Winter 2018

Vol. 1, No. 4

ASC PHYSICIAN FOCUS Growing Your Distribution


• Developing a Successful Regional Block Program ....................................2

• 4 Reasons to Attend ASCA’s Annual Meeting .................................................2

• How Much to Distribute: Guidance for Making Smart Decisions ..........3

• Tax Reform Analysis: Qualified Business Income Deduction ..........3

• Winning with Data ............................4 • Fee-for-Service Remains Primary Source of Practice Revenue............4

Message from the CEO

If you own or perform surgery in an ASC, you now have new online resources you can use to share the many

benefits of ASCs with your patients and policymakers. These new tools are part of recent upgrades to ASCA’s Advancing Surgical Care website—a site ASCA maintains to provide information about ASCs to the public.

The website now includes a new video that features patients talking about their experience in an ASC, information about quality and patient safety in ASCs, research results that demonstrate the cost savings ASCs provide and a video that answers the question “What Is an ASC?”

Other resources on the site help users locate ASCs in their region, look at legislation the ASC community is backing and talk about ways patients benefit from physician ownership of ASCs.

Visit Advancing Surgical Care at

Bill Prentice Chief Executive Officer

Four ASC physician owners share how they work to increase their distribution, in addition to bringing more cases.

Eric Anderson, MD, Pain Management Specialist, Co-Founder and Owner of Advanced Pain Institute of Texas in Lewisville, Texas: My approach to increasing distribution is quite simple. I call it “R and R.” The first “R” stands for reimbursement. The first thing I look at to increase distribution is review our payer contracts. This is done yearly, and sometimes more frequently than that. There are often sections in the contract that are not reimbursed at fair market rates, and this can be a significant source of uncaptured potential revenue.

The second “R” is resource allocation. If there are unused times available in the facility, how can they best be maximized without increasing fixed costs? For example, if there are three clinical days in the facility, I will recruit a physician and start an additional clinical day. This can be more complex than reviewing contracts, but having good outcomes, running efficiently and having clear expectations for everyone typically will minimize future misunderstandings and maximize the success of all involved.

William Ciccone II, MD, Orthopedic Surgeon and Board President at The Surgery Center at Lutheran in Wheat Ridge, Colorado: To improve the profitability of the surgery center and help increase my distribution in the process, I have worked with my ASC team and our management company to examine our evaluation process of overall expenses. We have better defined the data required to make a reasonable evaluation of ongoing costs. By modifying the expense reports reviewed by our board, current costs can be directly compared to the historical costs. This allows a rapid ability to see where expenses are increasing so that these can be discussed within the time constraints of our board meetings.

Michael Greenley, MD, Ophthalmologist at Lakes Surgery Center in West Bloomfield, Michigan: Bringing every case I can to the center is certainly important to distribution dollars. I also participate in discussions about the cost of my cases. I am always open to making changes to the supplies I use, especially if it supports improving the bottom line. I am motivated to be an active participant in my ASC’s operations because it’s wonderful to come to a center with a main concern to make my experience and my patients’ experiences great. For me, it is efficient and easy to work in an ASC, and all my patients are happy when they leave.

Joshua Siegel, MD, Orthopedic Surgeon and Director of Sports Medicine at Access Sports Medicine & Orthopaedics in Exeter, N.H. (with a new ASC in Auburn, N.H.): I work to be an active participant in my ASC’s operations. This takes many forms. I look for opportunities to diversify my practice and develop new and more efficient ways to perform cases. I also learn new methods and procedures that can be done in the outpatient setting. I support and participate in reviewing and renegotiating payer and service contracts. We generally rebid contracts and do not just automatically renew. We scrutinize every invoice, looking for ways to improve efficiency and cut costs.

At the same time, I welcome taking risks and investing in new equipment and staff training. These investments can help us develop new opportunities, capture more procedures and recruit more physicians. We have worked to build a team of experts in their field, from accountants to attorneys, who help us stay on top of tax and healthcare law changes so we do not miss new opportunities in those areas.

Finally, we work to hire and reward the right people, and do not hesitate to let the wrong people go.



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