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 This approach is outdated, However, recognizing the need for continued reinvestment and alignment between affiliates, forward-thinking AMCs are eliminating the dean’s tax and revising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.
Demand for behavioral health services will continue to grow, and new solutions are required to extend already scarce behavioral health resources to meet communities’ needs.
Health systems are faced with a monumental paradigm shift in the way they think about and deliver healthcare services. How your organization responds now will determine its viability in the future.
An unprecedented period of consolidation has led to dramatic changes in the healthcare landscape—most notably a new generation of health systems. Newly formed systems are using pathbreaking strategies to achieve higher performance levels and test approaches to population health management. Established systems are capitalizing on their historical presence and bringing in new partners to forge different paths to success.
ECG understands the unique challenges health systems face as they come together to form integrated systems of care that require a much deeper level of strategic and operational collaboration. Our consultants are prepared to work with stakeholders throughout a health system to achieve outstanding financial performance, execute technology initiatives, expand access to health services, and ensure better patient experiences and outcomes. Whether it’s a small-scale, short-term engagement or one with a fuller scope and extended timeline, our team can help your organization achieve the benefits of a fully integrated health system.
Memorial Health System (MHS) owns and operates two hospitals and multiple outpatient locations in southeast Ohio and West Virginia. These communities are serviced by MHS’s employed physician group that includes almost 300 multispecialty physicians. Through organic growth and strategic partnerships and acquisitions, MHS has become one of the largest employed medical practices in the region.
ECG’s Facilities and Capital Asset Planning practice has partnered with Advocate Health Care to complete strategic master facility plans for 6 of its 11 campuses since 2010.
Cone Health successfully launches telehealth through a phased, provider-friendly approach.
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.
With the help of the ECG team and through an objective and transparent benchmarking process, we were able to significantly improve our organizational results. The ROI on this engagement was not only multiples of the investment but returned resources immediately and sustainably that will stabilize our organization and extend our ability to pursue our mission. Further, not only did they identify and implement improvement initiatives, but they coached and developed our internal team so that we learned to feed ourselves in the process.”
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."
Retired Partner, Washington D.C.
Principal, Washington D.C.
Principal, San Francisco
We believe healthcare is too costly, too complex, and too fragmented. ECG has identified four key imperatives for health systems to improve their financial health and position their organizations for the future.
The second whitepaper in our We Believe series examines the concepts of “integrate” and “rationalize,” and provides four key areas for healthcare providers to focus their efforts on.
There are two new PCI payment arrangements for primary care physicians (PCPs) to choose between: Primary Care First (PCF) and Direct Contracting (DC).
Medicare, commercial payers and employer groups are
demanding reduced healthcare costs. Providers must be responsive and proactive to
keep them all happy.
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