USACS Achieves Record-High hNPS

“How likely is it that you would recommend USACS to a friend or colleague?” Bi-annually, our health system C-suite partners answer this critical question. Their responses determine our Hospital Net Promoter Score (hNPS), which measures the strength of our health system partnerships.

 

We are thrilled to share the record-setting results we achieved in 2025, which concluded with an unprecedented hNPS of +79 and a participation rate of 78%. Both numbers showcase our journey of advancement, rooted in robust clinical support and superior patient care.

 

To mark this milestone, we are pleased to welcome Heidi Crosthwait Krothe, Vice President of Client Development. Equipped with her expertise, we will walk through our hNPS framework and its practice-wide implications.

 

The Breakdown of the Score

 

First things first, we must understand the score itself. To calculate the hNPS, each participant receives a Qualtrics survey. They respond to the aforementioned question on a scale of 1-10 and have the option to provide feedback. Scores of 0-6 are detractors, 7-8 are passives, and 9-10 are promoters. We subtract the percentage of detractors from that of promoters to yield an hNPS of -100 to +100.

 

“A score of +79 puts us in a world-class category,” Heidi affirms. “It reflects responses from 708 surveys sent to 343 sites. Within this scope, our number of C-suites surveyed has grown commensurate with our site growth. Since 2020, we have increased the number of surveys sent by 79% and the number of sites surveyed by 72%. The majority of growth has been organic in accordance with our integrated acute care model.”

 

When a service line is introduced, we expand our relationship and add to our list of hNPS contacts. Medical Directors are responsible for identifying these participants within their health system planning portal. They then facilitate comprehensive outreach for the survey. Communication occurs through quarterly business reviews, email messages, one-on-one meetings, as well as other opportunities.

 

“Multiple groups have a hand in this process,” Heidi explains. “Departments range from technology and analytics to engagement and talent management. Our colleagues confirm surveys are sent properly and scores are calibrated correctly. We track completion and inform Medical Directors of pending responses. Our participation rate of 78% is a culmination of these efforts, alongside the value clinical leaders place in the hNPS.”

 

The Story Behind the Score

 

Now that we have gone over the basics, it is time to explore how we beat our own record. While there is variability in the factors C-suites consider, the hNPS underscores several consistent accomplishments. Based on participant feedback, primary drivers include: 1) clinical teams, 2) transparent alignment, and 3) performance metrics.

 

“Naturally, our clinical teams are the heart of the hNPS,” Heidi expresses. “When filling out the survey, it is ultimately their faces that come to mind. We are proud to have retained exemplary talent, who prioritize the needs of our patients and our people. Our score of +79 signifies a C-suite’s comfort and trust in their frontline, encompassing Medical Directors and the Clinicians serving patients under their roof.”

 

From this perspective, the hNPS is a deeply personal assessment. C-suites contemplate the weekly interactions they have with USACS. Attention to safety, productivity, and compassion can all play a role in their evaluation. If one thing is certain, our colleagues’ dedication is influential. Their daily care has shaped our practice, enabling our health system partnerships in over 400 programs.

 

“This point lends itself to a discussion of transparent alignment,” Heidi states. “Despite the skill of our clinical teams, benchmarks will not always be met. No matter the setbacks, clear dialogue and proactive planning are essential. C-suites recognize our success in this arena, as we collectively pursue goals and update them along the way. Our approach holds significant weight when it comes to their recommendation.”

 

With this in mind, our quarterly business reviews are a key resource. These reviews function as executive-level presentations to ensure we are in sync with C-suites. Medical Directors offer an honest view of site performance. They cover metrics that have fallen short and propose strategic plans. Input is requested to detect holes and suggest alternative levers we should pull. It is a vital platform to amplify the voices of C-suites.

 

“Our conversations are integral to optimizing our performance metrics,” Heidi elaborates. “C-suites are heavily focused on patient experience and length of stay. Our sites have embraced the CARE model to elevate patient encounters, while continually refining patient flow and throughput across the hospital. Clinical quality remains equally important and is an area in which we have historically excelled. Our strategies operate in tandem to contribute to the hNPS seen today.”

 

In greater detail, our CARE model encourages five behaviors when treating patients. Clinicians commit to sit with eye contact, engage in 90 seconds of active listening without interruption, demonstrate empathy, open the floor to patient questions, and thank the patient and provide their business card. Though our initiatives are multi-fold, these best practices highlight tangible solutions to enhance our services. Through our ongoing collaboration, we are well-positioned to reach new heights.

 

The Difference That Counts

 

When the survey ends, the real work begins. The hNPS is not a trivial number. It is the gateway to discovering current wins and avenues for improvement. The comments from participants are read with a fine-tooth comb by over 50 people. When our C-suites raise concerns, we implement tactics to address them. Our motto is simple: help us help you.

 

To close out, we are joined by President and Chief Clinical Officer Tina Latimer, MD, MBA, MPH, FACEP. In her words, “It is a privilege to be part of a practice built on strong relationships with our health system partners. We have witnessed improvements across the board, and I am confident we will maintain this momentum in 2026. We look forward to achieving meaningful gains in our hNPS and delivering exemplary patient care nationwide.”

 

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