At the 18th Annual Ambulatory Surgery Centers Conference in Chicago on Oct. 28, Managing Partner of ASD Management Joseph Zasa, JD, and Daniel C. “Skip” Daube, Jr., MD, FACS, founder of Surgical Centers for Excellence in Panama City, Fla., discussed how ASD Management helped turnaround the floundering ASC. Dr. Daube and his partners launched the ASC on their own, but had difficulty maintaining the center and were losing $30,000-$40,000 per month. After interviewing several management companies, the partners decided on ASD Management to help turn them around.
“Any company that brings a surgery center out of a bad situation has a better chance of sticking around in the long run than companies that are there from the beginning,” said Dr. Daube. “Physicians will take a management company for granted if they don’t know any better. If they have made mistakes, they are gratified for the help.”
Dr. Daube discussed the three most important things ASD Management brought to the table:
· Connections to the industry
· Bridging the gap between staff members and physicians to solve problems
· Attention to detail
In addition to discussing the case study on Surgical Centers for Excellence, Mr. Zasa discussed the usual process for turning around an ASC. Before agreeing to work with a center, his company assesses the situation and decides whether the center can be salvaged and what needs changing. Sometimes the problems are financial while other times staff leadership is a problem. Mr. Zasa worked with Dr. Daube and his partners to rectify several issues with the center and was able to make it profitable within a short amount of time.
“Now, the ASC is the third most profitable surgery center in our company and recently declared a large dividend,” said Mr. Zasa. “The center turned itself around because we focused on fundamentals; we didn’t talk a lot about going out and recruiting new surgeons. We installed new, better systems and instituted a better system to oversee management protocols.”
Mr. Zasa also mentioned that having a positive attitude and emotional investment in the center is important for physicians and staff members to make a successful turnaround.
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“Any company that brings a surgery center out of a bad situation has a better chance of sticking around in the long run than companies that are there from the beginning,” said Dr. Daube. “Physicians will take a management company for granted if they don’t know any better. If they have made mistakes, they are gratified for the help.”
Dr. Daube discussed the three most important things ASD Management brought to the table:
· Connections to the industry
· Bridging the gap between staff members and physicians to solve problems
· Attention to detail
In addition to discussing the case study on Surgical Centers for Excellence, Mr. Zasa discussed the usual process for turning around an ASC. Before agreeing to work with a center, his company assesses the situation and decides whether the center can be salvaged and what needs changing. Sometimes the problems are financial while other times staff leadership is a problem. Mr. Zasa worked with Dr. Daube and his partners to rectify several issues with the center and was able to make it profitable within a short amount of time.
“Now, the ASC is the third most profitable surgery center in our company and recently declared a large dividend,” said Mr. Zasa. “The center turned itself around because we focused on fundamentals; we didn’t talk a lot about going out and recruiting new surgeons. We installed new, better systems and instituted a better system to oversee management protocols.”
Mr. Zasa also mentioned that having a positive attitude and emotional investment in the center is important for physicians and staff members to make a successful turnaround.
Related Articles on ASCs:
Central Piedmont Surgery Center to Open in North Carolina Next Week
7 Traits to Make Your Surgery Center More Attractive to Physicians
What are the Most Common Surgery Center Subspecialties?