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 faculty survey offers market-specific compensation, production, and benefits information ...
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
A retail partnership strategy can help healthcare organizations expand access while addressing changing consumer expectations about care delivery.
With the Biden administration taking aim at hospital consolidation in a recent executive order, health systems need to focus on improving performance as they grow in size.
Leading and innovating clinical care, medical education, and discovery.
Teaching hospitals and academic health systems play a critical role in defining the future of healthcare. They train new generations of medical professionals, drive innovation and discovery, and provide specialized clinical care to those with rare or hard-to-treat illnesses. The communities they serve are diverse and often include economically vulnerable populations.
The challenges that teaching hospitals and academic health systems face in fulfilling this role are complicated. Working with an experienced partner can help these institutions thrive as market leaders.
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.
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.
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.
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.
Principal, San Francisco
Associate Principal, Boston
Partnerships with Federally Qualified Health Centers (FQHCs) provide opportunities to reduce costs and/or lower the incremental costs of training more residents while improving the quality of the training.
This article discusses best practices for building and maintaining affiliation agreements between health systems and universities as the healthcare market continues to evolve and both parties seek to maximize the strategic advantages of their partnership.
Given the long-lasting implications, starting the journey to become a teaching hospital requires a well-thought-out plan to ensure a viable and successful GME enterprise. This checklist can serve as a roadmap for executives as they begin this process.
Why have medical schools become more dependent on funding from teaching hospitals? Because all other funding sources have flattened or declined, while maintaining competitive academic programs has only become more expensive.
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