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ME
WhitePaper
QVI
DTECH
SixKeyInsightsforMedTechCompaniesLookingtoPartnerwithAmbulatorySurgeryCenters
PerspectivesfromASCleaders
PATKALLAL,ConsultingManager,MedTechStrategyConsulting,IQVIA
KYLEBIESECKER,Principal,MedTechStrategyConsulting,IQVIA
PATRICKHUNT,ConsultingManager,MedTechStrategyConsulting,IQVIA
1
Introduction
AmbulatorySurgeryCenters(ASCs)haveseenimmenseproceduralandfacilitygrowthoverthepastdecade,
drivingsignificantMedTechmanufacturerfocuson
thiscaresetting.Theconfluenceofphysicianslookingtobuildfinancialequity,strategicinvestorsseekinganexpansionoftheircaredeliverychannels,andpayers
lookingtosteertheircoveredpartiestolower-costsitesofcarecontinuestodrivequickevolutionintothisarea.
In2023,IQVIAMedTechpublishedourperspectiveon
strategiesthatMedTechcompaniescanutilize
to“win”intheASCspace.Tobuilduponthesestrategies,we
spokewithleadersintheindustry,includingphysicianswithanequitystakeinanASC,CEOsofhospital/
physicianjointventureASCs,anddevelopmentdirectorsofASCmanagementcompanies,capturingin-depth
perspectivesfromclinicalandadministrativeleadershipatboththelocalandcorporate/investorlevel.In
speakingwiththeseleaders,sixkeyinsightsemerged.ThiswhitepaperwilldiscusseachoftheseinsightsandprovideguidanceforMedTechorganizationslookingtopartnerwithASCsinthecomingyears.
Muchoftheday-to-dayASC
facilitymanagementandstrategicdecisionmakingremainsatthe
localASClevel,despitestrategic
investorsholdingmajority
financialownership.
Since2017,ASCownershipstructureshaveshifted,
movingtomorejointventures.Whilephysician-only
ownedentitiesstillrepresentthemajorityofASCs,
theylikelyrepresentamuchsmallerpercentageoftheproceduralvolumeastheyhavelessorganizational
scalethanhospital-orcorporate-ownedentities.
Conversely,therehasbeensignificantgrowthinjointventuresbetweenphysiciansandcorporationsaswellasthree-partyventuresbetweenphysicians,hospitals,andcorporations.Theincreaseinjointventureswith
hospitalsandcorporateentitiesspeakstothescale
andoperationalexpertisethatisincreasinglyrequiredforASCstobecomesuccessfulintheirgeographies.
Physicians,onceseekinganequitystakeinASCsto
havemoreadministrativeandclinicalcontrol,arenowpartneringwithhospitalsandcorporateentitiesthat,althoughnotoccurringtoday,couldthreatenelementsofthatveryautonomyinthefuture.Laterinthis
piece,wewilldiscusstheimplicationsofthesefinancialpartnerships.
PercentownershiptypeacrossASCentities
Hospowned(3%)
Corpowned(4%)
100%
Phys+Hosp
+Corpowned
(1%)
Physician+
Corporate
owned
21%
Physician
+Hospital
owned
64%
Entirely
physician
owned
0%
2022
Importantnote:ThepercentdistributionofASCentitieslikely
doesnotmirrorthepercentdistributionofASCprocedurevolume,aslargehospitalorcorporate-ownedASCsaremorelikelytohavegreaterorganizationalscale.
Source:BeckersASC
Hospowned(2%)Corpowned(3%)
Phys+Hosp
+Corpowned
Physician+
Corporateowned
Physician
+Hospital
owned
Entirelyphysicianowned
4%
24%
7%
15%
2017
52%
50%
25%
75%
Thepartnershiphasa
self-governancemodelwitha
medicalexecutivecommittee.
Whilewehaveamajoritycontrolonthefinancialentityitselfandtheresponsibilitytowardsthe
debt,wedowantourphysicianstohaveactivestewardshipofthebusinessoperations.
—VPofOperationsforanASCmanagementcompany
|1
2
Whenownershipissplitbetweenphysiciansand
astrategicinvestor,itisnotquiteanequal50/50
relationship,thoughallpartiescontinuetomaintainmeaningfulequitytoensureproperorganizational
alignment.50.1%hospitalorcorporateto49.9%
physicianownershiprelationshipsaremorecommon,withtheinstitutionalpartnertakingamajoritystaketoholdtheultimatecontroloverdecisionmakingwhile
preservingfinancialincentivesforphysicians.TheASCleaderswespokewithwerequicktonotethatthereissignificantmeaningfulintentionplacedonachievinganequitysplitthatleavesallpartiesfinanciallyengagedinmakingtheASCasuccess.
