Issue link: https://beckershealthcare.uberflip.com/i/411828
45 Executive Briefing: Growing OR Case Volume When planning for growth, analyze new services from a strategic point of view. What are the top three strategies on new service development or new physician recruitment that may fit best in an existing facility to maximize its use in profit? Many profit and loss projections should be developed to identify the most profitable growth strategies. Strategies should be vetted for profitability, contribution to the organization's growth, suitability of the existing space and best strategic fit. Look for complementary services that can utilize existing staff and ORs. After the two or three strategies are identified, create a formal business plan that describes the services and reviews competi- tion, as well as reimbursement and regulatory factors related to the services. Identify key critical success factors along with finan- cial projections. Finally, given the significant changes in the managed care en- vironment in the U.S., narrow networks need to be investigated within the market area. There are a lot of new IPAs and significant direct contracting and accountable care organization activity oc- curring in many areas of the country. This varies by geographic location, but it certainly is a significant trend and will continue to grow. There will be resistance by some employers to maintain wider networks to give patients more choice. However, driving volume to preferred providers that provide good value and quality of care will certainly continue as a trend. Finally, surgery centers have typically only recruited positions due to compliance and regulatory issues. However, bonding the sur- geons at the surgery center with large primary care groups and large group practices will be essential going forward to continue uninterrupted referrals. Most referrals will continue to occur due to a surgeon's professional reputation among referring physicians. However, it cannot be ignored that there is a growing trend toward developing truly preferred providers based again on quality, price and contractual arrangements between providers and provider networks. Managers of mature surgery centers must keep all of these factors in mind as they continue to grow their centers. Not growing means one's business means it will experience financial atrophy. n ASC experts with a background in hospital administration, leading nationally since 1986. Seasoned team of experts in physician-hos- pital joint ventures, physician organization, ASC turnarounds, day-to-day management success factors. Development, reorganization, management and consulting. ASDManagement.com Surgery centers need to offer services that will benefit the physicians' practices and not just the surgery center. They need to provide "glue" to the surgery center that continues to make participation in the center very attractive. 4 key considerations for continued growth 1 How can you differentiate the center from others in the market? 2 What new technologies or services can the center offer? 3 How can the center connect with new physicians in the community? 4 What services can the center offer that also benefit physician practices?