Health Science Centers / Schools of Medicine

Developing the next generation of clinicians, educators, and scientists.

Health Science Centers / Schools of Medicine

The educational and research programs of a health science center and school of medicine drive the innovation that differentiates an AMC. Much as the models for scientific discovery and dissemination of knowledge are continually evaluated and evolving, so are the resources that support these endeavors, including public investments, philanthropy, and contributions from the clinical enterprise.

Our Services Include:
AMC Financial Arrangements

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.

  • Funding for clinical effort that balances production, coverage, and quality
  • Resource allocation models for UME, GME, and other educational programs
  • Institutional investment in research effort and cores
  • Mission support arrangements linked to financial and operational metrics

Establishing new residency programs is a significant undertaking that requires organizations to optimize GME Medicare reimbursement, address accreditation-related challenges, and position the GME enterprise for long-term sustainability.

  • Medicare reimbursement optimization and cost benchmarking
  • New program feasibility and development
  • Continuity clinic performance improvement
  • Organization, governance, and multiparty GME models
  • GME portfolio planning/rebalancing
  • Accreditation assistance

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.

  • Compensation and effort standards
  • Benchmarking of compensation and production
  • Performance-based incentive models
  • Implementation strategies and planning

High-performing faculty group practices require close integration among component departments, efficient management and operations, and aligned financial incentives.

  • Financial performance improvement
  • Practice infrastructure and operational efficiency
  • Inter- and intradepartmental finances and funds flow
  • Interim management

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.

  • Faculty group practice organizational design and restructuring
  • Governance, management, and financial structure
  • Transition planning and implementation
  • Physician network development

Financial resources available to an HSC or SOM often lag the programmatic aspirations and commitments of the institution. Acknowledging these fiscal realities, many HSCs and SOMs seek to reposition themselves and realize the greatest value from their limited resources.

  • Institutional financial assessment, sources and uses of funds, and sustainability planning
  • Department reviews of effort, production, and finances across all missions
  • Benchmarking and redesign of administrative infrastructure, including shared service models

Research drives medicine forward through innovation, improved quality, advancements in technology, and cutting-edge practices, informing and transforming all of healthcare. At the same time, the funding environment continues to become more competitive, requiring organizations to explore a new path forward on their research investments.

  • Strategic planning and growth
  • Research administration enhancement
  • Research productivity and funds flow
  • Risk and regulatory
  • Research management systems

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.

  • Health system/university affiliation agreements
  • Mergers, acquisitions, and operating agreements for academic health systems
  • Joint ventures
  • Postmerger integration
  • Service line/programmatic partnerships (e.g., cancer, cardiovascular)
  • Physician alignment strategies (academic and community): group design, networks, PSAs
Health Science Centers / Schools of Medicine

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Health Science Centers / Schools of Medicine

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