Becker's ASC Review

23 ORTHOPEDICS The next growth phase for 6 large orthopedic groups By Alan Condon E ngaging in risk-based contracts, expanding ASCs and ancillary services and capitalizing on the shi of higher-acuity spine and joint replacement surgeries to the outpatient setting are among the biggest opportunities for growth in orthopedics. Six orthopedic practice leaders told Becker's how they aim to grow in the next year: Editor's note: Responses were lightly edited for length and clarity. Bruce Cohen, MD. CEO of OrthoCarolina (Charlotte, N.C.): We are strategically planning to grow our footprint regionally. We continue to look for opportunities that complement our current structure and coverage. A significant focus is on the ability to deliver value-based care and manage musculoskeletal population health. is requires regional growth and coordination. We also continue to grow our current practices to meet the needs of the communities that we currently serve. Finally, we are focusing on increasing our ambulatory surgery access and capacity and optimizing this critical service line. Alex Vaccaro, MD, PhD. President of Rothman Orthopaedic Insti- tute (Philadelphia): We're expanding pretty rapidly. When we think about expansion, we examine a particular geographic location and what the orthopedic landscape is like. Some areas have a great or- thopedic landscape; the communities are being serviced well, they've got great value-based programs and surgeons that buy into that philosophy. If that's the case, we feel that we may not provide further value. We go into places that may be a little bit behind when it comes to innovative value-based bundled payment programs, outpatient ambulatory care services, or there is fragmented care delivery. ose are prime markets we think are appropriate to expand into. Frank Aluisio, MD. Physician President of EmergeOrtho Durham, N.C.): I see us potentially adding small groups into the fold without diluting leadership and also managing small groups either alone or in conjunction with other large groups. North Carolina is a certificate of need state, so you can't open ASCs easily. ere have been attempts over the past decade to get rid of CON legislation, so hopefully some- thing will change soon. If that happens, we'll certainly expand into more ASCs. But right now we plan on doing a lot of our expansion through orthopedic urgent care and physical therapy facilities. J. Bryan Williamson, MD. Medical director of OrthoLoneStar (Houston): We are planning to grow and expand access to our services through opening additional sites of service, bringing on new providers, expanding into adjacent geographies and adding integrated treatment options. We will launch orthopedic bundles and institute value-based pathways. We plan to create a workplace environment for our employees and orthopedic partners that puts the patients' interests first. Nicholas Grosso, MD. President of the Centers for Advanced Orthopaedics (Bethesda, Md.): We will be implementing our first risk-based contract through Maryland's Episode Quality Improve- ment Program and aim to sign one to two more risk-based contracts by the end of 2022. We will continue to build and invest in the infra- structure needed to succeed with risk-based contracts. is will not happen overnight, but we are prepared for delayed gratification as we make this exciting transition. Ed Hellman, MD. President and Interim CEO of OrthoIndy (Indianapolis): Clearly we need to develop and expand our outpa- tient strategy because just like the community hospital down the road, procedures are going to move out of the hospital to an ASC. We need to have those ASCs positioned in the community where we can serve patients close to home, efficiently and with a positive margin as we move out of the hospital. at's likely our biggest potential for growth. We're looking at a hub-and-spoke model. I think having clin- ics that are closer to home that can provide services where patients live and work and bringing only the higher-acuity procedures to our main hospital location makes the most sense. n Spine practice in Walmart stores grows patient visits 100% in second quarter By Alan Condon T he Back Company, a spine care franchise from Brent- wood, Tenn.-based IMAC Holdings that launched in Walmart stores, reported more than 100 percent visit growth compared to the first quarter. "Our team's effort is evident as we continue to improve systems to support our doctors that delivered over 6,500 visits this calendar quarter," Jeff Ervin, CEO of IMAC, said in a June 30 news release. "The Back Space growth for the second quarter will be a springboard to material revenue during the second half of the year." The company provides chiropractic adjustments and other spine care services. It plans to triple its store count by add- ing at least 20 clinics in the next year, with more locations over the next three years. The new locations will be a com- bination of corporate and franchise facilities. Services are priced at $25 per treatment, with member- ships available for $65 per month, in addition to family and wellness plans, according to the company. The Back Space locations offer both walk-in and appointment- based treatments. "We have the ability to leverage a competitive advan- tage in a $20 billion industry that will efficiently utilize capital to increase storefronts quickly through franchis- ing," Mr. Ervin said. "Our pilot allowed us to develop our technical infrastructure, refine the services and messag- ing and implement the infrastructure needed to launch the franchise program." n

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