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
Patients, payers, and providers alike see value in telehealth solutions and it is here to stay. What should the integration strategy look like for health systems?
While the pandemic has remained the top story in healthcare over the past year, several other trends have been at play related to provider compensation.
The role of physicians and how they align themselves with hospitals has radically changed. How can you thrive in today's healthcare environment?
As the role of physicians and how they align themselves with hospitals undergoes radical transformation, many hospital-oriented consulting firms shifted their focus to physician needs and interests. ECG is proud to say we didn’t need to go that route. Why? Because helping physicians thrive has been part of our DNA for nearly 50 years. Our firm’s history is deeply rooted in its commitment to physicians and medical groups, and our client list includes a wide variety of physician groups across the country that have sought our counsel.
Clinical integration and value-based care are the more recent challenges that ECG is helping medical groups manage, along with the rapidly changing role of technology enabling patient care delivery and the operation of financially sound physician organizations. We also understand the complexities of financial arrangements between hospitals and physicians and the regulatory and reimbursement changes and compensation pressures that are bearing down on medical groups.
No other firm understands physicians the way ECG does. And no one has the history and experience we bring to every medical group engagement.
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.
Principal, San Diego
Principal, Washington D.C.
Over the past few decades, hospitals and healthcare delivery systems have employed physicians and put them in units called Medical Group Enterprises.
While there are many perspectives and publications on the “Hospital of the Future,” few, if any, provide a system perspective. Too often, when imagining the "Health System of the Future," a hospital-centric model emerges. The challenge in this hospital-centric view is that it ignores most of the factors that are already driving services, activity, and revenue to new and different care environments, and will do so increasingly over the next decade.
Through our partnerships with health systems, we’ve identified key elements that compose the physician enterprise maturation process. These elements are discussed in the blog, along with the five focus areas for health systems seeking to build a Physician Enterprise 3.0.
Over the last decade, health systems have faced heightened demand to increase financial support in hospital-based physician services. While many hospital executives view the support as a sunk cost, if services are structured properly, they can act as a major catalyst for driving performance improvement.
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