Decisionsaremadelocally;I(corporate)bringindatafromothercentersthathelpsinlocaldecisionmaking.
—VPofDevelopmentforanASCmanagementcompany
Despitestrategicinvestors’abilitytosupersede
physicians’preferencesinoperatingdecisions,both
partiesindicatethatphysiciansholdsignificantpowerandretaindecisionmakingatthelocallevel.ASCs
remainself-governingorganizations,notlimited,
constrained,ordictatedtobylargecorporateentitiestodrivedecisionmakingsolelybythebottomline.
Themodelisthattheyare
ownersandhavecontroland
somewhatofastrongvoiceinthe
executionofvisionofthatcenter.We(corporate)aretheretosupportandexecutealongwiththem.
—VPofOperationsforanASCmanagementcompany
OneofthekeydriversoftheremaininglocalASCcontroliscompetitionoverthepoolofavailablephysicians(see
Insightfive
).ASCsrecognizethatphysicianshaveoptionswhenitcomestotheirproceduralwork,particularly
inurbangeographieswheretherearemultipleASCs
forphysicianstochoosefrom.Asaresult,ASCsare
inclinedtoletphysiciansdriveday-to-daydecisions,
includingMedTechpurchases,asameansofattractingandretainingtalent.Inadditiontorecruitingnew
physicians,physicianretentionisalsoaconcernas
physicianshaveshownawillingnesstomoveiftheirneeds(clinical,technological,economic)arenotmet.
Therefore,ASCdecisionmakingoftencapitulatesto
physicians’demandsinthenameofphysicianretention.Lastly,ASCsareconcernedwiththeincreasingtrend
offull-timephysicianemployment,whichultimately
precludesphysiciansfromjoiningASCsnotaffiliatedwiththeirhospitalorsystem.Thisreductioninanalready
competitivetalentmarketfurtherretainsthelocusofpoweranddecision-makingatthelocallevel.
Despitereimbursementand
medicalsupplypressures,ASCsdonotappearfocusedon
MedTechpricingasaprimarycostcontrolmeasure.
Onaverage,paymentsforprocedures1conductedin
anASCareabout50%oftherategiventohospital
outpatientdepartments(HOPDs)conductingtheexactsameprocedures.Whilepayersmaycorrectlyassume
thatthereislessoverheadinanASCthananHOPD,andtherefore,alowerreimbursementiswarranted,this
paymentdifferentialleaveslittleroomforASCstoabsorbtherisingcostsseeninhealthcare,particularlyduring
andaftertheinitialwavesoftheCOVID-19pandemic.
ASCadministratorsreportthatmedicalsupplycostsarerising,insomecasesfrom20%ofrevenueto40%ofrevenue.Additionally,wagesareincreasingina
timewheninflationishighandthetalentpoolacrossmanykeyrolesiscompetitive.Oneofthemostcriticalexamplesisanesthesiology,whichhasemergedasan
1RegentSurgicalHealth.HOPDtoASCConversion:NoworLaterwithTransitiontoValue-BasedCare.2018.
|2
Creditingcapitalequipmentpurchasestowardsimplantvolumerebates.
Offeringprocedure-basedpricing(“constructpricing”)toreduce
costvariability
areaoftightlaborcompetition.Thisiscompounded
byreimbursementcutsforanesthesiaservicesthat
havenegativelyaffectedASCs’abilitytocontract
withanesthesiaproviders.InapositivedevelopmentforASCfinances,CMSissueda3.1%increasedforall
reimbursableservicesintheASCandindicateditwillcontinuetomirrorreimbursementincreasesbetween
ASCsandHOPDs.
WhilemuchofthecurrentdialogueintheMedTech
industryfocusesonpricingpressuresandtheneedformedicalsupplycoststodecrease,theindustryleaderswhospokewithIQVIAMedTechdidnotlistMedTech
pricingasakeyareaoffocustodriveorganizationalsuccess.Interestingly,manycountervailingtrendsappeartodiminishthefocusonMedTechprices.
