Becker's ASC Review

55 ORTHOPEDICS and primary care physicians, so we can collaborate more easily on one tax ID and engage, not only health plans, but self-insured employers to move the needle in risk-based payment programs. Given TCO's track record with the Excel program, we're in a really great position to execute on those types of models. e fee-for-service model is not working. If we're going to bend the cost curve in healthcare, there has to be more emphasis on risk-based payment models, and we plan on leading the way in that. We don't want to be in a situation where the market is dictating that upon us — we want to help build those models and embrace them. Q: You became CEO of Twin Cities Orthopedics at a turbulent period in October 2020. How are things at Twin Cities Orthopedics looking now, compared to 18 months ago? How have your core focuses evolved? AJ: Transitioning into the CEO role when we were fighting through a pandemic and consolidation of business operations with furloughs was a challenging time for all of us. I'm proud of how we weathered the storm because we came out of it as a stronger organization. It made me and my team better leaders and made our employees more resilient, and that's paying dividends today. Our primary focus is always patient care, but that fueled growth for us. We've had more growth opportunities thrust upon us in the last 18 months than we've had in the last 10 years. Growth breeds growth, and we're at a point now where we've got many opportunities we're considering. We're looking outside of Minnesota. You're seeing other orthopedic groups looking at growing regionally and even nationally. We expect to be the local orthopedic provider of choice, and that will evolve into a regional play for us as well. Never take your eyes off the core goal, which is patient care, but we plan to continue to grow TCO and the brand so we can take the excellent care we're providing to our current patients and bring that to new patients in other markets. n Texas spine surgeon defending himself from 'Dr. Death 2.0' allegations By Carly Behm A Texas spine surgeon is speaking out about inconsistencies in a lawsuit set to go to trial in October, The Fort Worth Star-Telegram reported Aug. 8. In 2019, Lesa Swanson alleged Anil Kesani, MD, misplaced four of six screws in her back during a 2017 surgery and that they went directly into her nerves. The complication is common and was corrected within 24 hours, Dr. Kesani told the Star-Telegram. Ms. Swanson alleged she had symptoms after the second surgery and couldn't feel in parts of her right leg, the report said. She is seeking more than $1 million in damages. The lawsuit said Ms. Swanson wasn't able to return to work because of the surgeries. However, Dr. Kesani's lawyer, Casey Campbell, said Ms. Swanson traveled by plane at least 17 times since her surgery and initially lied in her deposition. Mr. Campbell and his team also found surveillance footage showing that Ms. Swanson did activities she claimed she couldn't, including driving long distances and carrying heavy objects. "She is in much better shape after Kesani's surgery than she was in before," Mr. Campbell told the Star-Telegram. "It's frustrating she got the outcome she wanted, and she is still suing because there was this complication that Dr. Kesani corrected." The lawsuit affected his private practice and family, the Star- Telegram reported. He saw fewer patients and no longer got referrals. His wife, dermatologist Shaily Kesani, MD, said he was also denied a mortgage, and she had to apply for it instead. "The amount of stress it caused on us was inexplicable and trying to raise a young family all while being branded Dr. Death 2.0 is just so devastating," Dr. Shaily Kesani told the Star-Telegram, referring to the former neurosurgeon accused of harming dozens of patients, Christopher Duntsch. n How 4 spine practices recruit and retain staff By Alan Condon S oaring inflation, a rising physician shortage and workers leaving the healthcare industry because of the COVID-19 pandemic are some of the factors making it difficult for orthopedic groups, hospitals and ASCs to recruit and retain top-tier clinical and administrative talent. Four spine surgeons share their strategies for recruiting and retaining quality staff in a challenging healthcare labor market. Question: How is your organization recruiting and retaining staff in today's challenging healthcare labor market? Louis Levitt, MD. e Centers for Advanced Orthopaedics (Bethesda, Md.): We are blessed to be geographically surrounded by top medical institutions such as Georgetown University, George Washington University, Howard University in Washington, D.C., and more. Many of our physicians are university-affiliated, so they are continuously interacting with talented residents. is enables us to recruit young physicians, particularly those who do not want to be employed by a hospital or corporation and are drawn to the private practice model of care. Because we are a truly independent private practice organization, we appeal to this population of physicians who desire the independence

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