning the survey data into something more actionable at the operational level. The current reporting often lacks the level of detail needed to isolate specific improvement opportunities. At the same time, our response rate has dropped from roughly 40 percent to about 20 percent, which limits the overall usefulness of the results.

We also question whether all patients are consistently receiving the survey electronically, even when an email address is on file. As the survey has become more time-consuming for patients, participation appears to be declining. A shorter, more targeted survey with improved delivery tracking and more timely, detailed reporting would greatly enhance its impact.

We have taken a proactive and collaborative approach to managing anesthesia staffing. At the end of 2022, our facility transitioned to a CRNA-only model of care, which significantly improved staffing stability while also reducing the overall cost of care. That change has been instrumental in maintaining access and minimizing disruptions.

We review our block schedule on a quarterly basis and intentionally include anesthesia leadership in those discussions to ensure alignment between surgeon demand and anesthesia availability. We have also focused on strengthening relationships through transparent communication, predictable scheduling and mutual flexibility. Ultimately, we believe third-party anesthesia groups must be treated as true partners in operations—not simply as a contracted service—to ensure long-term success and stability.