First,ASCsaresensitivetoanythingthatmightsuggestthattheywoulddeliverlowerqualitycare,giventhe
competitivenessofASCsintheirgeography.ASC
leadershipunderstandsthatqualitycarerequiresthe
righttoolsandarehesitanttocutcornersthatmay
ultimatelycompromisepatientoutcomesorevencreatetheperceptionofputtingfinancialhealthinanywayoverpatienthealth.Asaresult,devicesthatcanarticulate
avaluepropositionbasedonclinicalbenefitsmaybe
partiallyinsulatedfrompricingpressures(see
Insight
four
foradditionaldiscussionofqualitymetricsinASCs).
Second,oftentimesphysicianpreferenceovercomes
pricingconcerns,particularlyformedicaltechnology
thatisdirectlyusedbythephysician.Forexample,a
particularkneeorshoulderimplantandaccompanyinginstrumentsetwilllikelyreceivesignificantlylesspricingscrutinybecauseitdirectlyaffectsthephysicians’
proceduralexperience.Conversely,othercapital
equipmentlikebedsorIVpumpsmaybelessinsulatedfrompricingpressures,astheyarelesslikelytobe
protectedbyphysicians’preferences.Thus,forfirms
thathavebothcapitalequipmentandphysician-utilizedtechnology,bundlingthesepurchasestogetherwilllikely
servetoinsulatesomerisktocapitalequipment
pricingerosion.
AlthoughASCleadersdonotexpecttobeaggressiveindemandingMedTechpricingdiscounts,whendiscussing
servicesthattheywouldvaluefromtheirvendor
partners,theyexpressinterestinachievingmutuallybeneficialpricing,suchas:
WithcompanieslikeStrykerofferingrobustASCservicesfordenovopractices(includingfinancing),wewere
surprisedthattheseASCstakeholdersdidnotindicate
thatmanufacturer-providedfinancingisameaningfulordifferentiatedoffering.FormanyASCsthatarealignedwithlargerorganizations,accesstocapital—whenthe
purchaseisjustified—doesnotappeartobeof
majorconcern.
Thedelicatelinewe
alwayshavetowalkisthatASC
doesn’tequallowerquality.
Wemaintainthequalityofcare
butthroughefficienciesand
economyofscale,weareableto
bemoreproductive.
—OrthopedicsurgeonandASCowner
3|SixKeyInsightsforMedTechCompaniesLookingtoPartnerwithAmbulatorySurgeryCenters
3
Wecanhaveanextremely
valuable,durable,single-specialty
ophthalmologycenterorGIcenter.Thatcenterisnotnecessarilygoingtohaveashighofamargin,butitisanextremelydurable,predictable,valuablebusiness.
—VPofOperationsforastrategicASCinvestor
Strategicinvestorsandpartners,likeASCmanagementcompanies,looktoinvestinprocedureareasthatprovidedurablegrowth,notjusthighmargins.
Similartostrategicinvestors(i.e.,payersorhospitals),ASCmanagementcompaniesoftentakeamajority
financialequitystakeinanASCandprovidearange
ofadministrativeandstrategicservices.Giventheir
organizationalscaleandgeographicbreadth,itmaybeexpectedthatthesestakeholderscareprimarilyaboutimmediateandshort-termmargins.Whilemargins
areandwillcontinuetobecritical,ASCmanagement
companyleadersarticulatethreekeydriversofinterestintheirdiligenceofASCinvestments.
Maybethemulti-specialty
spineandortholocationisgoing
tohavehighermargin,butitmightnotbeasdurablebecauseitis
concentratedwithafewphysiciansorconcentratedwithafewservices
thatcanhavedrasticallyvaried
reimbursementovertime.
—VPofOperationsforastrategicASCinvestor
First,thedurabilityofthemarketiscritical.Here,
theyevaluatetheextenttowhichtheclinicalarea
andassociatedprocedureshavehighvolumesanda
reliablepatientbase.Forexample,gastroenterology
andophthalmologyproceduresmaynothavehigh
margins,buttheseclinicalareashavehighvolumeandareextremelyreliableanddurabletootherwisevolatilemarketconditionsfacinghealthcareinrecentyears.
Second,futuregrowthisalsoanimportantconsiderationwhenevaluatingASCpartnershipinspecificclinical
areas.OrthopedicsandENThaveexperienced
significantgrowthinthepastfiveyears,andasaresult,managementcompaniesareincreasinglyinterestedinpartneringintheseclinicalareas.
