Monthly Archives

February 2017

ASC Front Office

Creating Financial Accountability with Your ASC Front Office Personnel

By | ASC Management | No Comments

One of the most challenging aspects of running a surgery center is eliminating claims processing errors and denials.  These issues lead to delays in reimbursement and decreased revenue.  When it comes to claims processing errors and denials, there are several items your front office can control.  ASC administrators can prevent many of these errors by establishing financial benchmarks that track front office performance.  Implementing these benchmarks will demonstrate to your staff how these controllable factors go a long way toward maintaining healthy reimbursement for your ASC.

To accomplish this, ask yourself the following questions:

Are you tracking registration data entry errors that cause claim denials?

An incorrect insurance address, inaccurate insurance provider, forgetting to include the subscriber date of birth (if subscriber is not the patient), and entering the wrong patient ID number create claim denials.

Review data entry errors with personnel responsible for patient registration.  Most patient accounting systems contain audit mechanisms that allow you to track field updates by user. Encouraging staff to methodically enter data, then double-check their work typically improves accuracy.

Are you tracking denials based on no pre-authorization?

Many payers have pre-authorization requirements for various procedures.  If pre-authorizations are completed prior to the date of service, payers will deny the claims.  

Review denials that occur for this reason with your front office staff.  Ask them to determine why pre-authorizations were not obtained to identify process issues.  Most insurance providers outline pre-authorization requirements on their websites.  Ask your staff to access these websites to review pre-authorization requirements.  They can print this information and place it in a resource binder for future reference.  Consider having your team develop a flow sheet identifying your facility’s top CPT codes, top insurance providers, and corresponding pre-authorization requirements.  These tools will be an invaluable resource.

Are you tracking time of service collection of co-pays and deductibles? Have you outlined expected time of service collection goals?

It is now standard practice for ASC front office personnel to collect co-pays and deductibles at the time of service. 

Set goals for upfront collections and track progress towards those goals.  Share monthly reports with your front office to review any co-pays or deductibles that were not collected.  Determine what types of actions, if any, can be implemented to increase time of service collections.  

Are you tracking whether supporting documents needed for claims processing are provided in a timely manner?

Set benchmark due dates on documents such as operative notes, implant invoices (when applicable), and pathology reports.  Track monthly documents that are not available on the due date. 

Work with your staff to determine why set goals are not met and identify how they can reduce the frequency of late documents.

Is your front office routinely receiving updates on insurance changes such as new contracts and sample cards?

When evaluating trends, you may discover failure to achieve established benchmarks ties back to outdated information.

Many payers have comprehensive information on their websites regarding benefits.  They often display sample insurance cards to assist providers with proper identification of patient plans.  Best practice is for your front office to maintain up-to-date payer information in a resource binder (paper or electronic, whichever works best).  If you maintain sample insurance cards on patients you’ve treated in your ASC, be sure to redact patient-specific information to remain HIPAA compliant. 

Set benchmark goals to track the above-mentioned items, then meet monthly with your front office staff to review these measures.  Identify trends. Encourage open discussion regarding benchmarks, errors, and denials, to help your staff understand how their role affects the health of your ASC.  Provide additional training when warranted to create a work environment where your staff can succeed.  Keep them engaged by asking for suggestions on best practices to optimize their efforts.  Celebrate their successes and enjoy watching your ASC thrive!


Kelli McMahan – Vice President of Operations

ASC Revenue Cycle

Assessing the Health of Your ASC’s Revenue Cycle through Benchmarking

By | Revenue Cycle Management | No Comments

Carol Ciluffo, Vice President of Revenue Cycle Management for Pinnacle III, is featured in an ASC Focus column. ASC Focus is the official magazine of the Ambulatory Surgery Center Association.

The article, titled “Benchmark Your Revenue Cycle,” is published in the February 2017 issue.

Carol discusses the following topics in the column: the importance of monitoring revenue cycle health, various benchmarks ASCs can consider tracking, how benchmarking can identify opportunities for improvement, and the need to embrace benchmarking results.

To access the article, click here (ASCA membership required).

For more ASC revenue cycle management best practices, please visit some of Carol’s original posts in our blog:

Benefits Approval in ASCs: Pre-Authorization & Pre-Determination Vastly Differ

Billing Solutions: Forensic Collections – Lost Revenue Found

Put the “Revenue” in Revenue Cycle Management from Your Most Important Source: Your Patients

To Audit or Not to Audit – That is the Question

Implant and Supply Reimbursement Blunders Nearly Every ASC Commits

Lockbox Banking

Is Lockbox Banking Right for Your ASC?

