founder of ASD Management in Glendale, Calif. "The other physi-
cians start to feel disenfranchised, like second-class citizens," he
says, "and it dissuades them from being proactive participants.
Running a center is a team effort. If it becomes a one-man show,
the other players start drifting away, and one physician typically
can't support a center."
Centers need, he says, equitable arrangements, ones that reward
partners based on their ongoing contributions.
You also need to plan for what may seem like the distant
future, says Mr. Vick. "Physician-owners spend a lot of time
developing an ASC, but give little or no thought to an exit strate-
gy until it's too late. That's another reason ASCs close. When doc-
tors turn 60, potential buyers start to heavily discount the value
of their cases going forward, because they know they're likely to
retire within a few years." Those opportunities continue to
decline, says Mr. Vick, especially in the absence of a strong
recruitment program. It's important to have a strategic partner
who can help attract new doctors, new cases and new contracts,
says Mr. Vick.
Boundless optimism
Unwarranted, unrealistic optimism has also been the downfall of
many surgery centers, say Mr. Péo and Mr. Zasa, both of whom
note the Hollywood-like assumption that once an ASC is up and
running, scores of physicians and patients will semi-miraculously
be drawn to its door.
Expectations have to be based on conservative projections, says
Mr. Zasa. "Not on, 'if you build it, they will come.'"
"This isn't Field of Dreams," adds Mr. Péo. "Unfortunately, a lot
of people think that's what happens."
3 8
O U T P A T I E N T S U R G E R Y M A G A Z I N E O N L I N E | A U G U S T 2 0 1 5