Third,managementseeksclinicalareascharacterized
bysteadyreimbursement.Eveninthefaceofsmaller
margins,ifaclinicalareaisspecializedandhasreliably
consistenthistoricalreimbursement,itwillbeprioritized
overhighermarginprocedureswithmorevolatile
reimbursementpatterns.
|4
4
Qualityhasbeentightly
self-governed,butCMSisstartingtomonitorASCsmoreclosely.
OnecommonthemeamongASCleadersistheirfocus
onclinicalquality.Theyperceivepatientsatisfactionandqualityasintertwinedandcrucialtotheirbusinessmodelthatsurvivesonreferredpatientvolumes.Creating
andmaintainingtrustfrompotentialreferrersintheir
community(eitherwithintheirsystemorfromoutsidetheirsystem)iscriticaltomaintainingahealthyreferralpipeline.ASCleadersarealsoquicktonotethattheyarewaryoftheirfacilitiesbeingmisperceivedasprioritizingcostoverqualityandbelievethatthosemisperceptionswouldultimatelymakethemlesscompetitiveagainst
hospitalsandotherASCsintheirgeography.
Althoughclinicalqualityhasbeenakeymetricfor
ASCstotrackinternally,regulatorychangesarealso
surfacingtosolidifyandcodifyclinicalquality.CMS
hasmadesubstantialchangestothequalitymeasuresintheAmbulatorySurgicalCenterQualityReporting
Program,whichresultedinCMStracking12mandatoryqualitymeasures(plusonevoluntarymeasure)in
2023todetermineASCpaymentsin2025.Thesame
measureswillbetrackedin2024andareexpectedtobe
utilizedmovingforward.2ForMedTechmanufacturers,awarenessofandcreationofvalueinsupportofthese
qualitymetricswilllikelydriveadditionalinterestintheirproductandserviceportfolios.
GGIfIwanttouseadevicebut
itscostcausesacasetohavea
marginofonly$500,thatcaseisnotviableattheASC.Atthattimepoint,thenyouhavetomovethatcase
toanacutesiteofservicesuchas
anHOPD.
—OrthopedicsurgeonandASCOwner
Measurementofquality
outcomesandclinicalexcellenceisanextremelyactiveanddisciplinedpartofwhatwedo.
—VPofDevelopmentforanASCmanagementcompany
2CMS–AmbulatorySurgicalCenterQualityReportingFinalRule
5|SixKeyInsightsforMedTechCompaniesLookingtoPartnerwithAmbulatorySurgeryCenters
Qualitymetric
2024status
Mandatory
Patientburn
Mandatory
Patientfall
Wrongsite,wrongside,wrongpatient,wrongprocedure,andwrongimplant
Mandatory
Endoscopyandpolypsurveillance:Appropriatefollow-upintervalfornormalcolonoscopyinaverageriskpatients
Mandatory
Facilityseven-dayrisk-standardizedhospitalvisitrateafteroutpatientcolonoscopy
Mandatory
Normothermiaoutcome
Mandatory
Unplannedanteriorvitrectomy
Mandatory
HospitalvisitsafterorthopedicASCprocedures
Mandatory
HospitalvisitsafterurologyASCprocedures
Mandatory
Facility-levelseven-dayhospitalvisitsaftergeneralsurgeryproceduresperformedatASCs
Mandatory
COVID-19vaccinationcoverageamonghealthcarepersonnel
Mandatory
Outpatientandambulatorysurgeryconsumer
assessmentofhealthcareprovidersandsystems(OASCAHPS)surveymeasures
VoluntaryandshiftingtomandatoryinCY2025
Source:AmbulatorySurgeryCenterAssociation3
3AmbulatorySurgeryCenterAssociation.“ASCQualityReportingProgram.”
|6
5
FutureASCmarketgrowthmaybelimitedbylaborshortagesaswellasdemandforASCstotreatmorecomplexcases.
Healthcareworkers,ingeneral,areinshortsupply.
About150,000leftthefieldbetween2021and2022.4
ForASCs,keycategoriesoflaborshortagesinclude
anesthesia,surgicaltechs,sterileprocessingstaff,and
revenuecyclemanagement.ASCleaderscitetheselaborshortagesandretentionconcernsasoneoftheirkey
areasofconcerninstrategicplanningandthefuture
growthoftheirorganizations.Administrationisactivelyseekingstrategiestoovercometheseissuesincludingofferingnon-compensatorybenefitstostaff.One
strategybeingtestedistheutilizationofwork-from-
homeproviderswhowouldbeabletoprovidevirtual
follow-upcare.Theeffectivenessofthisstrategyremainstobeseen,asmostofanASC’srevenue-drivingcareis
providedinperson.
