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
The benefits of approaching workforce planning and physician alignment in conjunction are numerous and can result in strategies that accurately reflect the true needs of the health system.
Explore the anticipated impact of the proposed CMS changes to the MPFS for CY 2021 to avoid possible financial losses for your organization.
Developing the next generation of clinicians, educators, and scientists.
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.
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.
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.
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.
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.
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.
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.
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.
Principal, San Diego
With shrinking clinical margins, AMCs are increasingly focused on ensuring institutional expenses and investments are tightly aligned with the organization’s clinical strategy. For AMCs to strategically manage their institutional investments, they must first understand the full extent of their expenditures, especially with regards to research.
On March 23, 2018, Congress passed one of the largest research funding increases in nearly a decade through the omnibus spending measure. In this blog post we take a closer look at the spending measure.
This article presents a simplified research strategy framework for AMCs to use to address their research enterprise priorities.
Apple has a way of transforming entire industries. With ResearchKit, can the tech giant change the way researchers conduct clinical trials?
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