Medicus Consulting Services (MCS) has a well-defined, proven process to eliminate the challenges of developing, implementing, or reorganizing physician coverage programs on your own. With expertise across six specialties (hospital medicine, emergency medicine, radiology, psychiatry, surgery, and anesthesiology) we partner with clients to provide highly specialized and customizable services in the following areas:
We review current program performance in comparison to industry and market benchmarks and best practices and identify opportunities to improve efficiency in core areas such as patient care, quality measures, compensation and incentives, staffing and scheduling, and financial performance.
Restructure or reorganization
Our experts employ exclusive tools to perform a quantitative and qualitative assessment of the existing program and structure, then partner with hospital leaders to implement the changes necessary for sustained success.
Whether you are transitioning to a hospital-employed model or to a practice management group, we can support you to ensure that patient care is not compromised—including providing interim staffing, as needed.
We can facilitate all aspects of launching a hospital medicine program for hospitals that do not currently have one. We provide the necessary structure and staffing to implement and support the program launch.
Our Chief Physician Consultant, O’Neil J. Pyke, MD, SFHM, supervises and directs every project to ensure the MCS team follows proper processes and procedures and provides appropriate resources, assistance, and guidance our clients need to achieve a highly efficient program.MCS has instituted a three-phased approach to our projects: Phase I—Assessment:
A thorough program assessment with initial recommendations comprised of four components:
1Pre-visit review of preliminary data
2Onsite interviews with key stakeholders, including a review of data to ensure accuracy
3Analysis of quantitative and qualitative data
4Delivery of report and presentation of assessment findings and recommendations
Implementation of recommendations made during the assessment phase. Our team will work directly with the hospital over a period of 3-6 months to ensure that the changes are implemented properly and achieve the desired results. Phase III–Advisory services:
Ongoing management services to support the program, as needed, including—but not limited to—ongoing consultative support, periodic assessment of program performance on key metrics, Medical Director Leadership and/or training, recruitment, and scheduling. Outcomes
The MCS approach focuses primarily on improving infrastructure and processes that produce quantitative and qualitative results in four key focus areas summarized in the table below.
|Quality of care
Identify opportunities and institute best practices to improve processes and procedures that affect performance outcomes on quality metrics, such as the latest core measure sets and other measures.
|Efficient service delivery
Outstanding provider performance
Optimal patient outcomes and patient experience
Positive contribution to reputation
|Patient satisfaction and service excellence
||Review current tools and data for assessing and identifying opportunities for improvement
Recommend and implement process and best practices to optimize patient and provider satisfaction
Deliver customized training and education surrounding the behaviors contributing to satisfaction
|Improved patient satisfaction
Staff buy-in and commitment to improving patient experience
Improved HCAHPS scores
Positive public perception and hospital reputation
Improved competitive positioning
|Leadership and engagement
||Review organizational structure, compensation strategies, turnover, and retention rates
Examine existing culture including commitment and support of continuing education, quality citizenship, collegiality, and work-life balance
Develop and administer provider engagement survey to measure career satisfaction
Provide mentoring and leadership training
|Improved ability to attract and retain highly qualified providers
Physician-hospital alignment—and the resulting operational efficiency, increased revenue, and other byproducts of alignment
A leadership succession program that sustains a high-performing organization
Physician satisfaction and skill development that enhances patient care and satisfaction
||Conduct a thorough analysis of financial performance that includes both revenue and cost elements
Identify opportunities to increase revenue and minimize costs through operational efficiencies and productivity improvements
Provide training and education, as needed
|Cost containment and increased revenue
Awareness of and commitment to organizational financial goals