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Postgraduate Education Corner: CONTEMPORARY REVIEWS IN SLEEP MEDICINE |

Starting a Sleep Center

Lawrence J. Epstein, MD, FCCP; Paul S. Valentine, MBA
Author and Funding Information

From the Sleep HealthCenters (Dr Epstein and Mr Valentine), Brighton, MA; and Division of Sleep Medicine, Harvard Medical School (Dr Epstein), Boston, MA.

Correspondence to: Lawrence J. Epstein, MD, FCCP, Sleep HealthCenters, 1505 Commonwealth Ave, Brighton, MA 02135; e-mail: lawrence_epstein@sleephealth.com


Reproduction of this article is prohibited without written permission from the American College of Chest Physicians (www.chestpubs.org/site/misc/reprints.xhtml).


© 2010 American College of Chest Physicians


Chest. 2010;137(5):1217-1224. doi:10.1378/chest.09-2186
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The demand for sleep medicine services has grown tremendously during the last decade and will likely continue. To date, growth in demand has been met by growth in the number of new sleep centers. The need for more new centers will be dependent on market drivers that include increasing regulatory requirements, personnel shortages, integration of home sleep testing, changes in reimbursement, a shift in emphasis from diagnostics to treatment, and an increased consumer focus on sleep. The decision to open a new center should be based on understanding the market dynamics, completing a market analysis, and developing a business plan. The business plan should include an overview of the facility, a personnel and organizational structure, an evaluation of the business environment, a financial plan, a description of services provided, and a strategy for obtaining, managing, and extending a referral base. Implementation of the business plan and successful operation require ongoing planning and monitoring of operational parameters. The need for new sleep centers will likely continue, but the shifting market dynamics indicate a greater need for understanding the marketplace and careful planning.

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