ASD Management is one of the nation's oldest and largest privately held ASC management firms, providing personalized service led by our founding/managing partners. Since 1986, we have achieved success in hundreds of ASCs by focusing on what is most essent
Robert Zasa, founding and managing partner of ASD Management explains that competition in the area, ability to perform services, and the kind of services that are offered in the area are considered valuable to buyers shopping around for an ASC.
Zasa says that one of the typical reasons these areas are of value is because it helps the potential buyer assess how many new doctors or what new services they could add to the center to further increase the value.
"For example, we have a center in a very competitive area in Los Angeles.
What we are trying to do is grow the center.
We have a new cardiovascular service that we are adding to selected centers.
The decision to add this service is dependent upon the demographics in the area, the competition in the area, and the types of physicians in the area that might do these procedures," Zasa says.
"We are looking at this particular location and have found that nobody is offering cardiology.
There happens to be a very good interventional cardiology group and it fit.
We were able to syndicate, sell them shares in the center; it is going to increase the revenue significantly for our center.
You look at those types of opportunities.
Whether we are acquiring a center, or whether we are looking to add revenue to a center; to add to the value, we are either recruiting new physicians, or adding new services like retina, spine and cardiovascular.
Zasa adds that other opportunities to increase the value of an ASC can be seen when examining a center in a remote location.
Zasa explains that it is very difficult to add new physicians to a remote area because there are not a lot of physicians in the area, and the ones that are present, are most likely involved in other deals.
Zasa says in order to increase the value of an ASC in this situation, adding in new services is the best bet.
"In another situation, we have an area that has not been picked over.
We are just adding 4 or 5 doctors a year.
That's how we are increasing the value of the center," Zasa says.
Although it may seem like an ideal way to increase the value of an ASC, Zasa says that cutting the costs in a center is not going to significantly increase the value.
In his experience, increasing value is really a revenue generation proposition and how much an operator can do that by either adding new services or adding new doctors.
Zasa says that focusing on increasing the value of an ASC is something that owners need to be thinking about on a routine basis strategically.
"If you are standing still, you are going backwards.
Especially in this competitive environment; you want to get every case in your center you can to increase the value.
Competitively, we are looking constantly at opportunities to add doctors and services.
The third thing is to have a thorough review of the managed care contracts that the center pulls," he says.
Zasa explains that a center's contracts are also a key factor in estimating and increasing the value of the ASC in question.
"We have, what we call at our company, a 'retroactive contract analysis'.
Because many of these surgery center contracts have been negotiated at different times and different years; oftentimes, unless you take a look at all of them, and compare the volume, you are getting paid from that payer by your top 20 CPT codes, and the discount that you give them," Zasa says.
"What we do is have the top 20 procedures listed on the left hand column.
Then we have the different payers by plan.
We put below that the volume per year, or quarter, etc. that we get from that payer.
It's incredible, because what happens sometimes is you find you are getting less of a discount from one that does more volume and, worse, you are getting a bigger discount for one that does small volume.
Zasa stresses that the payment of the contracts is very important.
"There are now over 5,000 ASCs in the U.S.," writes co-author Robert Zasa of ASD Management.
Robert Zasa and ASD Management Awarded for ExcellenceLos Angeles Business Journal has recognized Robert Zasa, managing and founding partner of ASD Management as an outstanding healthcare leader.Mr. Zasa received the 2015 Healthcare Leadership award on behalf of ASD Management for its positive impact on the Los Angeles business community.
ASD Management Read more
Advanced Methods of Contracting for ASC Services
By Robert Zasa, MSHHA, FACMPE and Randy Todorovich, BSRN, CASC Lower operating costs, higher quality of care and increased patient satisfaction have fostered the creation of ambulatory surgery centers (ASCs) in almost every area of the nation.
Robert J. Zasa, MSHHA, FACMPE is a Co-founder and Managing Partner of ASD Management. email@example.com Randy Todorovich, BSRN, CASC is Senior Vice President Managed Care of ASD Management. firstname.lastname@example.org
by: Robert J. Zasa, MSHA, FACMPE Managing Partner, ASD Management 1.
By Robert Zasa, MSHA, FACMPE Managing Partner, ASD Management 1.
ASDM Founder and Managing Partner Robert Zasa named a Top UAB Business AlumniRobert Zasa, MSHHA, FACMPE, has been named to the Top 25 in the UAB Excellence in Business by the University of Alabama at Birmingham National Alumni Society.
The distinction recognizes and celebrates the success of the top 25 businesses owned and operated by UAB alumni.
Nominees for the award came from a wide spectrum and were ranked by a rigid criteria.
Mr. Zasa, an alumnus of the UAB School of Health Professionals, was recognized during the awards luncheon on March 10, 2015 in the UAB Alumni House.
By Robert Zasa Managing Partner, ASD Management We have extensive experience in operating ambulatory surgery centers throughout the United States.
by Robert J. Zasa, MSHHA, FACMPE, Managing Partner, ASD Management There is a movie with the name "City Slickers" that was popular in the 1980's.
Three men at a dude ranch are on a cattle drive trying to find themselves and reorient their lives.
One man has had an affair at his father-in-law's business.
As a result, he has gotten divorced, lost his job and his children.
His best friend tells him his life is a "do over," just like when they were kids playing stick ball and a mistake was made.
During the game, everyone immediately understood that he made a mistake or misstep and the player immediately would ask the group to "do over" the play.
Robert Zasa and ASD Management Awarded for Excellence
ASDM Founder and Managing Partner Robert Zasa named a Top UAB Business Alumni
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