Additionally,asechoedatthe2023AdvaMed
conference,5thelong-termgrowthoftheASCmarket
maybelimitedonce“easy”segmentsbecomefully
penetrated.Todate,ASCshavegrownbycapturingtheproceduresandthepatientsthatarebestsuitedfor
thatsetting.Theseprocedurestendtobelower-riskandmorestraightforward,aswellasperformedinpatients
whoarehealthierandhaveaccesstocareandsupporttorecoverathome.
However,withtherateofgrowthandtheproceduralscalesinASCs,eventuallygrowthfromthese“easy”
clinicalareasandpatientsegmentswillbeexhausted.TheindustrywillneedtoevaluateanddeterminetheappropriatenessandtheabilityforASCstoexpand
intomorecomplexclinicalareasandtomoresevere
patientpopulations,includingpatientswithmorelimitedresourcesandsupport(e.g.,limitedcaregivercapability,restrictedaccesstotransportation,andotherburdens,
whichmayincludepatientswhorequiretheASCtoprovidesomedegreeofat-homecare).
4Becker’sASCReview
Ifthemarketeventuallypursuesthesetypesofpatients,
ASCsmayfinditchallengingtoaccuratelyidentify
patientswithadditionalcarerequirementsandmatchthoseneedsinacost-effectiveapproach,leading
tosomedegreeofrisk.Coupledwiththeincreased
formalizationofqualitymetricsdiscussedpreviously
in
Insightfour
,theincreasedclinicalcomplexityof
patientstreatedinASCsmaycreateorganizationalandreimbursementrisk.
GGThecost-sideobstaclesthatwearerunningupagainstarestaffing.Anesthesiastaffing,nursingstaffing.SterileProcessingDepartment(SPD)isabigburden.Retentionofthose
peopleisabigburdenwithalot
ofnursesleavingandgoinginto
travelerpoolsandtravelersreallybeingtooexpensivefortheASCasaneffectivemeansofstaffing.
—OrthopedicsurgeonandASCowner
52023AdvaMedConference.SessionTitle:“DriveOptimalCareQualityasCareSettingShifts”
7|SixKeyInsightsforMedTechCompaniesLookingtoPartnerwithAmbulatorySurgeryCenters
6
ASCsrelyonanddemandhigh-
touchvendorsupport,particularlyforclinicalcasedays.
AlthoughMedTechpricingisnotakeydriverofdecisionmaking,ASCleadersconsistentlyreportthatsales
representativeandclinicalcasesupportisacompellingvaluedriver.Vendorswhoprovidehigh-qualityservicedifferentiateandingrainthemselvesintoanASCteam,makingthemindispensable.ASCleadersdefinehigh
qualityserviceinfourways:
Clinicalsupport
Supportingthephysicianthroughcase
planning,basicsitelogistics,andinsomecases,supportinginteractionswith
patients’caregivers.
Reliabledelivery
Forproceduresinwhichproductisnot
inventoriedorthereisanuncommonsize,theASCcanrelyontherepresentativetodeliverequipmentandsuppliespromptly,eliminatinganypotentialdelays.
Troubleshooting
Providingtechnicalsupporttominimize
proceduredelaysduetoanyissuesthatariseusingthecompany’smedicaltechnology.
GeneralASCservice
Offeringsupportthatreducesadministrativeorclinicalburdenonthestaff(e.g.,pulling
inventoryaheadofcases,supportingclaimsissues,orsupportingreorders).
Totaljoints,overthepast
fiveorsixyears,havebeenthe
hotspecialtythathasreallyshiftedtotheoutpatientsetting.We’re
seeingourtotaljointvolume
growsignificantly.
—VPofDevelopmentforanASCmanagementcompany
Let’ssayinaGIsuite,having
anOlympusreparoundwhen
you’regoingfullthrottleatthe
endoftheyearandeverybody’s
onlowgas,justhavingthatextra
supporttoconstantlytroubleshootishuge.Therearethingsthatcan
gowrongwiththeequipment,theinstruments,disposables,whatever.
Juststeppingin.Notnecessarilywiththepatient,butwiththe
caregiversandsaying,Whatelse
canIdo?I’llhelpgetthesescopes
tothecleanroom.Letmeseewhy
yourpicturequalityislowafteryoujustdid500.Justnoticingthelittle
intricaciesoftheefficienciesofthe
procedurestyleishuge.Ifyouhavego
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