Remote Work and Geographic Pay | WEBINAR RECORDING
Attracting and Retaining Health Care Talent: Insight into Remote Work and Geographic Pay
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The COVID-19 pandemic has accelerated dramatic shifts within the health care industry and has become a catalyst for changes to the way in which the workforce operates. This impacts all critical aspects of the human capital strategy – including wellbeing, staffing resources and remote work arrangements. As some organizations are transitioning back into the office, hospitals and health systems need to rethink which employees can and should work remotely, what these arrangements should look like, and how they should be paid.
With the increase in remote work, even within health care, issues around geographic pay have become a priority. Now, instead of having employees work at different, but specified geographic locations, some employees may work from anywhere. Certainly, local compensation structures will continue to be important, especially in health care, but an employer’s considerations around geographic pay have become much more nuanced, with many considering a single pay structure for some employee groups — especially general staff and remote employees.
Given all these changes, organizations may need to draft and/or update any existing policies that define their remote work and geographic pay strategy and procedures. This will help to support consistent application, communication, and understanding, and will also ensure that policies align with overall sourcing, talent, and compensation strategies. Health care organizations have unique workplace challenges, so it is prudent to look at remote work and its impact on pay and staffing models differently than in other industries.
This webinar highlights data from SullivanCotter’s 2022 Remote Work and Geographic Pay pulse survey to help address some of the top compensation issues that health care organizations are facing in today’s marketplace for talent.
Looking for additional insight? Download a copy of our Remote Work and Geographic Pay infographic.
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PODCAST | Shared Services Performed by Physicians and APPs
Amy Noecker, APP Workforce Practice Leader, and Zach Hartsell, Principal, featured in the Stark Integrity podcast to discuss split/shared billing compliance
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Due to recent changes to the Physician Fee Schedule regarding modifications to billing for split/shared visits, many physicians and advanced practice providers are facing significant workflow changes.
Members of SullivanCotter’s growing APP Workforce Practice recently sat down with Bob Wade, Esq., to discuss the impact of the changes and what health care organizations can do to address them.
This episode provides valuable insight into:
- The current state of split/shared billing
- How to evaluate care team composition and responsibilities by provider
- Whether compensation arrangements should be adjusted to help ensure financial sustainability and regulatory compliance
- A breakdown of the time-based methodology
- Other areas of concern that organizations should be aware of regarding split/shared visit attribution
Looking for additional insight on the changes to the Physician Fee Schedule regarding Split/Shared Visits?
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Physician Fee Schedule: Understanding Changes to Split/Shared Visits
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Split/Shared Visits: Impact and Opportunity
PODCAST
Revisions to Submitting Split/Shared Visits for Reimbursement
Valuation of Management Services and Management Services Organizations
Considerations for developing effective partnerships in an evolving health care environment
Originally published by the American Association of Provider Compensation Professionals
As healthcare consumerism takes hold, technology evolves, and the industry continues to prioritize value-based care delivery, the definition of “work” for physicians has changed — and the ways in which physicians are compensated have evolved as well.
There are many forms this can take - such as direct cash compensation, base salary, quality incentives, call pay and more. An often-overlooked form of physician compensation, however, is the benefits received through Management Services Organizations (MSOs) and Management Services Agreements (MSAs).
Learn more about these agreements as your organization explores new partnerships, including information on different financial approaches and service arrangements, a better understanding of the regulatory requirements, and insight into the potential benefits.
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PRESS RELEASE | SullivanCotter Acquires Clinician Nexus
SullivanCotter Announces Formation of New Clinical Workforce Technology Company
Chicago, IL | June 8, 2022
SullivanCotter, the nation’s leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and data products for the healthcare industry and not-for-profit sector, is pleased to announce the acquisition of Clinician Nexus – a clinical experience management technology company located in Minneapolis, MN.
Clinician Nexus is the creator of a powerful and collaborative platform that enables participating hospitals, health systems, and educational institutions to co-manage medical, nursing, and allied health students as they obtain clinical experience. Founded by Katrina Anderson, Bob Bryan, and Tim Schottler in 2016, Clinician Nexus has been successfully connecting healthcare organizations with students to drive meaningful clinical experiences with the intent to build a well-trained clinical workforce for tomorrow.