By | Revenue Cycle Management | No Comments

Do you receive payments in the mail from your patients?  Are these payments deposited the same day they are received?  Do you have enough staff on hand to properly process these receipts and adhere to best cash handling practices?  How much time does it take your staff to file or scan the payment documentation that needs to be retained?  If you are struggling with any of these issues, lockbox banking may be a benefit to you.

Lockbox banking is a process in which patients submit payments to a special post office box instead of to your ASC.  Your bank has couriers pick up mail from that box and deliver it to them.  Bank personnel open the mail, scan, and deposit the payments directly into your bank account.  You obtain earlier access to your money and are provided payment information in an electronic format.  These paperless files are then used to post information to your patient’s accounts.

There are pros and cons to consider before proceeding with a process change.  Here is a list of advantages and disadvantages that may help you determine if this payment processing strategy is right for you.

Advantages:

  • Earlier access to your money (typically one to three days)
  • Streamlined payment processing
  • Payments retrieved directly by the bank, reducing possibility of office theft
  • Bank scans all documentation directly into your account
  • Customized remittance processing designed to meet your needs
  • An evolving service that adopts new, improved imaging technology
  • Lockbox location can be chosen close to your facility to shorten mail and receipt time
  • Frees up office resources to handle other tasks

Disadvantages:

  • Service fees
  • Quality of training and supervision of lockbox bank employees

How do you decide if lockbox processing is right for your office?

  • Perform a time study on your in-house payment process and the associated process costs (staff, supplies, check scanners, mileage/liability for in-person deposit deliveries).
  • Quantify the number of payments and associated payment documentation you receive.
  • Calculate the value of your average payment received via mail.
  • Compare the costs of your current in-house process to your lockbox processing option.
  • Determine if the fee is negotiable.
  • A high volume of small payments may not be worth the cost.
  • Compare the cost of the service to the benefit of earlier access to funds.
  • Confirm the bank’s security policies to guard against the potential for theft internally and by third party courier vendors.

By performing due diligence, you will be able to determine if lockbox bank processing will create efficiencies in your front office and safeguard vulnerable ASC receivables.  This includes freeing up valuable staff resources, eliminating manual processes, and tightening security of the payment receipts.  At the very least, it is worth exploring the opportunity.


Carol Ciluffo – Vice President of Revenue Cycle Management

ASC Managed Care Plans

What Golf Can Teach Us About Dealing with ASC Managed Care Plans

By | Payor Contracting | No Comments

By now, those of us in the ASC industry have all encountered situations where some payors do not reimburse separately for implants. This payor approach to reimbursement for high ticket items can be difficult to navigate.  Recently, I realized scheduling these patients at our facilities lends itself to a golfing analogy.

How so?  First, these cases come with a handicap.  Second, handicaps allow golfers of varying abilities to indulge in fair play. Third, polishing your drivers improves your game.  The key takeaway – you must keep score to improve your game.

Calculating Handicap

In golf, a handicap essentially signifies the number of strokes above or below what a first-rate player would normally need to achieve the desired goal (standard) on a particular hole or golf course.  A skilled golfer will count their strokes to gauge their success against the standard.

When your facility is faced with a managed care provider that does not reimburse for implants separately, it also needs to assess its handicap. Identifying the standard reimbursement for the procedure is essential to determine your handicap.  Consider all variables – costs and reimbursement by case type, for example – to warrant the best chance of obtaining your desired compensation goal.

Handicaps are based on recent play and are subject to change over time.  Similarly, it makes sense for your ASC to routinely weigh the current costs of implant(s) against expected reimbursement. When sufficient surplus is not present to cover projected costs, notify the physician immediately.

Like calculating handicap, there are easy ways to go about calculating costs and projected reimbursement. The adage “you can’t manage what you don’t monitor” applies here.  Measuring each case’s costs against anticipated reimbursement is part of improving your handicap.

Fair Play

Handicaps allow golfers of varying abilities to compete against one another on somewhat equal terms. In essence, it levels the playing field.

Prioritize scrutinizing costs and reimbursement on cases with significant implant costs. These costs may not be covered in overall bundle reimbursement methodology which can negatively impact your ASCs revenue.  Educating your physicians about proper case selection when they choose to schedule at your facility is fair play.

