PS: One of the hidden gems is to take a look at your long-stay patients. That was one of the most eye-opening things for the directors when we started coming in on the weekends and we started going floor by floor. You’d see patients here for 120 or 125 days.

The point is this: Think about creating just one additional bed when someone is in that bed for 100 days. You asked earlier what my recommendation would be to a CEO. Start looking at these long-stay cases; we define long-stay as anyone here more than 20 days.

In some instances, it has a lot to do with our partner nursing homes being more willing to take patients from us who were here for a long period of time. In other instances, there were placement issues that were somewhat beyond our control. There were many examples of, “We could always do this next Thursday.” That’s different now. It’s, “Why can’t you do that today or tomorrow?”

PV: Have you done anything in terms of smoothing of elective schedules?

PS: We’ve got a couple of our pediatric subspecialties telling us that they’re very busy Monday through Friday, and they want to start Saturday hours. That’s also happening with some of the adult disciplines. We used to start our operating rooms late on Monday. Monday was grand rounds for anesthesia and surgery; we wouldn’t start until 10 o’clock. We shifted grand rounds to Friday, which was the slowest day of the week from the operating perspective.