This article was written by Simon J. Schwartz, director of marketing and sales for Pinnacle III.
In today's turbulent health care environment, partnering with the right ASC development/management company can make all the difference between aligning yourself with an organization that truly serves your needs and aligning with one that adds yet another obstacle to focusing on what you do best — serving your patients well. Every surgery center is unique, and not all ASC consultants are alike. In this article, Pinnacle III's principals — Rick DeHart, CEO, Robert Carrera, president, and Scott Thomas, executive vice president — not only establish their philosophy that communication is key to a successful business relationship, but also outline how an ASC development and management company should interact with its clients.
Being held at arm's length or reassured that there is nothing to worry about because "we’ve got it handled" doesn't bode well for ASC stakeholders. Physicians, hospital partners (if applicable) and key ASC personnel need a firm grasp of what is actually going on in their center. "Communication, transparency, and total disclosure should be a basic expectation of your development and management company. Far too often, ASC stakeholders feel their financial reports and business information are being held hostage," states Mr. Carrera. When your ASC consulting company implements and facilitates open, routine communication, it runs more efficiently and effectively. This type of hands-on approach positions your ASC for success in an extremely competitive health care market.
"Hold your consulting company accountable," asserts Mr. DeHart. "It's unfortunate when ASC consulting companies hand off the blame to a counterpart in the project. The role of a company like ours is to ensure that when problems occur — and they will occur — they are addressed and resolved regardless of how or why the issue arose." Pinnacle III dheres to the philosophy that its job is to make sure all aspects of the business (financial, clinical and regulatory to name just a few) are attended to in an efficient, cost-effective, well-organized, compliant manner, whether outsourced or not.
At the end of the day your ASC is your small business — something that needs to be recognized by your consulting company. Whether fully physician-owned or joint ventured, the end goal is growth and prosperity. "Efficient inventory management, regular staffing reviews, annual reviews/negotiation of payor contracts and benchmarking of key financial and clinical indicators should be expected of your partner," notes Mr. Thomas. A "cookie-cutter" approach to the ASC market fails time and time again. Each project is unique, and the company your ASC is working with needs to be flexible and willing to change course when necessary.
The old adage about "having skin in the game" no longer applies in today’s market. Your liaison should possess an "all-in" approach, whether they are financially invested in your center or not. The only way a good consulting company progresses is if its clients are successful. According to Milton Friedman, renowned American economist, "The most important single central fact about a free market is that no exchange takes place unless both parties benefit." If your partner in any type of healthcare project isn't dedicated to customer service, it's time to reconsider the value they actually bring to your organization.
Learn more about Pinnacle III.
Related Articles on ASC Management:
40 Benchmarks About Orthopedics in Surgery Centers
Southern New England Surgical Center Praised for Efficiency, Cost Effectiveness
13 Essential ASC Benchmarks & How to Stay Ahead of the Curve
In today's turbulent health care environment, partnering with the right ASC development/management company can make all the difference between aligning yourself with an organization that truly serves your needs and aligning with one that adds yet another obstacle to focusing on what you do best — serving your patients well. Every surgery center is unique, and not all ASC consultants are alike. In this article, Pinnacle III's principals — Rick DeHart, CEO, Robert Carrera, president, and Scott Thomas, executive vice president — not only establish their philosophy that communication is key to a successful business relationship, but also outline how an ASC development and management company should interact with its clients.
Being held at arm's length or reassured that there is nothing to worry about because "we’ve got it handled" doesn't bode well for ASC stakeholders. Physicians, hospital partners (if applicable) and key ASC personnel need a firm grasp of what is actually going on in their center. "Communication, transparency, and total disclosure should be a basic expectation of your development and management company. Far too often, ASC stakeholders feel their financial reports and business information are being held hostage," states Mr. Carrera. When your ASC consulting company implements and facilitates open, routine communication, it runs more efficiently and effectively. This type of hands-on approach positions your ASC for success in an extremely competitive health care market.
"Hold your consulting company accountable," asserts Mr. DeHart. "It's unfortunate when ASC consulting companies hand off the blame to a counterpart in the project. The role of a company like ours is to ensure that when problems occur — and they will occur — they are addressed and resolved regardless of how or why the issue arose." Pinnacle III dheres to the philosophy that its job is to make sure all aspects of the business (financial, clinical and regulatory to name just a few) are attended to in an efficient, cost-effective, well-organized, compliant manner, whether outsourced or not.
At the end of the day your ASC is your small business — something that needs to be recognized by your consulting company. Whether fully physician-owned or joint ventured, the end goal is growth and prosperity. "Efficient inventory management, regular staffing reviews, annual reviews/negotiation of payor contracts and benchmarking of key financial and clinical indicators should be expected of your partner," notes Mr. Thomas. A "cookie-cutter" approach to the ASC market fails time and time again. Each project is unique, and the company your ASC is working with needs to be flexible and willing to change course when necessary.
The old adage about "having skin in the game" no longer applies in today’s market. Your liaison should possess an "all-in" approach, whether they are financially invested in your center or not. The only way a good consulting company progresses is if its clients are successful. According to Milton Friedman, renowned American economist, "The most important single central fact about a free market is that no exchange takes place unless both parties benefit." If your partner in any type of healthcare project isn't dedicated to customer service, it's time to reconsider the value they actually bring to your organization.
Learn more about Pinnacle III.
Related Articles on ASC Management:
40 Benchmarks About Orthopedics in Surgery Centers
Southern New England Surgical Center Praised for Efficiency, Cost Effectiveness
13 Essential ASC Benchmarks & How to Stay Ahead of the Curve