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 ...
By optimizing radiology services, health systems can achieve measurable, sustainable improvements in their operational and financial performance. Transitioning from unorganized,
When optimally structured, anesthesia services lead measurable and sustainable improvements to a health system’s operational and financial performance. By transitioning from
Deleveraging and reducing costs through automation and operational efficiencies should be priorities of public hospitals, and efforts should focus on sustainable solutions that generate long-term value.
MedPAC’s outstanding recommendations focus on many of the issues it noted in the most recent report—the need to fully account for MA coding intensity, improve encounter data ...
Service Line Strategy
While every hospital-based service faces unique challenges, they share enough attributes to create broadly applicable best practices that lead to more efficient and engaged clinical teams and better patient outcomes.
Hospital-based providers served as the front line of the healthcare system during the pandemic. While we collectively owe them a debt of gratitude, their service came at the cost of pervasive provider burnout and staffing shortages. This experience has prompted a widespread reassessment of clinical work expectations, financial recognition, professional reimbursement, and team-based coverage models. These hospital-based providers care for people at their sickest and most vulnerable and cannot simply be treated as a cost to be managed – the engagement of these care teams is critical in lowering system costs, reducing provider burnout, and improving care delivery and patient experience.
In recent years, anesthesia, emergency medicine, hospital medicine, intensivists, and neonatologists have all witnessed drastic shifts in the nature of their everyday roles. We have worked with health systems and medical groups alike to ensure these services are delivered efficiently and that provider effort is fully recognized.
A regional health system, located on the West Coast, was interested in creating greater alignment between the various hospitalist programs that served the organization’s five acute care hospitals. Although the hospitals were all located in a single metro area, eachfacility had established its own hospitalist program, which were operated by independent medical groups that held individual coverage agreements. This resulted in a decentralized approach to hospital coverage at each facility with little to no sharing of best practices and resources among the groups. In addition, the health system faced negotiating five distinct professional services agreements every two to three years that each had different terms.
When optimally structured, anesthesia services lead measurable and sustainable improvements to a health system’s operational and financial performance. By transitioning from unorganized, individual contracts to more coordinated/integrated services, systems can share best practices, enhance resource deployment, and more effectively recruit and retain providers. Restructuring contracts to create arrangements that better align with enterprise performance migrates the transaction-based relationship to a true partnership.
Partner, San Diego
Associate Principal, San Diego
Principal, Washington D.C.
Principal, San Diego
The No Surprises Act will benefit
patients, but hospital executives will face new pressures.
Anesthesiologists are like a hospital's plumbing or electricity: there when you need them, usually requiring little maintenance, but having dire consequences should they suddenly become unavailable.
The recently finalized MPFS rule prompted significant pushback from the market in response to the ongoing COVID-19 pandemic.
Experts warn that more hospital beds will sit empty as payers push for care to be provided in less costly settings. But if inpatient volume is trending downward, why are many hospitals scrambling to find additional beds?
Organizations that embrace alternative payment models stand to make significant financial gains in the short term—and set themselves up to be providers of choice as value-based payment models proliferate.
The correlation between reimbursement or payer mix and the stipends paid by hospitals is not as strong as would be expected. But Why?
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.
ECG's Clark Bosslet and Kelly McFadden explore how rising costs have spurred fundamental changes to coverage models and compensation structures.
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