1. CONFIDENTIAL Health Care 1 Scott Becker, Partner McGuireWoods LLP Presented to: ASC Association Annual Conference 2009 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations

2. CONFIDENTIAL McGuireWoods LLP – Health Care 2 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations Introduction The American Society of Anesthesiologists (“ASA”) sends letter to the Office of Inspector General (“OIG”) dated March 19, 2009 The ASA wants anesthesiologists to own and control anesthesia

3. CONFIDENTIAL McGuireWoods LLP – Health Care 3 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: Traditional Model “The overwhelming majority of anesthesiologists are organized as independent group practices that contract with hospitals, ambulatory surgical centers (ASCs) or other outpatient providers to provide anesthesia services. The anesthesiology groups vary in terms of size and areas of practice and can include some or all of the following individuals; anesthesiologists, certified registered anesthetists (CRNAs), and anesthesiologist assistants (AAs). Typically the anesthesia group operates under a traditional fee for service model, whereby the group provides some or all anesthesia services at a particular facility or office. Under this model, the anesthesia group exercises independent clinical judgment, operates relatively independently, and directly bills and collects for the services it provides. Other than perhaps leasing space, equipment and/or administrative personnel services from the facility or office, there is usually no compensation agreement between the group and the facility or office.”

4. CONFIDENTIAL McGuireWoods LLP – Health Care 4 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: Employment Model “A limited number of anesthesia providers operate under an employment model whereby the facility directly pays the anesthesia providers a salary. In exchange for the salary, the anesthesia provider either assigns billing and collecting for professional fees to the facility or handles billing himself/herself and then turns over collections to the facility.”

5. CONFIDENTIAL McGuireWoods LLP – Health Care 5 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: Company Model “A third model, the “company model”, has grown in popularity in various areas of the country and is the impetus for this letter. Trade press articles increasingly note the popularity of this model amount ASCs (e.g., Can Surgery Centers Profit from Anesthesia? Outpatient Surgery, April 2004, and Five Ways Your ASC Can Profit from Anesthesia Services, SurgiStrategies, May 2005). Under the “company model”, a physician-owned facility, such as an ASC, establishes and incorporates a separate anesthesia company under the same ownership as the facility. The anesthesia company employs anesthesia provides and exists to provide anesthesia services to the facility. The establishment of the separate corporation allows for billing of facility fees and anesthesia services fee, which is usually handled through the same billing/administrative company. After the anesthesia providers’ salaries, billing expense and other costs are extracted, the anesthesia company’s profits are distributed back to the owners of the facility. Some estimate these distributed profits as 40% or higher of the anesthesia fees. In most cases, the fess paid to the anesthesia providers are less than they could earn if they billed independently.”

6. CONFIDENTIAL McGuireWoods LLP – Health Care 6 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: Company Model Growth “As health care dollars become increasingly scarce, health care facilities are looking to areas, including anesthesia services, to enhance their profitability. The “company model” is gaining traction across the country and is especially prevalent with endoscopy centers owned by gastroenterologists. We have learned of gastroenterologists establishing or proposing the company model in a number of states, including Tennessee, Florida, Pennsylvania, Oklahoma and North Carolina. Other Financial Demands Coupled with the increasing prevalence of the “company model” are additional demands upon anesthesia providers to pay remuneration for services beyond what they actually receive, including non-clinical supplies, scrubs, locker room and lunch room use, and full-time administrative office staff despite providing services for only part of a work week. We feel that these requests constitute kickbacks.”

7. CONFIDENTIAL McGuireWoods LLP – Health Care 7 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: Corruption and Anti Kickback Claims “However, under the “company model” the facility owners, who also own the anesthesia company and have a stake in the anesthesia profits, have an incentive to increase utilization of anesthesia services, and thus, increase costs to the system and federal health care programs. Some of our members report that at least one endoscopy center in Florida has increased its anesthesia utilization to nearly 100% now that it has transitioned to the “company model”. Commercial health insurers have begun expressing concern about the utilization rates of facilities operating under this model. The incentive clearly exists, and we estimate that all practices operating under the company model will experience the same incentive.”

8. CONFIDENTIAL McGuireWoods LLP – Health Care 8 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: “Given the increased opportunity for profits from anesthesia services, the “company model” is likely to result in corruption of professional judgment. In the example of the endoscopy center, a gastroenterologist performs the procedure as a physician and owner of both the center and the anesthesia company. He/she will receive income from the performance of the procedure, facility fee and administration of anesthesia. Now that he/she has a stake in the game in regard to anesthesia services, it does not take a leap of logic for one to surmise that he/she could pressure anesthesia providers, who are employees of his/her company, to administer anesthesia or administer a deeper level of anesthesia to patients who might be able to tolerate the procedure without such anesthesia services. The resulting increase in referrals for anesthesia services could amount to a violation of the self-referral laws. More important, they could have a detrimental impact on patient safety and quality of care.”