The acquisition of Clinician Nexus deepens the firm’s technology talent and enables the creation of two separate entities focused on serving different needs within the healthcare industry and not-for-profit sector. SullivanCotter will continue to offer market-leading consulting and advisory services while Clinician Nexus will provide workforce and compensation management technology as well as automated workflow solutions designed to support each stage of the clinical workforce lifecycle ꟷ from planning and training to measuring, rewarding, and driving performance. SullivanCotter’s Provider Performance Management Technology™ and Benchmarks360™ Pro and Plus platforms will now be delivered through Clinician Nexus.
“Powered by an industry-leading suite of workforce data, advanced automation capabilities, and a commitment to assisting clients in shaping the future of health care, we are excited to go to market with cutting-edge technology solutions to help them plan, build and enhance their clinical workforce strategies,” said David Schwietz, Chief Information Officer, Clinician Nexus.
With the ultimate goal of supporting the delivery of best-in-class patient care, Clinician Nexus connects organizations with the critical technology, data, tools, and resources required to drive innovative clinical workforce strategies.
“Together with Clinician Nexus, we’ll be able to leverage SullivanCotter’s consulting experience and expertise to develop innovative software solutions, data products, and analytics services for healthcare organizations nationwide. This will enable us to better support our clients by effectively and efficiently addressing current and future workforce needs as the industry continues to experience dramatic cultural and operational shifts,” said Ted Chien, President and CEO, SullivanCotter.
SullivanCotter will continue to provide advisory services and a comprehensive collection of proprietary benchmarking surveys, administered by Clinician Nexus, to health care and other not-for-profit organizations under its own brand.
For more information on Clinician Nexus and its growing suite of clinical workforce technology products, please visit www.cliniciannexus.com or contact us at 888.739.7039.
About Clinician Nexus
Clinician Nexus enables healthcare organizations to build thriving clinician teams with industry-leading technology products, workforce and compensation analytics, and automated workflow solutions. Backed by extensive technical expertise and industry-leading data, we deliver innovative approaches to help clients to plan, educate, and engage their clinical workforce at every stage of the lifecycle. We are committed to providing our clients with outstanding guidance and support as they focus on shaping the future of health care.
About SullivanCotter
SullivanCotter partners with health care and other not-for-profit organizations to understand what drives performance and improve outcomes through the development and implementation of integrated workforce strategies. Using our time-tested methodologies and industry-leading research and information, we provide data-driven insights, expertise, and solutions to help organizations align business strategy and performance objectives – enabling our clients to deliver on their mission, vision, and values.
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Pay Equity Analysis: Understanding the Entire Story
Pay Equity Analysis: Understanding the Entire Story
Authored by SullivanCotter’s Michael O’Malley – Principal, Nanci Hibschman – Managing Principal and Not-for-Profit Practice Leader, and Amanda Wethington – Principal
Statistical outcomes do not always tell the whole story, and this is particularly true for studies on pay equity.
A statistical finding of no difference in compensation based on gender or race often prematurely ends further discourse on the matter even when the results seem incorrect and inconsistent with many people’s lived experiences. Somehow, pay equity studies do not always capture the reality of what many people are feeling. While statistical analysis is supposed to reflect the true unseen nature of things, the math seems to fail in the instance of pay equity.
The numbers themselves are not to blame. Rather, pay equity studies can be restrictive in focus. They examine whether or not certain groups are equitably paid assuming all else is equal and groups have the same values on other important variables. But often “all else” is not equal and inequalities may not show up because the analyses presume no relevant differences between the groups being evaluated. Yet, important differences can exist in a number of ways.
SullivanCotter describes three areas where differences may exist, how they avoid detection in standard pay equity assessments, and what further analyses are required to help complete a story only partially told.
Selection Bias
Pay equity analyses are conducted on the organization’s current workforce. However, if members of certain groups leave the organization at differential rates and one of the reasons for this turnover is low wages, then the current workforce does not represent those who may be underpaid. By eliminating a group of low-paid employees, the comparison to the remaining members of the workforce will appear more favorable. To understand if members of certain groups are more apt to self-select out of the organization, studies that examine the incidence of turnover and compensation levels of employees who have left are necessary.
Performance Bias
Pay equity analyses that include performance as a factor will “correct” any differences between groups based on this variable. But that approach begs the important question: Why might groups differ on performance? As it happens, there are a number of well-documented reasons for these differences – and none concern actual ability. For example, women and people of color must perform at higher levels than white males to be seen as performatively equivalent. Additionally, other performance-enhancing opportunities such as access to training, developmental assignments, guided learning projects, and mentorship may not be the same for everyone. The only way to know if this is the case is to see if differences in access to these opportunities exist.
