Becker's ASC Review

64 Executive Briefing: Endoscopy Center Management The most important growth strategy revolves around a practice's referral base. "Continuously reach out to and increase your refer- ral base," says Dr. Aziz. "That is the main driver of volume. Never underestimate the importance of referring physicians." 6. Waste reduction. Growth is a necessary strategy, but has finite potential. It can be a slow process and eventually a practice will reach the limit of volume it can handle. But, internal strategy can also help combat payment reduction. Cost-cutting, especially in the narrow-margin environment of an ASC, is a crucial maneuver. From scopes to accessories, GI Specialists of Georgia have been working to minimize variation. "We don't need six types of snares, just two," says Dr. Aziz. "Those expenses add up quickly." As variation is reduced and the number of vendors working with the center narrowed, physicians can gain more favorable contracts. "Give more [business] to one vendor and get better rates. We moved to FUJIFILM and this saved us a lot of money," he says. "We get quality scopes at a much better price." Trimming the excess may seem like a simple process, but in a center or practice with multiple physicians preference becomes an issue. Multiple different preferences for scopes, snares and endoclips are inevitable, but unsustainable. "Get physicians on board. It can be challenging, but if it is done in the right way they will be receptive and agreeable to change," says Dr. Aziz. 7. Partnerships. Health systems are not the enemy. Dr. Aziz's practice operated under this assumption when it first began a decade ago and now it has cultivated a mutually beneficial part- nership with WellStar Health System, the dominant system in the area. "I don't see an endoscopy center as an isolated unit. The drive for business comes from the physicians and their relationships with health systems and other groups," says Dr. Aziz. Physicians are encouraged to participate in medical staff activities and work to build open lines of communication with health system executives. The practices' partners have served on the hospital board and Dr. Aziz has been head of the GI department. "These positions have given us the opportunity to build personal relationships with the health system," he says. "I can pick up the phone and talk to the CEO. We have some competing interests, but there are lots of things that we can work together on that are mutually beneficial." WellStar is in the process of forming a clinically integrated net- work and GI Specialists of Georgia are well-positioned; it is un- likely to be shut out in the market. While independence is highly prized, Dr. Aziz has not eliminated the possibility of a joint venture. "We aren't opposed to anything, as long as it doesn't harm our volume," he says. Those that adapt will survive and thrive. 8. Technology. Too much or too little, technology can be a helpful aid or a stumbling block when it comes to healthcare. GI Special- ists of Georgia was an early adopter of EMR and has managed to strike the right balance. The physicians' office switched EMR 10 years ago and the practice's ASC transitioned eight years ago. The EMR, gGastro, is designed specifically for gastroenterology practices. It also interfaces with the practices pathology depart- ment and its clinical software, eClinicalWorks. Dr. Aziz says that once fully integrated into the practice, the technology helped save on labor time and eliminate errors. The practice also has software in place to handle patient collec- tions. "All money that is expected to be paid before the patient comes to the center is collected," says Dr. Aziz. "It has greatly helped our cash flow." Additionally, the software has helped elimi- nate any financial misunderstandings the day of the procedure and reduced the number of patient cancellations. 9. Reputation. Build and maintain a brand in the community. Patient, physician and staff perception shape a practice and en- doscopy center's image, and image is instrumental in maintain- ing and growing business. Satisfied patients will spread the word throughout the community and recommend the practice. Satisfied physicians will continue to bring cases to an endoscopy center, and referring physicians will continue to send patients. "Finally, continually work to maintain positive and healthy culture at the endoscopy center. If the employees are happy and satisfied with their jobs, it shows in their interactions with the patient," Dr. Aziz says. n "I am an entrepreneur at heart. It is a matter of being willing to adapt to the new environment. There will always be patients. The key is to bring them to the ASC." – Dr. Arif Aziz, Managing Partner at GI Specialists of Georgia The Endoscopy Division of FUJIFILM Medical Systems U.S.A., Inc. is much more than a leading provider of state-of-the-art endoscopic technology for the gastroenterology and pulmonology markets. We offer affordable repair service and preventative maintenance agreements for effective and efficient operations. In addition, our Financial Services Team can create the perfect solution for any equipment, facility or expansion requirement regardless of the vendor you choose. FUJIFILM is dedicated to providing innovative endoscopic solutions in the medical field. www.fujifilmendoscopy.com

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