You Must Polish Your Drivers

Avid golfers will tell you polishing your drivers should be a regular part of your maintenance routine.  Preparing your drivers protects your investment and increases the possibility of improving your game.

Along the same lines, if you prepare your surgery center’s drivers, your physician owners will understand the potential financial benefits and issues that occur with their implant-intensive cases.  Doing so creates a higher likelihood of protecting their investment. 

You Must Keep Score to Improve Your Game

Ultimately, you want to improve your game. To do that, you need to keep score.  In this sense, think of scoring as receiving the reimbursement necessary to cover the costs of, and provide for, a reasonable margin for a specific surgery.  Track surgeries that do not meet this standard. This data can assist you demonstrate to payors how certain cases do not meet your expected margin. You can improve your score through evidence-based negotiations.

Conclusion

In summary, scheduling patients associated with plans that do not reimburse for implants separately can be tricky. Ensure you are tracking case costs and reimbursement, routinely educating physician users, and adjusting for challenges. This is not only necessary to improve your game, it is essential for fair play.  


Dan Connolly – Vice President of Payor Relations and Contracting

surgeon recruiting

Become A Surgeon Recruiting Master for Your ASC with these Sales Tips

By | ASC Management, Leadership | No Comments

The recruitment of new physicians to an existing ASC is an essential component of surgery center management. Most ASC administrators are not trained sales/marketing professionals, nor are they supported by a sales force. Here are some tips I have found helpful as I’ve become self-trained in this area over the years.

Identifying potential new surgeons

  • Determine if they meet the criteria your board of managers has established for physicians in your center. Please see my previous blog post for a list of criteria to consider in vetting new surgeons.
  • Be aware of new surgeons moving to your area. Ask your current physicians and the manufacturer representatives who frequently visit your facility to alert you when new doctors enter your market.  Periodically review the list of newly licensed physicians who have recently moved to your area.
  • If your ASC is in a joint venture relationship with a hospital or health care system, work closely with their business development, marketing, or physician liaison team to identify prospects.
  • Target physicians who are unhappy at their current center. Disgruntled physicians oftentimes express their dissatisfaction in their current center’s ORs, hospital ORs, or hospital locker rooms.  You can often garner this information from the representatives mentioned previously, your existing surgeons, or your anesthesiologists who encounter them in these environments.

Setting yourself up for success

Once you have identified a single physician or a group of physicians as prospects, it’s time for the sale. Don’t be afraid of that word.   We’ve all engaged in sales.  At the very least, you sold yourself to your employer to secure your job.  Selling your facility is not that different.  Forge ahead – call the physician’s office and arrange a time to meet with them.

  • Determine what your objective is for the meeting. Is it getting the physician to the ASC for a tour?  Or securing the physician’s agreement to complete a credentialing packet?
  • Research your prospect to learn anything you can about them. Where did they go to school? Where did they train?  What procedures do they perform?  Do they have any dislikes?  If so, what are they?
  • Identify your needs and anticipate their wants. For example, you know you want them at your center, but can you accommodate their preferred day and time.  Determine how to deal with these kinds of scenarios ahead of time and be prepared to present options.
  • Determine what information you need to bring to the meeting. If you have specific information regarding a program you offer, bring that with you to present if afforded the opportunity.  When you have someone on your team who knows a lot about the surgeon’s specialty and will assist in closing the deal, bring them with you.
  • Know your competition. What will other centers be able to offer them?  What were they unhappy about elsewhere?  Prepare to address these topics in a subtle way.
  • Be aware of any previous history between this physician and your facility, or any stakeholders in your facility. Prepare to address these issues.
  • Think win-win. You must bring value to your facility, the physician, and the physician’s scheduler(s).  A one-sided relationship will never work.

Delivering what you promised

Let’s say you’ve identified your prospective surgeon(s) and had a successful meeting with them.  You were so successful, in fact, they are now scheduling cases at your center.  Now you need to ensure your team delivers what you promised.

  • Educate and empower your staff. Brief your staff on the physician’s expectations and what you promised.  Perform a dry run of the surgeon’s cases if you think it will assist the staff provide outstanding customer service.
  • Ensure the physician’s preference cards are correct and everything needed is present, including properly sized scrubs and gloves.
  • Make sure you are in the facility as the physician arrives for their first day. Welcome them, thank them for being there, and follow up with them at the end of the day. These are best practices to maintain for all your doctors every single day.
  • Attempt to schedule them with a consistent team.
  • Communicate, communicate, communicate!