Career Bias
Generally, women and people of color do not occupy as high of rank as white males in organizations and, on average, receive lower compensation. It is not simply that there are fewer women and people of color in leadership positions, but that they are disproportionately absent. Again, the pay equity analyses will calibrate for hierarchical disparities when comparatively examining compensation. But what happens to women and people of color during their career trajectories? Do they make slower career progress or stall at certain organizational levels? Again, the literature is replete with studies on career-family imbalances and the sacrifices working women, for example, must make to sustain the viability of both their home and work lives. Only further analyses can say if there is a price that certain groups must pay.
If your organization is looking to conduct a meaningful pay equity analysis that gets to the root of the actual issue rather than remaining content with what is being outwardly projected, you’ll need to take the time to understand the entire story and assess whether or not the pay equity that may seem so apparent is truly equitable or not.
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PRESS RELEASE | Pay Equity Expert Mike O'Malley Joins SullivanCotter
Pay equity is an important prerequisite for fostering a fully engaged workforce
Chicago, IL | May 24, 2022
SullivanCotter, the nation’s leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and technology and data products for the healthcare industry and not-for-profit sector, is pleased to announce the addition of prominent social psychologist and research-driven consultant Mike O’Malley as a Principal in the firm’s Employee Workforce Practice.
As a leader in his field, Mike has spent more than 30 years consulting and educating boards and senior executives on a myriad of human capital matters such as leadership development, compensation, succession planning, change management and more. He is also a widely published author specializing in leadership excellence and organizational design and leverages years of experience in his research-based approach with clients.
In his role at SullivanCotter, Mike partners with health care and other not-for-profit organizations to develop data-driven solutions that enhance performance and help achieve strategic goals. He assists in overseeing the firm’s pay equity analyses and advisory services. With a focus on both performance and equity, he leads critical compensation and benefits redesign initiatives to provide a more holistic and integrated approach to total rewards.
“As a fundamental element of diversity, equity and inclusion initiatives, pay equity is an important prerequisite for fostering a fully engaged workforce. These services are a pivotal component of our commitment to helping clients build stronger organizations that are diverse, inclusive and fair – and Mike’s longstanding expertise in this area will help to support these goals”, said Ted Chien, President and Chief Executive Officer, SullivanCotter.
Previously, Mike held leadership positions in a number of prominent global consulting firms. He currently serves as a Lecturer at the Yale University School of Medicine, where he conducts research and consults on statistics and a broad range of human resources topics.
In addition to having his expertise recognized by major media outlets such as CNBC, CBS and Fox, Mike has also been the keynote speaker at national and international events hosted by the United States Department of the Interior, the Financial Times, the London School of Economics and Political Science, and the Henry Jackson Society.
About SullivanCotter
SullivanCotter partners with healthcare and other not-for-profit organizations to understand what drives performance and improve outcomes through the development and implementation of integrated workforce strategies. Using our time-tested methodologies and industry-leading research and information, we provide data-driven insights, expertise, data and technology products to help organizations align business strategy and performance objectives – enabling our clients to deliver on their mission, vision and values.
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PODCAST | Submitting Split/Shared Visits for Reimbursement
Zach Hartsell, Principal – APP Workforce Practice – featured in BESLER’s Hospital Finance Podcast to discuss changes to split/shared visit attribution
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Every year, the Centers for Medicare & Medicaid Services incorporate changes in policy, regulations, and requirements for billing under the Medicare Physician Fee Schedule (PFS). These changes are often adopted by commercial payers.
On November 2, 2021, CMS released the final rule for the 2022 PFS. The final rule went into effect on January 1, 2022, and includes some important considerations related to the conditions for submitting split-shared visits for reimbursement.
These changes have the potential to alter the existing workflow of physicians and advanced practice providers related to billing split-shared encounters.
To help explain the impact of these changes, this episode includes:
- The definition of a split/shared visit
- Insight into the 2022 changes as well as those coming in 2023
- Explanation of specific activities that CMS has identified
- Case-based examples
Looking for additional insight on the changes to the Physician Fee Schedule regarding Split/Shared Visits?
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Physician Fee Schedule: Understanding Changes to Split/Shared Visits
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INFOGRAPHIC | Physician Workforce Trends in Pediatric Hospitals
Pediatric hospitals continue to face physician workforce recruitment and retention challenges
Due to unprecedented labor shortages, pay compression, burnout, retirements and increased competition for physician leadership talent, pediatric organizations are experiencing a number of challenges related to recruiting and retaining the right talent.
