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, ...
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Case Studies
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.
Articles
As more health systems recognize the need to create a more substantial ambulatory surgery capability, executives should explore ASC joint ventures with employed surgeons.
Blog
Our guest on episode 37 of Healthcare Upside Down is Dr. Michael Davidson, Clinical Professor of Medicine at the University of Chicago Pritzker School of Medicine.
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.
Download the Neuroscience Services Brochure
Associate Principal, Washington D.C.
Senior Manager, 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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