Becker's ASC Review

40 Gastroenterology when combined with interventions such as FNA, these procedures demonstrate your cen- ter has enhanced capabilities and can be highly profitable if enough demand exists. BC: Our center has added hemorrhoid banding as a new service line. DG: Some endoscopy centers have used addi- tional procedures besides upper endoscopy and colonoscopy in order to boost profitability. One example of this is hemorrhoidal banding, which can be done in a relatively short period of time and can dramatically increase endoscopy center volume. DJ: Clearly there are services which can help prof- itability. Internal programs which drive endos- copy include quality improvements for adenoma detection, hence more polyp surveillance patients. We have used our post-colonoscopy discussion with patients who have hemorrhoids to open a brief dialogue by asking "Do they bother you?" Amazingly, when asked, a striking percentage of patients will reply affirmatively and this leads us to bring them back for sequential hemorrhoid banding (typically three sessions). These ancillary procedures are extremely safe, effective and add increased profitability. Practice profitability has also been enhanced by adding ancillary service lines such as pathology, anesthesia and infusion services. How long these will remain as ancillary options however is quite uncertain. Q: How can marketing help improve en- doscopy center financial performance? DJ: External marketing of the practice is typically underutilized. This should be profiling the prac- tice around quality metrics, specifically comparing data on effectiveness (e.g. adenoma detection rates) with national benchmarking registry participation (e.g. GIQuIC). This type of information needs to be highlighted to emphasize the quality of the practice, ever more important as patients become more involved in the selection of where they will have these services provided, as well as payments redirected to high quality delivery centers. Additionally, physicians typically underestimate the power of the websites for their practices and need for marketing their quality to patients via this platform. Most all businesses with annual revenue of $10 million or more have a full time person de- voted to media relations and marketing. Physicians are woefully naïve however, and clearly need to take note of the potential impact of enhancing web pres- ence as well as monitoring their online reputations. Q: What advice you have for endoscopy center physicians trying to attract new physician partners this year? BB: The decision to take in a new partner has become more complex in this environment. Downward pressures on technical and physician fees require continuous effort to maintain and extend referral bases. Selling points for recruit- ment of new physicians might include adequate availability of morning block time, maintaining state-of-the-art equipment and accessories, en- suring that fair market value calculations are al- ways utilized in calculating buy-ins and that the ROI is reasonable. BC: Potential new physician partners are inter- ested in knowing how much support they will receive until they can build a practice, and how soon they can become an equal partner. Maximiz- ing the former while minimizing the latter will at- tract many qualified applicants. DJ: Practices which understand local politics and evolving market forces will be in the best position to attract new physician partners. Fur- thermore, those with evidence of high quality, efficient, low cost provision of care will be in the best position to sustain and/or thrive in the new environment. n Your Partner in Fracture Fixation We recognize the challenges Ambulatory Surgery Centers face, which is why Acumed develops comprehensive and competitively priced fracture fixation products for you. Providing educational training, resources, and ongoing support, Acumed offers value-based solutions to help your surgery center thrive. To find the right Acumed solution for your facility visit: go.acumed.net/asc-2

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