As a result, many organizations are using their limited compensation budgets to focus more strategically on hard-to-recruit specialties, high-performing physicians, and areas requiring a greater degree of alignment with organizational imperatives.
These imperatives are influenced by an evolving competitive landscape, changes in reimbursement, new modes of providing patient care in support of greater access, financial pressures and more.
Pediatric hospitals are also focused on addressing specialties impacted most by the pandemic, such as critical care medicine and behavioral health. SullivanCotter expects to see these specialties emerge with greater than average compensation increases in future survey reports.
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PODCAST | Executive Compensation Committee
Priorities and Trends for the Executive Compensation Committee
Episode 1 >
Episode 2 >
In a rapidly evolving health care environment, oversight of executive compensation, recruitment and retention remains a critical responsibility of the board of directors. These decisions are complex, highly regulated and require heightened executive compensation committee engagement and specialized expertise.
In this two-part edition of the Governing Health Podcast Series, SullivanCotter's Tim Cotter, Managing Director, joins McDermott Will & Emery's Michael Peregrine to discuss emerging trends and practices in health care executive compensation.
These episodes include insight into:
- The current state of salaries, increase budgets, incentive awards and more
- Emerging compensation practices
- Effective retention and transition strategies
- The evolution of annual and long-term incentive plans
- Executive and director co-investment arrangements
- For-profit compatibility data
INFOGRAPHIC | Executive Compensation in Pediatric Hospitals
SullivanCotter addresses executive compensation in pediatric hospitals via a recent pulse survey
In the current marketplace for talent, executive compensation in pediatric hospitals is growing increasingly complex as recruitment and retention challenges mount. Organizations remain concerned about burnout among experienced leaders, planned and unanticipated resignations, greater search firm activity, employment opportunities outside the healthcare industry, and remote work presenting more non-traditional employment opportunities.
SullivanCotter recently conducted a pulse survey to help pediatric hospitals understand how their peers are addressing 2022 executive salary increase budgets and incentive awards for FY2021 performance.
It also highlights other actions these organizations are taking to support executive recruitment and retention.
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INFOGRAPHIC | 2022 Executive Compensation Pulse Survey
SullivanCotter’s recent executive compensation pulse survey provides insight into how healthcare organizations are addressing recruitment and retention challenges in an increasingly dynamic marketplace
Health systems are growing increasingly concerned about burnout among experienced leaders, planned retirements and unanticipated resignations, greater search firm activity and employment opportunities outside the healthcare industry, as well as remote work presenting more non-traditional employment opportunities.
Considering these concerns, SullivanCotter conducted an executive compensation pulse survey to help participants understand how health systems are addressing FY2022 salary increase budgets and incentive awards for FY2021 performance.
It also highlights other actions systems are taking to support executive recruitment and retention in this dynamic market.
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PRESS RELEASE | Wayne Hartley Joins SullivanCotter to Help Expand Physician Workforce Advisory Services
Longstanding knowledge in health care operations, finance and human resources
Chicago, IL | March 29, 2022
SullivanCotter, the nation's leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and technology and data products for the healthcare industry and not-for-profit sector, is pleased to welcome back Wayne Hartley as a Principal in the firm's Physician Workforce Practice.
Wayne is an accomplished senior consulting leader with a distinguished history of managing high-quality medical operations and utilizes more than 20 years of direct healthcare industry experience in his work with clients. With longstanding knowledge in healthcare operations, finance and human resources, Wayne specializes in helping organizations to strengthen physician compensation program strategy, regulatory compliance and value-based outcomes.
"As healthcare organizations look for innovative ways to stay ahead of the curve in an ever-changing marketplace, our aim is to leverage a diverse and growing panel of expertise from the industry's best and brightest consultants. We're thrilled to welcome Wayne back to SullivanCotter and, with his unique skillset and insight, look forward to learning from his extensive clinical and operational leadership experience, building strategic partnerships with new and existing clients, and expanding the firm's clinical workforce advisory services," said Mark Ryberg, Physician Workforce Practice Leader, SullivanCotter.
