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 ...
Case Studies
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
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Now it’s time to consider other factors that may determine whether your orthopedic comanagement program is a success.
The foundation of a high-performing clinical enterprise.
As the demands on clinical faculty grow, so does the need for an integrated and efficiently managed faculty group practice that enables close health system alignment while strengthening the academic enterprise. Faculty group practices require trusted advisers who fully understand and appreciate the competing priorities that faculty face and can generate practical solutions to support them in fulfilling their multiple missions.
AMCs are growing their complement of clinically focused “community physicians” at record rates. Having the right physician alignment strategy and an appropriately structured physician enterprise can propel growth, enhance care, and support the sustainability of the AMC.
As competition from nonacademic health systems continues to intensify, academic health systems must evaluate their organizational, governance, and leadership structures to ensure they are streamlined, efficient, and capable of effectively driving performance.
The inter- and intra-entity financial arrangements at many AMCs are not effective in aligning payment levels with service expectations and institutional objectives, leading many to reexamine and redesign their funds flow framework and methodologies.
As their fund flow models evolve, AMCs also seek a faculty compensation framework that supports the revised financial construct, promotes and rewards productivity, and appropriately recognizes the effort and contributions of faculty to the institution and its academic mission.
High-performing faculty group practices require close integration among component departments, efficient management and operations, and aligned financial incentives.
A well-designed faculty group practice is an essential component of the academic health system. Developing and implementing contemporary FGP structures is critical to drive the clinical enterprise, align faculty incentives, and support the academic mission.
Academic health systems and universities around the country are revisiting long-standing affiliations and contemplating new partnerships to position for the future. Modern partnerships must account for market dynamics, align each party’s strategic and financial interests, and provide flexibility to withstand the test of time and uncertainty.
Close alignment between primary teaching hospitals and physicians, either through functional or structural integration, drives performance and is critical to the success of academic health systems.
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.
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In the wake of changing market pressures and healthcare delivery needs, for-profit systems have begun to embrace GME to solve the projected primary care physician shortage while supporting the underserved in many of their geographies.
Beyond compliance and accreditation, GME offices provide many services, from reporting and communications to portfolio alignment and workforce planning.
Teaching hospitals across the United States spend an estimated $17 billion annually on graduate medical education (GME) programs. While federal and state funding provides some offsetting revenue, teaching hospitals and academic health systems must make a significant investment in training new physicians each year.
CMS announced a new round of resident cap slots available for redistribution from a closed teaching hospital in Ohio. Learn key considerations for applying.
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