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Next, you must get buy-in from all your key stakeholders, includ- ing physician users and partners, employees and your hospital part- ner, if applicable. New service lines are challenging to implement, and to be successful, you need to have all hands on deck. Once you have every- one’s attention, think about and dis- cuss issues such as: ■■


whether your facility has the capacity to accommodate a new service line;


■■


whether your new service line will adversely compete with any sister facilities and/or your hospital partner;


■■ ■■ ■■


whether it will require any additional staff or staff with a different skill set;


whether you will need to purchase any special equipment or lease; and


how you will pay for it or if you will finance it.


Only with a crisp understanding of fixed and variable expenses will you be able to accurately calculate your breakeven point through an analysis of the number of cases you will need to perform to sustain the incremental costs you will incur as a result of the new service line.”


—Kelly Barker, USPI


Also, understand the anticipated incremental volume. Will two rooms be needed? Will additional block time be requested? What metrics will you use to measure patient experience with the new service line? Finally, it is critical to document and


follow the process for adding a new ser- vice line as per your medical board poli- cies. Establish a road map for implemen-


tation involving a business plan, a budget and a cash flow projection. Assign indi- viduals to implement each task. I will share more at ASCA 2019. Hope to see you there.


Kelly Barker is the senior vice president— controller of US operations at United Surgical Partners International in Addison, Texas. Write her at kbarker@uspi.com.


ASC FOCUS MARCH 2019| ascfocus.org


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