Becker's ASC Review

37 Thought Leadership 5 keys to ASC leadership success: Q&A with Shane Ricks By Patsy Newitt Establishing interdependent leadership is critical to achieve growth, according to Shane Ricks, RN. Mr. Ricks is the administrator of Millennium Surgery Center in Meridian, Idaho. He spoke with Becker's ASC Review on the four important levels of leadership in an organization. Question: What is the ideal leadership model for an ASC? Shane Ricks: Interdependent leadership. Interdependent leadership is about mul- tiplying the power and resources of all four interrelated levels of leadership in an organization — self, people, team and organization — to achieve optimal energy and performance and accelerated business growth. 1. Self leadership: the ability to clearly see and choose to positively influence self and, consequently, others and situations, regardless of outside negative influences 2. Proactive accountability: igniting self-responsibility and self-motivation 3. Coachlike engagement: inspiring others' growth, energy and performance 4. Interdependent collaboration: accelerating team performance by mitigating weaknesses, mistakes and failure through the use of team strengths 5. Transformative innovation: radically evolving customer-centric solutions to ensure lasting customer loyalty and continuous business growth. n How ASCs can remain competitive today By Patsy Newitt F or Tracy Helmer, administrator of Seven Hills ASC in Henderson, Nev., remaining competitive requires becoming a master of a few specialties rather than a "jack of all trades." Five ASC leaders spoke with Becker's ASC Review on how they remain competitive. Jay Raifman. Administrator of South Shore Ambulatory Surgery Center in Lynbrook, N.Y.: Simply provide the most available block time, superbly trained (in bedside manner and skill set) staff and a state-of-the-art facility. This scenario is conducive to attracting surgeons, as well as their patients, and of course the out- comes thereof. Tracy Helmer, BSN, RN. Administrator of Seven Hills ASC (Henderson, Nev.): We take a close look at the specialties that we consider our niche and find ways to be the best provider for that niche. Many centers want to "do it all," and we have chosen to do a few specialties very well and let the other places try to capture ev- erything. We do not subscribe to the old adage of being a "jack of all trades and a master of none." We want to be masterful at the special- ties that we choose to provide. Georgianne Maxwell. Administrator at Salem (N.J.) ASC: To remain competitive in today's ASC market, the entire process must be better and do better than the rest. ASCs must continu- ously evaluate and improve patient wait times, incorporate current anesthesia practices that allow a quicker recovery from the anesthetic and, most importantly, every patient should be treated with care and respect so that they would choose the ASC in the future. Helen Dickson, RN. Administrator of Premier at Exton (Pa.) Surgery Center: Pennsylvania has so many archaic regulations that prevent all of us from growing our service line. We will continue to lure new physicians to expand the volume. Marcia Ann Mims Coppertino, MD. Direc- tor of Coppertino and Associates Consult- ing Group (Beverly Hills, Calif.): Trim the fat. Shutter non- or low-performing departments. Review the current status of expectations for fu- ture growth and renegotiate written terms, and, finally, examine plans for progressive programs and implement them! n How the payer market could change in the next 5 years By Patsy Newitt M ark Reinford predicts consolidation amongst big payers and consolidation in fee schedules in the payer market in the next five years. As the coder and credentialer for Keystone Urology Specialists in Lancaster, Pa., Mr. Reinford spoke with Becker's ASC Review on his bold predictions for payers. Question: What are your predictions for the payer market in the next five years? Mark Reinford: I see more consolidation with the big payers. I predict Aetna, Cigna, UnitedHealth and the Blue Cross Blue Shields garnering more market share as they diversify their offerings both in the standard commercial market and their "boutique" — for lack of a better word — markets. They will also try to corner as much through the Affordable Care Act markets as possible. I do not see much relief cost-wise for the average consumer, as the deductible/out-of-pocket amounts will rise. While I would love to see "Medicare for All," I think we may start to see some consolidation in fee schedules in some areas moving toward single-fee schedules versus multiple-fee schedules. n

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