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Archive for June, 2010

Final part of our five part series on Optimizing Performance: “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.18.10

Strategic planning is best accomplished by hiring an outside party to organize and facilitate the strategic planning process. An independent facilitator will add structure and accountability to the process, as well as taking on responsibility for gathering data, organizing planning sessions, and facilitating consensus building among... more...

This is part four of our five part series on Optimizing Performance: “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.17.10

A comprehensive Strategic... more...

This is part three of our five part series on Optimizing Performance: “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.16.10

For a Strategic Plan to be successful there must be... more...

This is part two of our five part series on Optimizing Performance: “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.15.10

Strategic planning involves much more than just developing the annual operation plan or budget, and delivers different... more...

Today we start our second series on Optimizing Performance. Today is part one of a five part series on “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.14.10

Most ambulatory surgical centers (ASCs) do not effectively utilize strategic (long-term) planning. As a result, many ASCs find themselves reacting to internal and external market forces and unpredictable financial results, which can leave them at a competitive disadvantage in the market. Ambulatory Surgical Centers are classified as small businesses. As small businesses, ASCs have limited resources and management depth, which leaves them at a significant disadvantage when competing against larger, more sophisticated businesses like hospitals and health systems. Each individual ASC must also compete against other ASCs operating in the same market, all drawing from the same limited pool of physician users and patients. Strategic planning is crucial to the success of an individual ASC operating in an increasingly... more...

We hope you like the series this week on optimizing performance with a business office assessment. We’ll start another series on Monday, 6/12/2010, entitled “Strategic Planning for Ambulatory Surgical Centers”.

Added 06.11.10

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Part four of this week’s four-part series on Optimizing Performance: Business Office Assessment.

Added 06.10.10

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Part three of this week’s four-part series on Optimizing Performance: Business Office Assessment.

Added 06.09.10

During a typical ASC business office assessment, a consultant (a third party is usually best suited to performed a business office assessment due to providing an unbiased opinion as well as a fresh perspective) will spend two days on-site at the ASC, followed by three weeks of data analysis and report writing. The consultant will provide the ASC with a list of required materials... more...

Part two of this week’s four-part series on Optimizing Performance: Business Office Assessment.

Added 06.08.10

What actually is a business office... more...

Part one of this week’s four-part series on Optimizing Performance: Business Office Assessment.

Added 06.07.10

Ambulatory Surgery Centers (ASCs) often leave money on the table because their business is not performing at an optimal level. If an ASC is not achieving its expected level of financial success based on the volume of services provided, what's an administrator or ASC Board to do? Have you performed a Business Office Assessment in the past year or two? If not, you may be losing money by not maximizing your ASC's potential. A comprehensive Business Office Assessment can offer the analysis, insight and information ASCs need to optimize performance, improve efficiency, and maximize revenues. Check back tomorrow for part two and what a thorough business office assessment... more...