Issue link: https://beckershealthcare.uberflip.com/i/1067786
14 Administrator's Corner Why flexibility is a key quality for ASCs today C EO of Arlington, Texas- based Central Park ENT & Surgery Center Ste- phen Blake discussed how the changing healthcare landscape affects his surgery center. Question: What is your strate- gic plan to maintain success in the future? Stephen Blake: I believe that success in addressing the ever-changing healthcare landscape will require organizations to be more nimble, flexible, adaptive and receptive to change than ever before. Organi- zations that are unable to quickly adjust course will be simply lost at sea. Success will be determined by those that can not only control costs, but [can also] win at the cost game and deliver proven quality care with strong patient satisfaction outcomes. Large bureaucratic organizations will be replaced by smaller, better-focused patient-centric entities, especially as technology advances allow critical information to be easily accessible by the masses. ASCs with strong and adaptive leadership will be well positioned to play an important role in the once-in-a- generation opportunity to truly change healthcare for the better. n How a North Carolina-based ASC aims to create value for the healthcare system C EO of Wake Forest Baptist Health Out- patient Surgery-Clemmons (N.C.) Corrie Massey, discussed how her center will continue to grow in the future. Wake Forest Baptist Health Outpatient Surgery Center-Clemmons is affiliated with Deerfield, Ill.-based Surgical Care Affiliates. Question: How do you see the healthcare land- scape changing, and what is your strategic plan to maintain success? Corrie Massey: Healthcare is a dynamic industry — adaptability and responsiveness are critical to success. At SCA, we strive to be the partner of choice for physicians, health plans and health systems to improve the quality, cost and experience of healthcare by providing high-quality surgical care for more than 1 million patients each year. Our innovative partnerships create value for the system and improve patient access to excellent outpatient surgical care at significantly lower cost. Q: What do you see your center doing over the next three to five years to promote strength and sustainable growth? CM: The efficiencies of an ASC — ease of scheduling, robust sup- ply chain, consistent staffing and clinical outcomes — are desirable benchmarks for any healthcare provider. Our goal is to deepen current partnerships in our community, continue to foster growth and visibility of new relationships and improve patient access to more affordable care. n Where ASCs fit in healthcare heading into 2019 A dministrator of Bellingham, Wash.-based Pacific Rim Outpatient Surgery Center Gary Richberg, RN, BSN, MBA, CMPE, CASC, examined the key trends for ASCs today and how his center is promoting sustained growth for the future. Question: How do you see the health- care landscape changing, and what is your strategic plan to maintain success? Gary Richberg: As the economy strengthens, I see the proposed changes in the reform of healthcare to remain unchanged. e single payer push by Democrats and the dislike of that system by the Republicans will keep us where we are at today. at being said, I think the move toward a lower cost delivery system can only be achieved by price transparency on a nationalized level. Again, there are discussions about this, but very little movement by our legislators. My strategic plan to maintain success is to continue to provide a lower cost alternative than hospital outpatient surgical services and to inform surgeons that the use of HOPD over ASCs harms the patient financially. An ASC that has lower infections rates, higher patient satisfaction, better clinical outcomes and lower cost is much better for the patient, healthcare system and the surgeon. Q: What do you see your center do- ing over the next three to five years to promote strength and sustainable growth? GR: One of the things my center is doing is a marketing campaign to the community in concert with the surgeons, which directly markets both the surgeon and the ASC via a social platform and the public transit system. is direct approach keeps any current and future patients and stakeholders aware of the surgical services that the center provides and draws positive attention toward the facility. is effectively promotes that my facility can compete with the HOPD and other commu- nity ASCs, and the community stakeholders become indirect marketers for the ASC. n