Three takeaways:
1. When Dr. Fawcett sat on a surgery center’s management committee, he noticed the owners didn’t bring all their cases to the facility, despite the financial benefits of increasing the center’s caseload.
2. If surgeons think short-term, they demand short-term incentives, Dr. Fawcett said. “We can’t promise they will get a bigger profit share check at the end of the year. We have to give them something this month. Profits need to be paid immediately if we want it to be a good incentive,” he said.
3. Short-term financial thinking, according to Dr. Fawcett, means looking at the monthly payment instead of total cost. To get ahead, surgeons must look at long-term outcomes.
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At the Becker’s 32nd Annual Meeting: The Business and Operations of ASCs, taking place October 29-31 in Chicago, ASC leaders, surgeons and healthcare executives will explore strategies to drive growth, enhance operational performance, navigate reimbursement challenges and prepare for the future of ambulatory surgery. Apply for complimentary registration now.