As hospital-ASCs dynamics evolve, some health systems are seen as allies in outpatient care expansion, while others are seen as stalling progress.
Janet Carlson, executive director of Commonwealth Pain & Spine, spoke with Becker’s about what makes an ideal hospital partner, from operational alignment to physician incentives, and why resistant hospitals may be left behind.
Editor’s note: This interview was edited lightly for clarity and length.
Question: What do you look for in a hospital partner financially, culturally, or operationally?
Janet Carlson: They should have the opportunity to partner in a JV structure and make the ASC part of their clinically integrated network. That could help with payer or vendor contracts. The ASC could manage day-to-day operations, but benefits could roll under the health system, creating economies of scale.
And again, it’s about how you compensate surgeons, whether it’s sharing a percentage of the facility fee or allowing some minority share ownership. You want to align the surgeons with the ASC’s results and incentivize them to take higher acuity cases, which cost less overall.
Q: What would your message be for less forward-thinking hospitals that choose friction over collaboration?
JC: Resistance is futile. It’s going to happen with or without their collaboration. ASCs are an elegant solution, especially in today’s healthcare climate. Hospitals can still live their mission, vision and values, take care of covered lives, communities and the clinicians who work in ASCs.
ASCs are now required to collect patient satisfaction scores. Hospital Press Ganey scores often have room for improvement, but ASC satisfaction scores are traditionally high. With higher satisfaction comes the ability to recruit new talent and increase physician and team member engagement.