9. CONFIDENTIAL McGuireWoods LLP – Health Care 9 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations 3)The letter says: “Finally, the “company model” requires anesthesia providers to pass back to the facility a substantial portion of the fees for the services they provide to patients. As previously stated, some have estimated 40% of the anesthesia fee is distributed to the physician owners of the facility. Further, anesthesia groups cannot economically compete with such a model unless they are willing to provide a similar illegal kickback to the facility. Request for OIG Letter or Bulletin Given the fact that several anesthesiology group practices have seen their contracts terminated for failing to agree to the company model, and out of concern for patient safety and quality of care, we respectfully request the Office of Inspector General to issue a Special Advisory Bulletin clarifying the merits, implications and legality of the company model described.”

10. CONFIDENTIAL McGuireWoods LLP – Health Care 10 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations I.Traditional Model – Contract with local anesthesia group – local group keeps fees A.Exclusive or Non Exclusive B.Stipend or No Stipend (or Guaranty) C.Short or long term D.Termination rights E.Managed Care Alignment F.Economy Becomes Tight – Anesthesia gravitating back to hospital; hospital threatens group if it helps ASC

11. CONFIDENTIAL McGuireWoods LLP – Health Care 11 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations II.ASC or Owners Attempt to Control Services or Profit from Services A.ASC employs anesthesiologists directly B.ASC owners establish related PC which provides services to the ASC C.Working capital; coverage; quality issues; vacation time; (locums issue and costs) D.Cannot have just one of them – i.e., anesthesia doesn’t show up, has bad day, hostage

12. CONFIDENTIAL McGuireWoods LLP – Health Care 12 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations III.ASC Engages Anesthesia Management Company A.Simple 3 rd party contract or related PC bills B.Stipend or fee (or guaranty) C.Include some local anesthesiologists D.Increased analytics as to potential profitability – revenue per case and per day and costs to supply anesthesia

13. CONFIDENTIAL McGuireWoods LLP – Health Care 13 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations IV.Key Legal Issues A.Corporate Practice – can lay entity or ASC Employ Anesthesiologists B.Anti Kickback Issue i.Old – Make anesthesiologists bring equipment etc/pay for “closet”, drugs, etc. ii.New a.Top producers own anesthesia – is it a kickback b.Pain Management – stipends c.Pay flat fee to anesthesia, ASC keeps professional fees C.Professional Liability

14. CONFIDENTIAL McGuireWoods LLP – Health Care 14 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations V.Observations A.Probably more exclusive than non exclusive but some of best centers/companies push hard for non exclusive – exclusivity does not extend to pain management B.Stipends – Less than 120 cases per month per OR– and or early stages C.60 to 90 days termination without cause

15. CONFIDENTIAL McGuireWoods LLP – Health Care 15 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations V.Observations D.Profitably – factors - volume, case mix, Medicare-Medicaid, payor mix E.Surgeons-partners often prefer local but outside management company particularly needed if i.Shortages ii.Dysfunctional local group iii.Non compete problems – pressure from hospital iv.Lack of focus on outpatient F.Outside Management – Exclusive and longer term – may or may not require stipend/guarantee

16. CONFIDENTIAL McGuireWoods LLP – Health Care 16 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations V.Observations G.Medical Director Stipends - Increasing H.Anesthesiologists as Owners in the ASC i.Not safe harbor ii.Resentment of profits being shared iii.Probably more centers view as negative than positive iv.One company president says however, “I strongly recommend anesthesia medical director ownership.”

17. CONFIDENTIAL McGuireWoods LLP – Health Care 17 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations V.Observations I.Managed care coordination – treat patient/payors same as ASC J.Arguably a Trend of ASC owners to seek profit - described by one executive as “rocket like growth”

18. CONFIDENTIAL McGuireWoods LLP – Health Care 18 3 Core Models of Delivering Anesthesia Services – Trends, Legal Issues and Observations V.Observations K.Example – 3,000 cases and reimbursement of $300 to $325 per patient, CRNA full costs of $230,000 plus M.D. anesthesiologist full costs of $500,000, costs of $230 - $250 a patient, profit of $75 to $80 per patient. Or assume full cost of $1,800 to $2,000 a day per MDA, an ASC needs roughly 7 to 8 cases to break even.

19. CONFIDENTIAL McGuireWoods LLP – Health Care 19 THE END Business Department Capital Markets | Energy & Utilities | Health Care | International | Land Use & Environmental Mergers & Acquisitions, Securities & Corporate Services | Real Estate Transactions | Tax & Employee Benefits | Technology & Business Litigation Department Antitrust & Trade Regulation | Business & Securities Litigation | Complex Commercial Litigation | Financial Services Litigation | Government Investigations IP Litigation/Patents | Labor & Employment | Product & Consumer Litigation | Restructuring & Insolvency | Toxic Torts & Environmental Litigation ATLANTA BALTIMORE CHARLOTTE CHARLOTTESVILLE CHICAGO JACKSONVILLE LOS ANGELES NEW YORK NORFOLK PITTSBURGH RALEIGH RICHMOND TYSONS CORNER WASHINGTON, D.C. WILMINGTON ALMATY, KAZAKHSTAN | BRUSSELS, BELGIUM www.mcguirewoods.com  2008 McGuireWoods LLP