Ancillary Care Strategies aims to provide a wide array of interim executive management services to ensure client success and profitability.
Ancillary Care Strategies goal is to use LEAN as a foundation to improve medical practices, operations, billing, revenue, and HR.
Our goal is to partner with your company to radically improve your financial position through your leadership, process, and people.
Leadership – Culture
Process – Results
Ancillary Care Strategies started to assist physicians who wanted to develop their own Therapy practice.
The uncertainty around the newly-passed Stark Law was concerning and intimidating to physicians. The Stark Law is a set of United States federal laws that prohibit physician self-referral, specifically a referral by a physician of a Medicare or Medicaid patient to an entity providing designated health services (“DHS”) if the physician (or an immediate family member) has a financial relationship with that entity. Stark was then clarified in 2002 and the requirements became clear as to how physicians could own their own PT under the in-house Ancillary Exceptions Rule.
With cost pressures mounting, declining profits, and added bureaucracy from regulations and/or insurance payers, it became clear that ancillaries (a wide range of healthcare services provided to support the work of a primary physician) were going to be important service lines for medical practices. During that “start-up” phase, we opened almost 100 locations in the first 5 years and then began to focus on the transformation of therapy service lines in organizations that had diminishing returns and operational deficiencies. In 2005, we began to realize the power of the data we were collecting, and we began to build the system that is now referred to as ACS-IntelliWorks. This is an analytics system dedicated to Therapy and includes visits and data from practices across the US to define targets for improvement and comparison to other like groups. This is the backbone to our ACSOS (Ancillary Care Strategies Operating Systems). Our approach and results led to medical practices and healthcare organizations reaching out to us because they were not performing as desired by their shareholders. In 2014, we added operational excellence and process improvement expertise and our business system was further developed for other markets and businesses – including assembly, manufacturing, transactional environments like offices, restaurants, and others.
Integration of business units, divisions, or offices or practices and regulatory changes have changed the model of healthcare delivery and reimbursement. This has made it increasingly difficult to be a provider and manage your own practice. As groups have integrated, attempted to integrate, or grown – especially to ensure independence or position for sale, the historical management systems, structure and style often don’t work as well as in the past. E.g. “what got us here won’t get us there”‘. We have developed processes and systems using Lean Tools and methodologies to help small to midsize companies realize their potential.
With a commitment to continuous improvement, the ACSOS is designed to create operational excellence and competitive differentiation with and for our clients. It includes clinical expertise, leader and team development, data analytics, tools and methods for managing service lines, products, or services as well as to assess and identify opportunity and risk. This enables our clients to demonstrate differentiated and competitively advantageous market position by focusing upon and excelling across all dimensions of the following Key Performance Indicators:
• People / Culture
• Timeliness / Delivery
Our Guiding Principles
- Respect the culture and customs of patients, customers, clients, team members and the communities we serve.
- Dedicate ourselves to enhancing the quality of life of our customers, team, and partners through all of our activities.
- Create and develop advanced systems and tools to provide outstanding services that fulfill the needs of customers and all who serve them.
- Foster an internal culture that enhances individual creativity and values teamwork, while honoring mutual trust and respect.
- Pursue growth in harmony with customer needs and requirements, regulatory systems and financial stewardship.
- Work with business partners to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
- Honor the law in the regions we operate and undertake open and fair corporate activities to be a good corporate citizen.