Physicians rarely benefit from the full scale of their participation. In most cases, large public companies own controlling shares in the surgery center, often 51% or more and dilute the true profits, the participating physicians deserve. Physician’s playing a lead role in the performance of the center and the direction it takes is one of the most compelling reasons why physicians need to take command of their facilities.

Our ASC’s allow much sought after freedom and control. The answer lies in the fact that physicians who are actively involved in the center become completely knowledgeable and make informed decisions that affect the center. Without informed physicians, great partnerships are difficult to manage. Informed Physicians …

• Possess local knowledge of the community, hospitals, specialized services in the area, community needs and local politics. Keeping these factors in mind, partnering physicians can look into the interests of other participating physicians and the business itself.
• Open communication encourages our physicians to share their success stories and seek advice on difficult subject matter amongst the ASC partners.
• Unite specialists to focus on a predetermined path to success.
• Quality of patient care, the most important factor of any physicians practice, remains the single most important focus of the ASC.

Successful ASC’s do not happen without sheer commitment from the participating physicians. It requires a moderate and encouraging atmosphere. Once the ASC experts, both in the development and management arena come together, the enthusiasm becomes the key to their success.

Through the twenty-five plus years of development experience, many physicians have relied on our credibility for the best advice, financial planning and meeting of critical goals. In other words, fulfilling the goals of an ASC whether physical, financial or clinical has been our commitment. We foresee, envision, plan, execute those farfetched goals that hitherto seem more mythic than real. Our partnerships safeguard physician interests to the utmost and protect sensitive information without compromise in achieving nothing less than a thunderous success.

Over the years, we have earned the GOODWILL and TRUST of many highly-respected surgeons and specialty physicians. How do we do it? How do we make our relationships work flawlessly and smoothly? Through absolute and unwavering commitment to making the ASC venture a success. That commitment entails:

• Keeping the interests of the physicians in the forefront.
• Maintaining a continuous and open system of communication.
• Lending credibility and expertise to the business on a constant basis and being fully engaged in profit maximization for the ASC.
• Investing time and money in the projects equally as equity partners with the follow through.
• Building a thorough yet concise financial cash flow projection in the most realistic manner. HYDAM’s financial projections are thoroughly and most conservatively detailed in almost all aspects of the business giving the ASC partners a clear projection of what is to come well ahead of time.
• Directly deal with and be a part of all legal, financial, regulatory, and operational matters saving precious time for physicians and allowing them to care for their patients and reap the rewards for their efforts. Our partners mean everything to us and they hold the priority and control in all aspects of the ASC.
• Building highly profitable ASC businesses is our goal and we hold a vast experience base to achieve this objective.

Time has proven that ASC’s will continue to evolve. ASC’s have become more efficient and popular. Technology and science has advanced tremendously in the last 20 years resulting in miniaturized instruments, shorter hospital stays and faster recovery times. The trend is expected to continue as more and more procedures keep getting added to the long list of outpatient procedures.

For the physicians, it is a win-win situation. Practicing their art in an ASC setting gives them more control over most aspects of their environment including scheduling, growing their business and saving time for research and individual growth in addition to direct financial gains from equity participation.

Development, construction, start-up and operation of an ASC is a major undertaking. Time from concept to completion could take as long as 7-12 months depending on its size. A successful ASC always depends on the interest of the participating physicians. Our projects are closely monitored and managed with a clear and concise business model. These are extremely detailed and thoroughly functional project plans. All our models, plans and goals are openly shared with our partners.

The entire team of highly specialized professionals and consultants come together to provide the full range of needed skills for the startup and management. All resources are used to align development services including, but not limited to, the following:

• Business opportunity analysis, financial feasibility studies and CASH FLOW projections.
• Real estate site selection, purchasing or leasing.
• Physician recruitment and syndication.
• Facility planning and programming.
• Equipment selection and procurement.
• Space planning and preliminary design.
• Architecture, design and engineering.
• Construction management.
• Preparation of policy and procedure manuals.
• Medicare certification
• AAAASF, AAAHC, and JCAHO Accreditation.
• Initial staff training assistance with billing, collections, and management.

A Clinical Model proves the level of commitment to ASC’s. Our model is simple and based on historically proven methodologies. It works around a few basic criteria that are followed closely.

• Providing the best base Architectural Design and patient flow.
• Providing an efficient and operationally strong management team.
• Providing clear information to physicians so their focus remains on patient care.
• Maximizing profits in the ASC.

• In-house staff architects and contractors work closely with the physicians to deliver the best staff and patient flow design for the ASC factoring in all regulatory and licensing requirements.
• Efficient staffing and clinical practice depends on proper patient and staff flows in a given facility.
• Very close attention to every detail to maximize efficiency of the ASC.

For the success of any clinical model, staffing is the key component. Strong staffing with qualified administrators who hold the experience and skills needed to manage all aspects of the ASC. Training of the staff under the direction of the main administrator guarantees that the patients remain the focus of care both before and after the procedures. More often than not, facilities staff up in anticipation of caseloads that have not been scheduled. Permanent staff becomes a drain on the ASC and diminishes profits if not managed properly. Part time staffing of qualified nurses and technicians keeps a control over the expenses and lends quality care by more experienced staff. Good compensation and benefits to qualified staff keeps talent from walking away. When ASC caseloads increase, staffing could be made permanent as the case may be.

The most important aspect of the ASC business is the billing and collections. These two functions need to be taken very seriously. Pre-Procedure insurance verification and authorization helps in avoiding problems during or after a procedure. Out of network cases need close management. New software to manage cases financially and legally are available and fully utilized to ascertain regulatory compliance and watch the patient from the time they are admitted to the time all payments are collected and the patient is discharged. All claims need to be followed up closely. Most claims can now be filed electronically with the use of proper software.

Supply inventories require close monitoring of historic caseloads of other ASC’s. Stacking of supplies for cases that do not occur often enough weighs down the finances and ties up the inventory. Spot ordering supplies for non-recurring cases and large supply stocking of frequent cases allows efficient supply management. Staff trained in the use of proper software helps in adding to the profits of the ASC.

Most physicians seek the same times for their cases. Active management and close coordination between physicians and the patient are necessary to make the facility efficient and yet keep the desires of the patient and physicians in mind. Physician’s historic records can be closely followed to determine the best scheduling that meet their conveniences. Logging of turnover times of the O.R. are used to make sure the O.R. times are being efficiently utilized. A typical O.R. takes 10-minute turn around before the next procedure. Efficient cleaning procedures dictate and control the clean-up time. With a quick turnaround as many 2,000 cases of multi-specialty procedures can be turned around in a given O.R. Fluctuation does occur depending on the type of specialties involved. G.I. rooms produce far more cases than orthopedic cases.