Winning over the schedulers

Lastly, when recruiting new surgeons to your ASC, avoid underestimating the power of their scheduler(s).  I’ve been in many surgeon’s offices where the scheduler determines where their surgeon will perform a case.  I’ve spoken with numerous surgeons who’ve told me they go where their scheduler tells them to go. You must win their schedulers over!

What do schedulers want?

  • The path of least resistance. A full offering of managed care plans allows them to readily determine what procedures and/or surgeries can be performed at the center. And, if the physician has a set block time available, it’s easier for the scheduler to offer specific days to their patients.
  • We all want to do business with people we trust and like. Schedulers are no different.  They like people with “can do” attitudes.
  • They want to schedule at the time they call. Oftentimes the patient is standing there when they are making appointments.
  • They do not want to be put on hold. If this is unavoidable, ensure the hold time is short.
  • Little to no paperwork. We need information from the physician’s office but the process for exchanging information should be streamlined.

The best advice in recruiting new surgeons is to maintain open lines of communication among all parties.  This allows you to capture wants, needs, and dislikes.  Once you have this information, you can work toward creating a situation that satisfies everyone’s needs.  Your surgery center will be the preferred place of choice and you’ll be happy you created this environment from day one.


Robert Carrera – President/CEO

Ambulatory Surgery Center Associations

The Importance of State Ambulatory Surgery Center Associations

By | ASC Development, Leadership | No Comments

Involvement in your state surgery center association is crucial to the vitality, longevity, and success of your ASC.  Perhaps my personal story will demonstrate why.

I am a proud, active member of the Colorado Ambulatory Surgery Center Association (CASCA) and have been since its inception.  Throughout most of its early years, when the association was forming, those of us in the ASC industry met monthly for lunch and networking.  Because there wasn’t much going on then that directly impacted the regulatory status of Colorado’s ASCs, these meetings eventually waned.  The association became dormant. 

However, in 1993 news broke of looming threats to the convalescent care licensure, the elimination of which would have negatively impacted many of the state’s facilities.   Convalescent care centers were important to patients who needed non-acute extended observation and recovery following their outpatient surgeries.  Without the ability for patients to access convalescent care centers, higher acuity cases could not be performed in the ASC setting. Our state’s ASC leaders rallied.  The association reorganized.  Strong leadership took the helm.  With renewed focus, CASCA prevented the legislation from passing.  ASCs in Colorado won!

That victory was a turning point for our association.  We realized the trade organization was necessary to ensure ASCs remained relevant in our state. Furthermore, the association’s advocacy efforts made it possible for us to remain aware of the issues facing our industry.  

State ASC associations provide government advocacy, education, regulatory updates, and other resources to assist us in running our businesses successfully. To provide these services, the association requires active membership.  Increased representation and participation from ASCs in our state allows us to have a greater voice.   The association survives through membership participation.  Members can, and should be, involved with planning the annual conference, participating on committees, and/or helping with political fundraisers.

Being an active member allows for beneficial change to occur.  It’s important to reach out to legislators (in person, via phone, email, and/or letters) when faced with situations that may impact your ASC’s culture, values, or continued viability.  You, your staff, and your patients are constituents. Our legislators want to hear from you about issues important to your physicians and community.  You can successfully impact the outcome of these issues when you are involved.

They say there is power in numbers.  That power is your state ASC association. 

Here’s how you can get involved:

  1. Contact your state association. A quick Google search should direct you to their website. Or use your connections in the ASC industry to inquire about your association and who you should contact.
  2. Contact your national association, Ambulatory Surgery Center Association (ASCA) to remain apprised of issues and information related to advocacy, government affairs, and education.
  3. Connect with me and/or other members of Pinnacle III’s team to learn more about regulatory updates that may impact your ASC. LinkedIn: linkedin.com/in/lisaaaustin and linkedin.com/company/pinnacle-iii, Twitter: @LisaAustin_P3 and @PinnacleIII
  4. If you don’t like or agree with the direction of proposed legislation or policies, create change by participating in and/or donating to organizations you believe will help your cause.

Lisa Austin – Vice President of Facility Development 

Celebrating Milestones

Celebrating Milestones at Your Aging ASC

By | ASC Management, Leadership | No Comments

Most ambulatory surgery center (ASC) owners and investors desire longevity for their facility. When your facility reaches important milestones, it’s important to capitalize on them.    

