Client strategies that we have developed and implemented
What we've done
GME Strategic Planning
Conducted a strategic evaluation of a large health system to update its academic strategic plan in a changing GME regulatory environment. The strategy resulted in a reduction in resident positions in multiple programs while several other programs saw value in increased slots based on organizational need. Key inputs to this strategy; community/organizational need, program quality/viability, changing reimbursement/cap implications and evolving organizational economic realities.
Program Expansion
Supported a large national health system over a multi-year period, to develop and implement its GME expansion strategy. Strategic considerations included the integration with current GME operations and national, regional and individual hospital governance responsibilities. The strategy is expected to add 500 residents to its national network. This represents a five-fold increase in its GME footprint and adds significant economic value to the system in the form of reimbursement, grant support, decreased physician recruiting costs and improved clinical delivery capacity.
Financial Performance Improvement
Directed the development of operational and organizational strategies for academic health systems to improve financial performance across the hospital, faculty and community ambulatory network. An example was the clinical integration of existing primary care programs into a local Federally Qualified Health Center. The collaboration expanded care delivery to the community while increasing the combined system performance by $1 mil annually.
GME Reimbursement Improvement
Leveraged recent changes in CMS rules and regulations, to expand and receive reimbursement for an existing teaching hospital footprint in primary care (Psychiatry, OB/GYN, Internal Medicine and Family Medicine) to support system primary care shortages. This strategy was implemented by multiple organizations to improve academic economics and broaden their primary capabilities in underserved markets.
For-Profit GME Program Expansion
Supported the planning and implementation of a GME growth strategy for a large national health system to establish, or significantly expand, their GME national footprint. The effort evaluated reimbursement/ economics, clinical capabilities, regulatory risk and other potential risk factors for program development at a regional and hospital level. The final deliverable prioritized 48 of the organization’s hospitals for GME development over the next five years.
