Future of vascular surgery is in the office.
OBJECTIVE
The practice of vascular surgery is under pressure from various specialties and payers. Our group started office-based procedures in May 2007. This article reports our study of the effect of this change on our case volume, office revenue, and the financial impact on the health care system.


METHODS
Between May 1, 2006, and April 30, 2007 (period 1), and between June 1, 2007, and May 31 2008 (period 2), 3041 and 3351 cases, respectively, were performed. In period 1, only venous cases could be done in the office. Before arteriogram, serum levels of urea nitrogen and creatinine were obtained. The number of percutaneous cases done in the hospital and office setting was analyzed, and revenue was calculated based on the 2008 Medicare fee schedule for our region. Amputation and mortality rates at 30 days were documented. Hospital DRG payment schedule was obtained.


RESULTS
In period 1, 670 (22% of total) percutaneous procedures were performed compared with 1502 (44.8%) in period 2, a twofold increase. In period 1, 1.5% of total cases were done in the office compared with 31% in period 2. There was a fivefold increase in revenue from these procedures. No deaths or amputations occurred as a result of procedures performed in the office. No anesthesiologist's expense and minimal preprocedural expenses were incurred. Total payment by Medicare, DRG payment to the hospital, and the physician component were higher in all the cases.


CONCLUSIONS
A vascular surgery practice can benefit from office-based procedures. Procedures can be done safely. It results in an increase in the number of percutaneous procedures and revenue with a significant savings to the health care system. Surgeons can control their schedule. Every vascular surgeon should consider doing these procedures in office.
Kalamazoo Center for Medical Studies, Michigan State College of Human Medicine, Kalamazoo, MI, USA. kjain@avsurgery.com
Krishna M
KM
Jain
John
J
Munn
Mark
M
Rummel
Sarat
S
Vaddineni
Chris
C
Longton
D017046:Cost Savings; D003953:Diagnosis-Related Groups / Q000639:trends; D003952:Diagnostic Imaging / Q000191:economics / Q000639:trends*; D005245:Fee Schedules / Q000639:trends; D005251:Fees, Medical / Q000639:trends; D005544:Forecasting; D017048:Health Care Costs / Q000639:trends; D006801:Humans; D007349:Insurance, Health, Reimbursement / Q000639:trends; D007902:Length of Stay; D006278:Medicare / Q000639:trends; D009819:Office Visits / Q000191:economics / Q000639:trends*; D010043:Outcome and Process Assessment, Health Care / Q000191:economics / Q000639:trends*; D010561:Personnel Staffing and Scheduling / Q000639:trends; D011445:Prospective Payment System / Q000639:trends; D018570:Risk Assessment; D013997:Time Factors; D017748:Time Management; D016896:Treatment Outcome; D014481:United States; D014652:Vascular Diseases / Q000175:diagnosis* / Q000191:economics / Q000601:surgery*; D014656:Vascular Surgical Procedures / Q000009:adverse effects / Q000191:economics / Q000639:trends*