There is no more rigorous or accurate benchmarking resource for provider compensation planning. Our surveys offer market-specific data composed of compensation, production, and benefits information ...
The industry’s only compensation survey dedicated to understanding the unique data needs of the pediatric market.Our survey provides an in-depth review of pediatric subspecialty market trends, ...
There is no more rigorous or accurate benchmarking resource for academic provider compensation planning.
Our surveys offer market-specific data composed of compensation, production, and benefits ...
Dignity Health–St. Rose Dominican Hospitals (DH-SRDH) engaged ECG as an advisory partner to support ongoing efforts to identify, evaluate, and design care workflows for behavioral
In the process of addressing operational issues, ECG enabled Easterseals Northern California (ESNorCal), then known as Easterseals Bay Area, to transform its process improvement
Schools of medicine have often applied a dean’s tax to provide additional funding to the academic enterprise. This approach is outdated, However, recognizing the need for continued reinvestment and alignment between affiliates, forward-thinking AMCs are eliminating the dean’s tax and revising historical financial arrangements.
During the second year of the public health emergency, it is clear that healthcare is no longer delivered primarily in brick-and-mortar locations and that patient demand for ...
For nearly 50 years, ECG has provided guidance and support to our clients—through regulatory and technological changes, the transition to value-based care, and now the ongoing COVID-19 crisis. We are committed to our clients’ success.
For more than 40 years, Illinois Institute for Addiction Recovery (IIAR), an affiliate of UnityPoint Health, has provided inpatient and outpatient services for adults struggling with addiction. IIAR offers alcohol, chemical dependency, and process addiction treatment services at four locations across central and northern Illinois.
After a massive effort to integrate 18 clinics into a new health system—including the standardization of front-end workflows to support the migration of all clinics onto one EHR platform—ambulatory leadership at the University of Kansas Health System (UKHS) wanted to assess the state of clinic operations and improve performance. As a world-class academic medical center and destination for complex care and diagnosis, it is a priority of UKHS that patients seeking care at its facilities have timely and convenient access to healthcare services. As such, leadership sought to deploy a deliberate performance improvement (PI) effort to make enhancements to patient access, satisfaction, and clinic throughput. To maintain balance, UKHS also wanted to simultaneously determine ways to improve the satisfaction of its providers and staff providing the care.
UCHealth is a highly complex system of over 150 ambulatory locations, 12 hospitals, and approximately 3,000 providers across Colorado and southern Wyoming. The system includes academic physicians who are part of the University of Colorado School of Medicine’s faculty and community-based physicians who are employed through UCHealth Medical Group.
In summer 2015, executive leadership identified two high priority areas in need of improvement. First, to improve efficiency and patient satisfaction, the practice and care teams’ communication processes with patients needed a dramatic overhaul. Second, patients’ access to care needed to be expanded. UCHealth decided to address these priorities by deploying system resources for patient-facing support services, such as appointment scheduling, through a centralized patient contact center.
ECG was organized and efficient and kept us well informed on a weekly basis. They were great communicators, which made me feel confident about what was happening, where we were in the process, and that we were hitting our targets."
ECG helped us to understand the true demand on our behavioral health services, as well as workflow and throughput issues that constrained our capacity to serve our community. Together, we identified strategic planning opportunities around staffing, resources, capital investments, and reimbursement to develop regional partnerships that improve access to behavioral health services.”
Partnering with ECG during the initial development of the contact center and through the first series of ‘go-live’ events at the practices we were onboarding was instrumental in our success. The workflows that we developed and the methods of communication and change that were implemented helped us greatly with culture and operational change across our entire system."
Our People Are Our Strength
ECG’s approach to our work and our company culture is based on the belief that diversity of perspective is what builds the strongest team. We put this belief into practice through our Diversity and Inclusion initiatives, as well of our multidisciplinary project teams. Through continued education and shared learning, open dialogue, and an intentional effort to hold space for different perspectives we are able to build better solutions for our clients, and encourage a culture based on respect, opportunity, and appreciation.
What cancer program leaders should do to guide their centers through a successful recovery and ensure the safety of patients and staff while providing essential care to cancer patients.
How can a provider-initiated communication and engagement program help build awareness of Medicare Advantage plan options?
Organizations must adapt their self-pay collections functions to the realities of today and the recovery ahead.
10 tips for partnering with physicians to control costs without compromising care.
We have received your request and will be in touch shortly.
Choose All That Apply