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Ask Reed B. Hogan II, MD, and
he'll share his secret to improving
his adenoma detection rate, just
one of the metrics his facility has
been measuring for nearly a
decade. It's a simple formula: time plus pressure equals success.
For time, it's a 6-minute minimum for withdrawal. For pressure,
he's referring to the "reward of peer pressure" he and his fellow
doctors share in diligently screening each patient.
"We're a group of 30 doctors, and nobody wants to be the last
guy [in terms of ADR]," says Dr. Hogan, a senior partner in GI
Associates & Endoscopy Center of Flowood, Miss. "It's all about
raising the level — measuring withdrawal times, slowing people
down and stacking ourselves up against each other."
Such competition ultimately benefits the patient.
"If a doctor has a 10% ADR, that means he's probably not a very
good doctor," he says. "By virtue of his low ADR, those patients
who see him have an increased risk of death [from colon cancer]."
And while ADR may measure a center's effectiveness in screen-
ing at-risk patients, it can also indicate the potential for financial
growth.
"ADR is a moneymaker," says Dr. Hogan, adding that all of his
facility's doctors have ADRs above the national average. "It drives
revenue ancillary to pathology. It fills up the schedule. It fills up
the future. But few people talk about it as a revenue promoter."
Say a physician sees 1,000 patients a year and has a 10% ADR.
Those 100 patients would be invited back for follow-up screenings
• INDICATIVE Besides measuring how well you're screening
patients, ADR can indicate the potential for financial growth.
THE ECONOMICS OF ADR
How ADR Drives Revenue
