Becker's ASC Review

15 ASC MANAGEMENT ASC Leaders Share Their Top Goals for 2017 By Eric Oliver As the New Year rapidly approaches, ASC leaders share their top goals for 2017. Judy Harless, Administrator of University Am- bulatory Surgery Center (San Diego): My goals for 2017 are to continue advocacy efforts to pro- tect and enhance our industry, seek out opportu- nities for professional growth and find new ways to improve the experience of our patients and staff. Bruce Kupper, President and CEO of Medarva Medarva Stony Point Surgery Center (Rich- mond, Va.): My goals for 2017 include: • Open the Medarva West Creek Surgery Center as a part of Medarva Stony Point Surgery Center. As far as we can determine, this is the first time that a freestanding ASC — not affiliated with any hospi- tal, health system or for-profit ASC operator — has opened a second surgery center. • Explore other opportunities to partner with physicians in other re- gions of Virginia to develop freestanding ASCs. • Continue to emphasize the value that ASCs bring to the healthcare market, to employers, insurance companies and the patients. • To seek other opportunities for Medarva to provide care in the out- patient space. Steve Corl, Administrator at Mackinaw Surgery Center (Saginaw, Mich.): My goals for 2017 are in- creasing both physician satisfaction and employee engagement, meeting net income, decreasing sup- ply case per volume and increasing budgeted case volume. Keith Smith, MD. Administrator of Surgery Center of Oklahoma (Oklahoma City): Our top goals for 2017 are to eliminate our one remaining PPO contract and continue to expand our outreach to the uninsured and the self-funded community, both savvy buyers of medical care services. John Brock, COO at Lubbock (Texas) Heart and Surgical Hospital: Our top goals for 2017 are en- couraging surgical volume growth and containing medical supply cost. Dennis Gyor, Administrator of Knightsbridge Surgery Center (Columbus, Ohio): My goals for 2017 include: • Keeping labor costs to total net revenue/month at 18.1 percent or less. • Keeping direct supply costs to total net revenue/month at 21 percent or less. • Keeping employee avoidable turnover rate at 3 percent or less. • Keeping ASC overall patient satisfaction score at least a half point higher than national average of 94.5. • Keep employee satisfaction scores in top one percentile of Regent Surgical Health facilities. • Keep physician distributions $500,000 or more monthly. • Increase case volume by at least 2 percent. Debbie Hall, Administrator at the High Plains Surgery Center (Lubbock, Texas): My top goals for 2017 are to decrease supply cost per case and hours worked per case. Labor and supplies are our two largest expenses, so any money saved in these areas will be a positive for the center. n 25 Specialties Where Physicians Report Financial Loss Due to Practice Issues By Laura Dyrda H ere are the percentage of sur- geons who have experienced loss due to practice issues per specialty, based on findings from the Medscape Physician Debt and Net Worth Report 2016. 1. Nephrology: 18 percent 2. Plastic surgery: 18 percent 3. Urology: 15 percent 4. Ophthalmology: 15 percent 5. Orthopedics: 14 percent 6. Ob/Gyn: 14 percent 7. Neurology: 14 percent 8. Gastroenterology: 13 percent 9. Radiology: 12 percent 10. General surgery: 12 percent 11. Dermatology: 12 percent 12. Allergy: 12 percent 13. Pulmonary medicine: 11 percent 14. Family medicine: 11 percent 15. Rheumatology: 11 percent 16. Anesthesiology: 10 percent 17. Endocrinology: 10 percent 18. Critical care: 10 percent 19. Pediatrics: 10 percent 20. Cardiology: 10 percent 21. Oncology: 9 percent 22. Internal medicine: 9 percent 23. Psychiatry: 7 percent 24. Emergency medicine: 5 percent 25. Pathology: 5 percent n

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