Surgical Health Partners, LLC (“SHP”) partially owns and operates ambulatory surgery centers (“ASCs”) in collaboration with physicians, and hospitals on occasion. All of SHP’s ASC facilities are joint ventures with physicians who recognize ASCs as a true opportunity to facilitate cost-effective patient care.

SHP has the comprehensive understanding of the ASC business required to be an industry leader. Specifically, SHP offers solutions in the following areas:


Management Services

SHP provides a comprehensive array of management services. SHP manages each of the facilities in which it has an ownership interest, thus aligning its incentives with those of the physician owners. SHP's experienced team establishes and oversees such services as:

  • Business Office Management
    - Billing and collections
    - Systems integration
    - Accounts receivable management
    - Patient relations and community awareness
    - Human resources and staffing
     

  • Managed Care Contracting

  • Supply, Equipment and Facility Management
     

  • Accounting
    - Financial management
    - Cost accounting/benchmarking
    - Accounts Payable management
     

  • Policies and Procedures
    - Clinical
    - Business/Regulatory
     

  • Governance and Communications

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Development and Acquisition

SHP develops new multi-specialty and single specialty facilities with capabilities and experience in the following areas critical to early success:

  • Feasibility Studies and Physician Recruitment

  • Facility Design and Workflow

  • Construction and Codes Management

  • Initial Licensing and Medicare Certification

  • Equipment Selection, Procurement and Installation

  • Managed Care Contracting

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SHP also has significant expertise and an impressive track record in complete and partial ASC acquisitions. As one of the few companies willing to purchase majority or minority interests, SHP can assist facilities that have not reached full potential by:

  • Financial Analyses of Specialty/Capacity Issues

  • Physician Recruitment

  • Equipment Changes

  • Managed Care Contract Improvement

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Financial Analysis

In today's tighter margin environment, ASC management cannot truly be successful without sophisticated financial modeling and budgeting to maximize partner returns and ensure financial viability. The ability to create and use financial management tools assists in optimizing:

  • Equipment Procurement Timing and Methodology

  • Supply Cost Management

  • Staffing Efficiencies and Planning

  • Payer Contract Negotiations

  • Speciality Mix


Combining all the talents with a focus on outcomes management provides superior investor returns and a higher level of healthcare service to the community

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Operations Management

One of SHP’s core strengths is its internal operational expertise. This expertise coversboth the clinical side as well as the business side. Having a full understanding on both sides equates to the best run, most efficient centers possible. Examples of areas include:

  • Business Operations

  • Billing System Selection and Integration

  • Accounts Receivable Policies and Procedures

  • Payer Contracts and Relations

  • Financial Processes

  • Patient Coordination

  • Clinical Operations
    - Policies and procedures
    - Quality assurance and improvement measurements
    - Accreditation management
    - Supply and drug cost management
    - Physician leadership coordination

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Governance, Capitalization and Financing

SHP has significant organizational structure expertise and can assist in designing imaginative and purposeful capital structures, as well as governance structures, for acquired or newly developed ASCs. Understanding how the dynamics of capital structure and financing play into physician and hospital partnership is a key component to early success or any newly created ASC ownership entity. The following components have been designed by SHP in a way to maximize the benefit to all investor/partners:

  • Capital structures allowing various classes of ownership

  • Handling the complexity of individual vs. group vs. hospital investors

  • Balancing the decision making authority among specialties and other partners

  • Financing the project to create appropriate incentives for investor participation

  • Balancing financing alternatives among Lines of Credit, Leases and Non-Recourse financing

  • Creating financing options for partners as well as facility

  • Creating multiple investor opportunities between realty assets and operating company
     

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