tion to the prospect before I person- ally approached the doctor.” Morris says her ASC works with

many multi-practice doctors’ offices. Whenever practices add new physi- cians, she reaches out right away. “We want to get them credentialed at our ASC as soon as possible to create an immediate connection.” Whenever you credential new phy- sicians, roll out the red carpet, Griggs advises. “You want to give physi- cians and, if possible, their schedul- ers a complete tour of the facility. Our administrators and directors of nurs- ing lead the walkthrough. They speak about capabilities and learn about phy- sician needs. We make it clear to new physicians that we understand what they desire out of a facility and are pre- pared to give it to them.” While physicians are a great source for recommendations, they are not your only potential source. “If you get on really good terms with schedulers, you can learn a lot of helpful informa- tion from them,” Morris says. “Pick their

brains on any physicians not

bringing cases to your ASC. Try to find out what those physicians may need to get them in your door.” Freed says she learns valuable information from vendors. “If they are coming here, they are likely going everywhere else in our community and know what is happening at other facilities. We have developed strong relationships with our vendors, which helps open lines of communication even on topics like recruitment.” Do not overlook your staff as poten- tial resources, Morris advises. “A lot of folks do not realize how helpful new staff members can be, especially when they come to you from a hospital or another ASC. Ask if there are unhappy doctors you may be able to recruit more easily and which doctors are the best ones that you should try to add.” It does not hurt if you have equity

to offer new physicians, Griggs says. “In my world, equity is always avail-

Loyalty is Continuously Earned The work you put in to recruit new phy- sicians should be matched by the work you put in to keep them, Griggs says. “So much heavy lifting is involved in adding one new physician. The last thing you want them to do is have a bad experience and leave.” Try to treat physicians already on your medical staff the same way you would treat physicians you recruit, Freed says. “Always view your physi- cians as new additions and wonderful assets. Do not be a salesman who wines and dines new physicians but once they come on board, you deal with them like they have been with you forever. If you take them for granted, they will go to another facility that does not.” She says the staff at Coral Gables

Surgery Center does whatever it can to make bringing cases to the ASC as easy possible. “We strive for fast turnover times and few barriers to admission. We

Always view your physicians as new additions and wonderful assets. . . . If you take them for granted, they will go to another facility that does not.”

—Maria Freed, Gables Surgery Center

able for the right physician with the right case mix and volume. When you can offer equity, that is a way to attract physicians and gain a higher level of attentiveness and engagement.”

secure authorizations quickly. If a phy- sician’s office is struggling to obtain an authorization, we will step in and help. We act hungry. That responsiveness to physician needs, especially for those who work at inpatient hospitals or larger systems and do not typically receive such personal attention, is a real eye-opener.” To help retain physicians, Surgicare

of Wichita conducts an annual physician satisfaction survey. The survey asks phy- sicians to rate their experience in several areas, such as turnover time and staff competency, and to provide feedback on their experience at the ASC. “We

hold a managers’ meeting

along with our medical director to dis- cuss the results,” Morris says. “We identify the top issues we feel like we can improve on and then speak with our physicians about where they would like to see changes in those areas. “We want to make sure we are

always meeting their needs and find- ing out how to improve their experi- ence with us,” she continues. “The easi- est thing to do is retain physicians. You just need to work at it. You also need to make sure your staff are happy. Happy staff keep doctors happy.”


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