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concierge medicine. In some cases, patients pay large amounts for a surgical procedure in foreign countries and recovery time in a secluded area. From Dr. Hochschuler’s point of view, there isn’t any reason why American physicians and providers can’t capture some of those patients back and attract other patients from around the world. “I think physicians are looking at medical tourism as a separate arena,” he says. “Medical students still want to come here and train because our medical knowledge is superior. There is no reason why patients shouldn’t want to come here as well.” n sign up Today Stay updated on the latest news, trends and business concepts for spine surgeons and practices Sign up today for our Spine Business Review E-Weekly at www.beckersorthopedican spine.com Spine Business E-Weekly 18 Spine 7 Best Practices for Increasing Spine Center Profitability By Kathleen Roney How do you increase profits at a spine center? It might seem basic — bring in a higher volume of patients. However, reaching patients is not always easy. Additionally, there are other ways to increase a spine center’s profitability such as decreasing costs and widening the specialties and services offered. According to John Caruso, MD, a neurosurgeon with Parkway Neuroscience & Spine Institute, a private multi-specialty group in Hagerstown, Md., spine has the largest potential for growth in the outpatient and ambulatory surgery center market. By changing physician mentality, utilizing current innovations and welcoming changes in the healthcare market, spine centers can improve profitability and offer more cost-efficient, evidence-based care. Here are seven best practices for increasing spine center profits. 1. Take ownership of healthcare dollars. A huge “don’t” on improving spine center profits is allowing physicians to ignore efficiency as a benchmark of great care. A spine center cannot have physicians that want the latest and greatest — who want to spend healthcare dollars frivolously, says Dr. Caruso. Thinking of healthcare expenses as coming out of their pockets will help curb costs. Physicians should claim ownership of patients in two ways: in the treatment they prescribe and in the cost of that treatment. When you look at old methods for healthcare, most actions came from a physician’s pen. It is still that way. Most healthcare costs come from medications or treatments physicians prescribe or recommend to “There are some physicians who are not as conscientious of costs associated with treatment, therefore placing a high financial burden on the healthcare system,” says Dr. Caruso. A surgical center makes physicians acutely aware of healthcare costs because they have ownership in the facility. This concept changes the approach to healthcare delivery and has the potential to lower costs on a grand scale. Those who claim ownership of healthcare dollars will become more informed physicians, and will improve the healthcare system, says Dr. Caruso. 2. Adopt a cost-container mentality. According to Dr. Caruso, a cost-container mentality is a key to success for any surgical or spine center. A cost-container mentality encourages physicians to consider methods for better, cost-efficient care. When nurses, medical staff and physicians open packages for OR cases or procedures and do not end up using the device, equipment or the implant, that expense goes to waste. Right in that moment, money is lost. Each aspect of cost-containment and cost-wasting needs to be considered. Physicians who engage in that mentality are a benefit to a spine center or ASC. “Look at every single case to see how and where money is wasted. It boils down to each suture, each package,” says Dr. Caruso. “If you want to increase profits by decreasing costs, you want physicians with the costcontainer mindset at your spine center.” 3. Make smart purchase decisions. According to Dr. Caruso, another great way to improve profits is to understand the implant market. “Do not purchase a certain implant or device because a friend or acquaintance sells it,” says Dr. Caruso. “Evaluate and test the products, standardize and consolidate decisions.” Solid business decisions are made when multiple individuals have an input. The old mantra “two heads are better than one” is applicable when considering devices and implants because testing among the physicians is key. “You want the device and implant to be efficacious,” says Dr. Caruso. “Aim for the best results at the best costs, and avoid redundancy.” 4. Offer a great patient experience. Receiving healthcare service, whether it is a routine procedure or a life-threatening surgery, can be anxiety inducing and stress ridden for patients. According to Dr. Caruso, spine and surgical centers should provide great customer service to patients to help alleviate the tension and unease associated with healthcare treatment. “It is all about the patient. The entire flow [of the experience] should be pleasant,” says Dr. Caruso. “The goal should be to have a patient feel as if their time in the spine center was exceptional and that medical staff was warm and personable.” According to Dr. Caruso, spine centers can excel in this area and provide a better product than hospitals. “The ASC encounter should be a pleasant and continuous experience — from when a patient makes initial contact, through their pre-operative work-up, all the way to their
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