Most hospitals know their anesthesia line costs more than it did three years ago. Far fewer can say which part of that is coverage they need, which part is coverage they are paying for and not using, and which part is a billing problem wearing a subsidy’s clothes.
The assessment separates them. We reconcile spend, coverage and collections against the source data — the surgical schedule as it actually ran, not as it was contracted — and map every dollar of subsidy to what it buys. Where the coverage model itself is the question, that is its own review.
You end with a gap analysis, a subsidy map, a read on the provider contract, and a roadmap ordered by what is worth doing first. It is the document to have in hand before a renewal conversation starts, rather than during one.
Who asks for this
A CFO or COO heading into a renewal, usually with a stipend request and no independent model of their own. Sometimes a perioperative leader who can describe the day in the OR and cannot say what that day costs. Sometimes a group that wants the hospital to see the same numbers it does.
If the only question is whether the coverage model matches the list you run, start with the coverage review. If the question is the dollars, start here. Most renewals need both, and the assessment is what puts them on one page.
What you leave with
A subsidy map: every dollar tied to coverage you need, coverage you are paying for and not using, or collections that never arrived. A read on the provider contract. A roadmap ordered by what is worth doing before the renewal, not after it.
The first use of that document is a conversation with the group already covering the rooms. Replacing the group is a later decision, and only when the numbers say the current arrangement cannot be fixed.
Related reading
Where this starts
Tell us the situation and we will come back on what this would involve at your facility — and on what it would not.
Key Deliverables
- Gap Analysis
- Subsidy Mapping
- Provider Contract Audit
- Strategic Roadmap