An important anniversary is an excellent opportunity to host an event or execute other marketing initiatives that demonstrate appreciation for investors, foster relationships, build community interest, and educate providers and consumers about the services you provide.  Here are some tips on promoting and/or celebrating your ASC’s stability in the market and thoughts about what you will likely gain in return for your efforts.

Opportunities and Gains

Not celebrating a milestone your ASC has reached is one of the greatest missed opportunities in facility management.  An official celebratory event can seem like a daunting project.  However, the return on investment can be quite rewarding when accomplished strategically and executed appropriately. 

The Surgery Center at Lutheran in Wheat Ridge, Colorado, decided it was best to hold two separate events to celebrate their ten-year anniversary.  The first, a celebration dinner held at a local restaurant, honored the surgery center’s physicians and staff for their long-time dedication to the center and patients in their local community.   Showing appreciation and gratitude for those who have stuck with you throughout the years strengthens employee engagement, creates social and prosocial interactions, and enhances productivity.

The second event, a cocktail hour open house held at the ASC, allowed the surgery center to invite everyone in its extended network.  It created a platform and opportunity for people from all levels of health care to gather in the same room.  Beyond networking, individuals had the opportunity to discuss issues they face every day.  Because those issues resonated with their colleagues, their conversations afforded them time to view them from alternate perspectives and discuss solutions beneficial to all parties.

An ASC open house creates an opportunity to increase business.  Prospective surgeons can tour your facility and meet your team.  This may help them make the decision to credential at your facility and begin performing cases.  Inviting referring providers gives them the opportunity to meet with specialists and strengthen the referral relationship. 

In today’s health care delivery model, primary care physicians (PCPs) rarely, if ever, take call at the hospital.  As a result, PCPs have minimal opportunities to connect with specialists in the hospital setting.  By touring your ASC during an open house, primary care providers can talk with their patients about the facility they are sending them to for surgery based on firsthand knowledge. This increases everyone’s comfort level and enhances the physician-patient relationship.  

Extending open house invitations to third-party payor representatives allows them a chance to view the inclusive services you offer.  Many payor contracting representatives, although familiar with the ASC model, rarely have opportunities to interact with your facility’s surgeons and staff in the actual location where their insureds are receiving care.  

Inviting local news sources will create an occasion for them to document a great story that demonstrates your ASC’s stability to community members.

Best Practices for Execution

Collaboration

If you are going to celebrate an important milestone with an event at your facility, the first step is collaboration.  Make sure to reach out to your physician practices to see if they are interested in collaborating on the celebration.  Give them the chance to joint-market at your event to boost their business.

Fine tune your invite list

Consider who to send invitations to and why.  Send invitations to individuals in your ASC’s network whom you feel have had the greatest impact on your past success and could impact your continued success.  Have good representation from your own facility to serve as the face of your center during the event.  Invitees to consider include your staff, your physicians, your physicians’ practice staff, your board members, members of the hospital administration, bank representatives, device company representatives, third-party payor representatives, referring providers, employees of the ASC’s management firm, employees of the billing office (if outsourced), local legislators, and local news publications. 

Work with your affiliated physician practices to determine which referring providers to add to your invitation list.  Important local legislators to consider are the mayor, city council, county commissioners, the governor, US senators and representatives, state senators and representatives, leadership in the local government’s business development/economic development department(s), and leadership in the local government’s health and human services department.  Consider inviting members of your state and national ASC associations.

Showing off your business

Some of the preparations for your event will include coordinating with your administrator and clinical staff to lead facility tours.  A facility tour is one of the most enriching experiences for facility guests.  Whether it is during an important celebratory event or during a regular business meeting, taking a guest on a tour of your facility allows them to see all the impressive components of your business model.  It allows you to highlight your successes and the ways in which your ASC is changing and/or leading the health care industry.

Involving key leaders

As you approach the event date, consider asking one of your leaders (i.e. board president, medical director, and/or other board members) to offer a toast.  By allowing your leader(s) to speak about why the ASC is important to them, guests will receive a more complete picture of your ASC and how they may impact its success going forward.

Tying up loose ends that you may not have considered

When following-up with your ASC board members after the event, make sure to highlight key attendees, such as local legislators, or prospective physicians who have interest in joining your medical staff.  These key attendees will demonstrate the value added from a celebratory event. 

Other follow-up includes communicating with local news sources.  Provide an update for news publications that attended as well as those who did not attend.  Being featured in the media is the ultimate cap off to a successful milestone celebratory event!

