Becker's ASC Review

38 THOUGHT LEADERSHIP What ASCs are doing to stay relevant By Laura Dyrda A SCs earned an elevated role in the healthcare ecosystem dur- ing the pandemic, as many stayed open to provide surgery for patients without COVID-19 when hospitals ended nonemer- gency services. Now, insurers and investors see big opportunities with ASCs as a high quality, low-cost setting for care. But as their profiles rise, ASCs also must change to stay relevant. "We will continue to see more cases, as well as more complex cases, migrate to the ASC setting due to its clear value proposition," said Beth LaBouyer, RN, executive director of the California Ambulatory Surgery Association. "In particular, there is continued growth in or- thopedics, gastroenterology and cardiovascular cases. As an industry, we have to be prepared to meet this growing demand, which means building out the surgery center teams, refining processes and priori- tizing quality training to ensure case migration is done the right way." Ms. LaBouyer said forward-looking ASCs track the evolution of healthcare trends and needs of patients. ASCs across the U.S. are expanding service lines and adding capabilities, including total joint replacements and spine surgery. On the current trajectory, outpatient total joint replacement volume is expected to outpace inpatient vol- ume by 2029, bringing with value-based care opportunities for ASCs. "ASCs need to prepare for this by implementing total joint programs, dedicating operations teams and clinicians who specialize in this and working with vendors, facility partners and physician groups to be ready to transition more of these cases into the ASC setting," said Ms. LaBouyer. "Additionally, physician specialists need to nurture their connections to value-oriented primary care providers and payers as a way to care for more patients." Oren Shill, president-elect of the California Ambulatory Surgery Association's board of directors and group president of Surgical Care Affiliates, said specialists are now looking for ways to participate in integrated care delivery models and value-based care to fortify practice sustainability. "ASCs must work hard to build awareness of their benefits, attract physician specialists and nurture the connections to value-oriented primary care doctors and payers to reinforce siting of patient cases at ASCs," said Mr. Shill. "We are also making investments in talent acquisition, leadership programs and training for clinical and sup- port teams to attract and retain top talent with compelling career growth opportunities." With the shi to value-based care, surgery centers are preparing for a data-driven future by purchasing or upgrading their electronic systems to track operational efficiencies, revenue cycle and patient outcomes. Hospitals and insurers already have data systems primed for value-based contracting, but many surgery centers are still on paper records or have simple practice management soware that won't provide the advanced analytics necessary to negotiate beneficial bundled payments. "Technology is key as we move toward an outcome-based payment structure from the traditional fee-for-service. Many payers are ap- proaching us about bundles and outcome data," said Jeffrey Flynn, administrator and COO of Gramercy Surgery Center in New York City. He said he is worried AScs without EHRs will be le behind as new payment structures emerge. e other area where Mr. Flynn sees ASCs evolving is with patient and surgeon experience. ASCs need a steady stream of patients and great reputation among surgeons to generate business, and the needs of both groups are changing. Patients demand a seamless care experience with patient portals, online scheduling and easy billing in addition to great outcomes and kind care teams. e next generation of physicians wants a work- life balance, mentorship from senior partners and a clear path for professional growth, in addition to advanced technology and com- munity partnerships. "If you provide not only a safe and technology-advanced setting, but one that makes the patient comfortable and the surgeon happy to be there, you have attained most of what you want to accomplish," said Mr. Flynn. "You also must stay aware of payment and regula- tory issues you will be facing and be proactive to the changes — not reactive." n Healthcare needs to help solve the supply chain, says ASC owner By Marcus Robertson S upply chain issues have plagued the U.S. economy since the COVID-19 pandemic shut down much of the world. Now, with the Russian invasion of Ukraine on top of a new surge in China, different areas of the supply chain are being tested. Nameer Haider, MD, interventional pain specialist and owner of Omni Pain & Precision Medicine in Utica, N.Y., joined "Becker's ASC Review Podcast" to share his thoughts on supply chain slowdowns. Question: What is a healthcare trend that you think people aren't paying enough at- tention to? Dr. Nameer Haider: We have a big issue these days with various things, from a supply chain aspect. Whether it's personal protective equipment or whether it's devices we use in the OR, or whether it's computer chips for some of the robotics or other instruments, I think bring- ing manufacturing back to the United States and correct- ing our supply chain issues is something we as a society have to work on. And individually, as healthcare organi- zations, we need to look into the problem and solve it so we don't get stuck in situations where we have to stop working because of those issues. n

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