Becker's ASC Review

35 GASTROENTEROLOGY 4 ways GI ASCs can thrive in a competitive market By Patsy Newitt T he lowering of the colorectal cancer screen- ing age and the acceleration of the outpa- tient migration leaves gastroenterology ASCs and endoscopy centers primed for growth. ree gastroenterology leaders share tips for ASCs to thrive in competitive markets: 1. Creating cost savings and quality controls Gabriel Ionescu, MD. Gastroenterologist at Wyckoff Heights Medical Center (New York City): ASCs will have to push for more proce- dures by creating cost savings and improving quality controls (i.e., shiing gastrointestinal cas- es to high-volume gastroenterologists with good quality benchmarks records). It is anticipated that lowering the colorectal cancer screening age will be beneficial to the ASCs, as these are younger, healthier patients. 2. Exceeding customer expectations Jason Richardson. CEO of Gastroenterology of the Rockies (Louisville, Colo.): To thrive in a competitive ASC market, ASCs must exceed cus- tomer expectations. Clinical outcomes and safety are table stakes. e community will choose the ASCs that provide convenient scheduling, friend- ly staff, clear communication and punctuality. 3. Strategic recruitment Fray Arroyo-Mercado, MD. Gastroenterology fellow at University of New Mexico (Albuquer- que): I think that ASCs can recruit physicians as professional contractors and also incentivize them with the ability to collect the physician fee for procedures. By doing this, physicians might feel more interested in joining them and be more productive. It is very advantageous because with a 1099 [tax form], we can deduct all of our expenses. 4. Introducing new technology Dr. Ionescu: Introducing new technologies, such as artificial intelligence, will increase efficiency and quality while training extenders to perform simple gastrointestinal procedures. is will add value, especially in underserved areas. Challenges will continue to focus on case triage, retention of quality proceduralists and ancillary staff and sup- ply chain disruptions. n Colorectal cancer cases spike; patients urged to get screenings By Alan Condon N ashville, Tenn.-based AmSurg has urged patients to undergo timely and appropriate screenings for colorectal cancer after it noted an increase in diagnoses last year. In 2021, there was a significant rise in advanced stage colorectal cancer and precancerous growths, called polyps, in adults of all ages com- pared with 2020, according to AmSurg data. The company attributed the increase to patients delaying care during the COVID-19 pandemic. More than 200,000 Americans are reported to have missed colonoscopy appointments since the pandemic began. "If the precancerous or cancerous polyps are removed in time, there is a greater chance of surviving," Regina DeHart, AmSurg vice president, said in a Feb. 24 news release. "Any delay in routine screenings — even by a year — can make a difference in saving someone's life. People can thrive after a [colorectal cancer] diagnosis, but timing matters." Colorectal cancer is the second leading cause of cancer death in the U.S. but is one of the most preventable cancers, according to AmSurg. A colonoscopy is the most thorough screening test for colorectal cancer. n To get the most out of your staff, give them self-improvement opportunities, says GI owner By Marcus Robertson R ajiv Sharma, MD, owner of Terre Haute, Ind.-based Digestive Health Associates and nutritional supplement company Dr. Gut Happiness, joined "Becker's Ambulatory Surgery Centers Podcast" to discuss how owners can hire and retain productive em- ployees. Note: This is an edited excerpt. Question: How do you make sure that your people working remotely are being productive? Dr. Rajiv Sharma: The first thing is, [for hiring] it does not matter where the person lives, and we are seeking talent that's more and more tech savvy. I reward my employees with Starbucks cards or with X, Y, Z gift cards if they do a good job, if they consistently meet the quality standards and they're keeping up on their skills. I always make sure the people that work with me go online and get a Microsoft certificate, or get this or that certificate so that I know they're constantly enhancing their skills. There has to be a model where they're turning some type of tech train- ing into their manager every six to eight weeks. I think those skill sets will make anybody attractive to work with. n

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