Conclusion

Any milestone reached in serving the community is an important accomplishment for an ASC.  When your ASC reaches five years, or ten years, or even twenty years, don’t let the opportunities pass you by.  Not only is this a great time for “spring cleaning,” it’s a chance to make the most of your ASC’s long-term success.  Recognition does not have to begin or end with a celebratory event.  Capitalize on your ASC’s accomplishments throughout the year. 


Jack Mast – Physician Liaison

Benefits Approval

Benefits Approval in ASCs: Pre-Authorization & Pre-Determination Vastly Differ

By | Revenue Cycle Management | No Comments

Understanding the difference between pre-authorization and pre-determination of patient benefits is valuable knowledge for ASC front office personnel to possess.  These distinct approval processes are easy to confuse, leading to improper documentation prior to patients receiving health care services.  As a result, claims for services performed get delayed or, worse, outright denied.  Understanding the definitions of these approval processes allows ASC personnel to accurately determine the proper course of action prior to commencing patient care. 

Pre-Authorization

Pre-authorization is a required process.  It determines a patient’s benefits coverage and secures authorization and/or approval from a payor for a proposed procedure before the patient receives the desired care.  

Pre-authorization does not guarantee reimbursement of the services that will be performed.  However, it provides important information regarding a patient’s unique benefits including their eligibility status and potential out-of-pocket expenses.  Not obtaining authorization prior to rendering treatment could result in non-reimbursement by the payor.  

Once authorization is complete, an authorization number is issued.  Adding the authorization number to the claim upon submission is a vital step to avoid unnecessary denials.  In circumstances where a claim is denied based upon lack of medical necessity, having an authorization number bolsters the contents of a provider’s appeal letter.

Pre-Determination

Pre-determination is a process that allows a provider to seek approval from the insurer for proposed services or treatment based upon medical necessity.  It is recommended when the planned procedure is considered experimental, investigational, or cosmetic.  Consult your carrier’s medical policies to identify services that fall into these categories.  It is also wise to obtain pre-determination forms (or letter requirements) from specific carriers to ensure you properly submit the information required to conduct their review. 

The insurer’s medical staff evaluate the pre-determination request against the carrier’s medical policies to determine whether the proposed procedure should be approved or denied.  Approvals and denials, in the form of a letter, are sent to the patient and health care provider(s).  This letter should be on hand prior to rendering services to the patient.  The process can take several weeks to complete.  Pre-determination approvals are not a substitute for the eligibility and verification of benefits process. 

Conclusion

Each payor’s prior approval process is different.  It is important to know the managed care provider’s policies as well as the medical procedures which require prior action.  Understanding the subtle differences in these approval processes helps your facility avoid costly errors on front-end documentation. Remember, it is never as simple as calling the insurer and being told, “no authorization is required.”  Conduct due diligence.  It is very likely the approval of a patient’s procedure falls under one of these two categories.    


Carol Ciluffo – Vice President of Revenue Cycle Management 

2016 ASC Industry Year in Review

New White Paper! 2016 ASC Industry Year in Review: 10 Key Takeaways

By | ASC Development, ASC Governance, ASC Management, Leadership | No Comments

We are excited to release our latest white paper – 2016 ASC Industry Year in Review: 10 Key Takeaways.

As we start the new year, it is worthwhile to examine trends and developments that helped shape the ASC industry in 2016.  These trends and developments will most likely set the tone for 2017 and beyond.

Key industry takeaways identified by our leadership include renewed focus on the migration of inpatient surgical care to outpatient settings and a surprising abundance of de novo development.

While momentum for alternative payment models stalled, the impact of implant reimbursement and increased patient financial responsibility dominated operational discussions.  Challenges presented by nursing shortages, increased regulatory compliance, and the demand for more data continued to be hot topics.

Garnering insights from these areas of focus is important given the prominent role ASCs perform in the delivery of affordable quality care.

In summarizing 2016, our Principal Partner, Rick DeHart, stated:

“From my perspective, 2016 was a transitional year for ASCs.  A significant amount of time was spent focusing on the election and anticipating its impact on the future. Everyone was waiting for much of that activity to finish . . . We may see even more activity in the industry in 2017.  Surgery centers are certainly well-positioned to be the low-cost, high-quality provider of choice for an increasing number of patients.”

To read the full report, download the white paper here: https://www.pinnacleiii.com/white-papers/


-The Pinnacle III Marketing Team