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 ...
CATHOLIC HEALTH (CHS) provides care to the Western New York region, which has a patient population of nearly 2.8 million.
CONE HEALTH is a regional health system in Greensboro, North Carolina, with 6 hospitals and 1,300 employed physicians serving across 95 practice sites.
Management services organizations provide administrative and management services to physician practices and can be beneficial to hospitals and physicians alike.
Our guest on episode 31 of Healthcare Upside Down is Alina Czekai, Vice President of Strategic Partnerships at Cohere Health.
Developing and implementing transformative processes
for effective operations and care delivery.
The need for organizational transformation has never been more pressing. A shifting care paradigm, declining reimbursement, changing patient expectations, and advances in technology all present challenges and opportunities to healthcare providers. In this rapidly changing environment, action-oriented leaders will have the best chance of ensuring the health of their organization and patients.
ECG has a long history of working with healthcare leaders to develop a strategic vision and roadmap for the future and partnering with our clients to make that vision a reality.
Targeting key performance drivers to ignite and sustain improved performance.
From patient access, capacity management, cost containment, and
quality improvement to payer contracting and revenue cycle optimization,
healthcare leaders must implement solutions that are measurable and
sustainable. We partner with hospital and health system leaders to identify the
best strategies and tactics for their unique situation and deliver exceptional
Positioning providers for future growth with the right infrastructure, operations, and consumer solutions.
Ambulatory care networks face an immense challenge in keeping up with the demands of today's healthcare environment. Attempting to do more with less while maintaining strong operational and financial performance is a challenge that ECG understands. Our multidisciplinary teams can help you deliver the right care at the right time by the right team.
Helping providers meet the needs and expectations of patients.
Access to healthcare is the bedrock of a healthy population. ECG works closely with organizations to design and implement patient access strategies. By focusing on care model innovation, operational improvement in care delivery, technology enablers, and virtual platforms, our team helps you meet the needs of our patient population and the goals of your organization.
Successful execution of a digital health strategy integrates technologies to enable and support—not replace—traditional healthcare settings by directing patients to the right types of care at the right time. Whether the appropriate care setting is a hospital, ambulatory center, or the patient’s home, a cohesive digital health platform will drive better, more personalized care to more patients. Our team helps healthcare organizations deliver flexible, convenient, and high-quality care in a scalable and cost-effective manner that engages and empowers their consumers.
ECG’s digital health services include:
Harnessing technology and systems to transform operational performance, increase patient access, and improve provider satisfaction.
Changing expectations have made digital health an essential component of any organization’s performance improvement plan. Digital health opportunities exist across the entire enterprise and with partners throughout the continuum, and providers that adopt proactive approaches can differentiate themselves in a competitive marketplace.
The way care is
delivered has changed dramatically over the last decade and presents challenges
and opportunities for independent providers and medical groups. ECG has spent nearly 50 years helping
healthcare providers improve their performance, increase volume, reduce costs,
and successfully navigate an ever-changing industry.
Building high-functioning revenue cycle operations to maximize payments and ensuring financial health.
Optimizing your revenue cycle means looking beyond the billing office to examine your entire enterprise. ECG brings deep expertise in all functional areas to every client engagement. We work closely with organization leaders to design strategies and solutions that improve performance while also preserving your organization's mission, vision, and strategic initiatives.
Superior clinical performance needs to be supported by optimal financial performance. When new leadership at Children’s Hospital Los Angeles Medical Group (CHLAMG) realized the revenue cycle was compromising its clinical mission, a commitment was made to confront the problems head on.
ECG partnered with the leadership of the University of Kansas Hospital and the University of Kansas Physicians to design and implement a new structure to manage and grow ambulatory operations in advance of a major integration initiative.
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.
Principal, Washington D.C.
Memorial Health Systems (MHS) is one of the largest employed
medical practices in Ohio and West Virginia. MHS contacted ECG to optimize its
As a required condition of participation in the Medicare program, the federal government prescribes broad and generalized directions to hospitals on the provision of nurse and patient care staffing.
Comanagement arrangements have been with us for a long time, and their popularity as a hospital-physician alignment tactic intensified early this decade. Many organizations saw comanagement as a way to quickly improve the overall performance of certain service lines and be ready to perform better under bundled care and other value-based payment arrangements. For most, mission accomplished; quality has improved, patient satisfaction scores are better, and costs are better managed.
As payment processes for healthcare services become increasingly complex, many healthcare provider organizations choose to outsource some or all their revenue cycle functions to a third party vendor. However, the perceived benefits of outsourcing can turn out to be illusory if five key considerations are not addressed in vendor contracts.
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