Strategies For Success In A Growing Ambulatory Surgery Center Market

 
Executive Dialogues Strategies For Success In A Growing Ambulatory Surgery Center Market
 
Executive Dialogue | Strategies For Success In A Growing Ambulatory Surgery Center Market: Improving clinical efficiency, operations and the overall ASC experience for patients

Executive Dialogue

Improving clinical efficiency, operations and the overall ASC experience for patients

The outpatient surgical care landscape is shifting. Patients want greater affordability, efficiency and convenience in the care they receive. Payers expect the same. To increase surgical capacity and address pent-up demand, hospitals and health systems are making significant investments in ambulatory surgery centers (ASCs). Surgical procedures performed in ASCs can cost significantly less, help to preserve operating rooms and other spaces for more emergency procedures and provide quicker turnaround compared with hospital outpatient departments. This executive dialogue explores the shift to ASCs and the impact of technology and strategies that bolster financial resources, efficiency and positive patient outcomes.

Sponsored by: Cerner Logo

9 Strategies in Health Leaders’ ASC Playbook

  • Align and partner with physicians on joint ventures to grow strategic case volumes and gain a reputation for high-quality.
  • Boost efficiency by leveraging data and metrics to optimize surgery workflows, resource utilization, staffing and physician performance.
  • Respond to payer pressure for value by using less costly ASC sites for lower-acuity cases and reduce fixed costs per case.
  • Automate and develop electronic processes to reduce staff workload and improve quality with the electronic health record.
  • Improve surgeon satisfaction and stickiness by offering more block time and growth potential.
  • Offer a seamless patient experience with an online, phone or virtual pre-admission assessment, registration, education on the procedure and recovery, and follow-up.
  • Understand the ASC cost structure. Know your limits. Focus on procedures within a four- to six-hour time frame.
  • Don’t overbuild. Build and expand capacity as needed at a lower cost. Evaluate the value proposition of adding robotics for specific services.
  • Use analytics to drive the right patients to the ASC and plan for transitioning cases to the ASC from the hospital.

Participants

Thomas P. Ellis

Thomas P. Ellis, MBA, PHR, CCP

Vice President, Total Rewards

AdventHealth

Gary Baker

Gary Baker, FACHE

Senior Vice President, Hospital Operations

HonorHealth

Katy Brennan

Katy Brennan, MHA

Senior Advisor, Business Development and Joint Ventures

OhioHealth

Brian Dieter

Brian Dieter, FACHE

President and CEO

Mary Greeley Medical Center

Mark Dreitzler

Mark Dreitzler

Senior Director and General Manager, Client Organization

Oracle Cerner

Debra Fox

Debra Fox, MBA

Vice President of Strategic Planning and Hospitalist Medicine

AtlantiCare

Sabrina Gilbert

Sabrina Gilbert, MBA

Vice President, Joint Ventures

OhioHealth

Ray Moss

Ray Moss, CPA, CMA, CHFP

Chief Financial Officer

Cleveland Area Hospital

Jigar Patel

Jigar Patel, M.D., FAMIA

Senior Director and Chief Medical Officer, Health Office

Oracle Cerner

Joanne Schroeder

Joanne Schroeder, MSN, R.N., MHA, FACHE

President

Munson Healthcare Charlevoix Hospital

Mark Seelen

Mark Seelen, MBA, MPH

Vice President, Surgical Services

Northern Light Mercy Hospital

Sara Sortal

Sara Sortal, MBA

Vice President, Ambulatory Surgery

Advocate Aurora Health

Trey Wicke

Trey Wicke, CHFP

Chief Financial Officer

Baylor Scott & White Heart and Vascular Hospital

David Wilson

David Wilson, MHSA

Chief Operating Officer

North Mississippi Health Services

Bob Kehoe

Moderator:
Bob Kehoe

Manager, Content Development, AHA Center for Health Innovation

American Hospital Association

 

AHA Executive Dialogue Series

Gain insights from the C-suite and health care leaders on the most pressing issues and transformational strategies.

Explore the Series
 
 
 
 

Latest Dialogues

Hospitals are assessing revenue-cycle management performance, employing best practices and using analytics and automation to ensure financial health.
Hospitals are strategically planning workforce needs and changing the culture of how contingent nurse staff are received and integrated into teams.
Hospitals are working on workplace violence prevention using technology and training to mitigate risk and redesigning facilities to prioritize safety.
Hospitals are optimizing surgical and perioperative performance and advancing the Quintuple Aim with AI, robotics, visualization and EHRs.
Hospitals are using EHR integration, analytics, AI and robotic process automation to improve revenue cycle management and financial stability.