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 ...
Case Studies
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
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ECG's Steve McMillen talks leadership and patient access on this MGMA Insights Podcast.
Service Line Strategy
An aging population and longer life expectancies are driving demand for neuroscience services, while advances in technology are allowing for expanding patient eligibility.
Over the next 10 years, neuroscience services are projected to grow more than almost any other medical and surgical services. This growth will create opportunity for investment in programs that can generate increased volumes and revenue at a time when traditional hospital-based programs are migrating to the ambulatory and outpatient settings. However, neuroscience service lines are among the most complex to define and manage, in part due to the array of varying clinical conditions, many with unique and distinct patient, physician, programmatic, and planning implications.
Building successful neuroscience programs requires health systems to thoughtfully organize their services around more coordinated, contemporary, and financially sustainable clinical programs. Successful neuroscience service line leaders must develop programs with an eye to the future—anticipating change and championing progressive approaches to care, developing destination programs for neurovascular/stroke, spine, and degenerative/cognitive conditions, and enhancing ambulatory networks and access points that help insulate against future migration. Programs that take a disciplined approach to prioritizing and integrating subspecialty care options, pursue a performance improvement agenda, and elevate the patient experience and access to care will be the market leaders.
Associate Principal, Washington D.C.
Senior Consultant, Washington D.C.
Principal, San Diego
To find success in the modern healthcare landscape service line managers must treat each service line as a full-fledged business and assume leadership for the entire patient care continuum.
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