American Senior Communities (ASC) is coming off a strong 2025 focused on quality care and is building on that success to weather industry challenges while executing on key initiatives, including the growth of a provider-led institutional special needs plan (I-SNP).
ASC has 114 properties in Indiana, 94 of which are focused on skilled nursing. The company has created an integrated care network between the different levels of senior living, CEO Steve Van Camp told Skilled Nursing News. This is centered around a philosophy ASC calls “CARE”: Compassion, Accountability, Relationships and Excellence.
“We emphasize a care companion approach, ensuring that every resident has consistent, meaningful connections with caregivers who know them personally,” Van Camp said. “When you combine that relationship-based approach with clinical integration across the continuum, it leads to better outcomes and a more seamless experience for those we serve.”
ASC has seen reduced emergency room visits and hospitalizations and improved care transitions due to this care model, Van Camp said. The company had the second-highest Centers for Medicare & Medicaid Services (CMS) quality rating among the country’s 20 largest skilled nursing providers in 2025, reflecting the commitment.
Survey readiness is another factor driving ASC’s success. So far in 2026, the company has had a record number of deficiency-free surveys across the care continuum in its facilities, Van Camp said.
“This is a reflection of the consistency of our teams and the strength of our clinical and operational practices,” he said.
Sustainable, not reactive
With skilled nursing headwinds such as labor shortages, regulatory complexity and reimbursement challenges, careful coordination across departments is imperative, according to Van Camp.
“Our focus has been on staying disciplined, investing in leadership at the building level and ensuring we are making decisions that are sustainable long-term, not just reactive in the moment,” he said.
As is the case for providers across the country, Medicare Advantage is proving to be a particular challenge for ASC. MA includes greater administrative burden, prior authorizations that can delay care and variable reimbursement, Van Camp noted. He said ASC has responded to these challenges with stronger internal processes and documentation. The company is also working to become a preferred partner within Indiana’s payer networks.
“At the same time, we continue to advocate for greater transparency and alignment to ensure these models support both providers and patients effectively, while reducing the administrative burden for the resident to get the care they deserve and are entitled to,” Van Camp explained.
I-SNP gains scale
ASC is focused on growth within Indiana but is also renovating or upgrading current properties to improve resident quality of life and staff efficiency.
“We are being very disciplined about where and how we grow,” he said. “Indiana remains our core market, and we believe there is still significant opportunity within the state to strengthen and expand our presence.”
Beyond its home state, ASC is open to new opportunities, but any new venture is carefully evaluated.
“Scale, infrastructure and alignment with our care model are all critical considerations before entering new markets,” Van Camp said.
These growth plans include expanding an operator-led Medicare Advantage Institutional Special Needs Plan (I-SNP) model. ASC partnered with Provider Partners in late 2025 to launch the I-SNP to 50 communities, with 41 more planned for 2026. The current network includes more than 2,200 members. ASC is also part of 15 accountable care organizations.
Van Camp acknowledged the risk of taking on insurance responsibility, but said ASC has consistently operated 30% below established benchmarks for cost and utilization.
“This scale allows us to manage high-risk populations with greater precision and personalization, supported by infrastructure, processes and clinical expertise built right here in Indiana,” Van Camp said. “Our scale within Indiana provides a strong foundation to continue refining and expanding this approach. As we look to the future, this model has the potential to transform how we think about growth and expansion. Any consideration beyond Indiana will be guided by our ability to successfully replicate this model while maintaining the high level of quality, consistency and outcomes that define ASC.”
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