1. Build the right governance. The physicians should be in control of their environment and have input on decisions made about the center. “At our board meetings, we really ramp up our information,” said Mr. Rosenbaum. “We show average charge and collection for procedures, payor mix and monthly volume. We let the physicians compare their numbers at the meeting and if they see someone else is doing better than them, they work hard to grow their business because they are competitive with their peers.”
2. Stop losing money on implants. Surgery centers must benchmark the cost of implantable devices against other ASCs to make sure they’re getting the best prices, Mr Zasa said. It’s also important to watch for price increases on implants, he added. “Some of these companies will do several percent increases twice per year,” he said. “This goes on all of the time, and it ends up being a 10-12 percent increase.” He said surgery centers must monitor their costs or they will end up paying more for implants without realizing it.
3. Host scheduler luncheons or happy hour at the ASC. “This is an opportunity to build a relationship or a stronger relationship between the physician’s and ASC staff,” Mr. Rush said. “The physician’s team will get to experience the center’s qualities and learn more about the appropriate cases and payors, as well as feel a part of the surgery center. If there have been difficulties in the past it may be necessary to visit a surgeon’s office, review past schedules to identify missed cases and educate the physician’s office as to why the case would have been suited for the ASC.”
4. Perform case costing. Mr. Zasa advises ASCs to prepare an analysis of their top three most costly procedures. “Do it on a per surgeon basis to compare them against their peers,” he said. “If possible, obtain benchmark data. The hope is that you can change behavior so that there is standardization on supplies and implants.”
5. Pursue accreditation. To prepare for an accreditation survey, obtain the proper handbook, conduct a self-assessment and identify what needs to be put in place to address standards, Ms. Vinson said.
Pay close attention to commonly overlooked chapter topics, such as providing appropriate patient privacy, compliance with CMS requirements, credentialing and privileging, peer review programs, food services and designated and qualified healthcare professional, she said.
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