In his new role with SullivanCotter, Wayne will work with clients to lead physician compensation design projects and develop models to support organization-wide goals as they relate to patient access, panel size, productivity, quality and more. Additionally, he will advise organizations on the fair market value and commercial reasonableness of physician transactions to enhance compliance and mitigate risk, liaise with boards and physician leaders on high-value business strategies, and introduce new methodologies to assess and improve health system readiness for risk-based reimbursement.
Wayne also serves on the firm's Large Clinic™ Group Growth Team in which he helps to direct strategy and member engagement for the 45-year-old independent affinity group comprised of the largest medical organizations in the U.S.
Prior to joining the firm, Wayne previously served in a variety of leadership positions for a number of nationally-recognized consulting firms. He also has a wealth of clinical and operational experience from his time at two of the largest health systems in Minneapolis.
About SullivanCotter
SullivanCotter partners with healthcare and other not-for-profit organizations to understand what drives performance and improve outcomes through the development and implementation of integrated workforce strategies. Using our time-tested methodologies and industry-leading research and information, we provide data-driven insights, expertise, data and technology products to help organizations align business strategy and performance objectives – enabling our clients to deliver on their mission, vision and values.
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PRESS RELEASE | Enhancing PPMT™ User Experience for Physicians and APPs
Identifying opportunities to educate and engage the clinical workforce
Chicago, IL | March 23, 2022
SullivanCotter, the nation's leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and technology and data products for the healthcare industry and not-for-profit sector, announces new functionality for its growing Provider Performance Management Technology™ (PPMT™) platform that enhances ease of access and usability for physicians and advanced practice providers (APPs). PPMT™ is an industry-first, cloud-based product that engages the clinical workforce and informs leaders through transparent performance-based compensation administration, contract management, and analytical and reporting capabilities.
New functionality includes valuable upgrades to the PPMT™ portal – allowing physicians and APPs one-click access to view key performance indicators via mobile or desktop. This provides physicians and APPs with a quicker line of sight into current performance and productivity results and enhances their ability to track progress against goals on their personal landing page. PPMT's more robust reporting capabilities are also still available for clinicians who are looking to dive deeper into detailed productivity, performance, and compensation results.
The focus on physician and APP engagement is further enhanced with the addition of self-service utilization reporting for compensation administrators. Enabling administrators to easily see which physicians and APPs have been utilizing PPMT™ and what reports have been accessed helps them to identify opportunities to engage the clinical workforce. "Administrators, leaders and managers are often having conversations with individual clinicians about their compensation and these reports help them to go into these meetings better prepared with opportunities to engage and educate their colleagues," said Shelly Slowiak, Director of Product Support - PPMT™, SullivanCotter.
Designed to address a spectrum of physician, leadership and other key stakeholder needs, PPMT™ combines years of healthcare compensation insight and expertise with an intuitive and automated technology platform to help drive performance and support the transition from volume- to value-based care.
"The needs of the health care organizations we serve are dynamic and ever-changing – especially in a marketplace that has grown increasingly complex in the past two years. SullivanCotter remains dedicated to continually enhancing our technology products to drive greater value for clients by understanding these needs and evolving alongside them," said David Schwietz, Chief Information Officer, SullivanCotter.
For more information on these enhancements or our entire suite of Provider Performance Management Technology™, visit www.sullivancotter.com/PPMT or contact us at 888.739.7039.
About SullivanCotter
SullivanCotter partners with health care and other not-for-profit organizations to understand what drives performance and improve outcomes through the development and implementation of integrated workforce strategies. Using our time-tested methodologies and industry-leading research and information, we provide data-driven insights, expertise, data and technology products to help organizations align business strategy and performance objectives – enabling our clients to deliver on their mission, vision and values.
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INFOGRAPHIC | Pulse Survey Results: 2021 Physician Fee Schedule Changes
How are health care organizations addressing the 2021 Physician Fee Schedule changes?
Following its annual review of the American Medical Association’s Relative Value System Update Committee’s recommendations, the Centers for Medicare and Medicaid Services (CMS) finalized proposed changes to the 2021 Physician Fee Schedule and has significantly overhauled the Evaluation and Management (E&M) code documentation requirements, time-effort recognition, and wRVU values for new and established patient office visits. These changes were effective as of January 1, 2021.
As organizations look to understand the impact of these changes on reported physician productivity levels, it is also important to assess the effect it will have on physician compensation arrangements, fair market value and commercial reasonableness considerations, financial sustainability and national survey benchmarks.
SullivanCotter recently conducted a pulse survey for participants in the 2021 Physician Compensation and Productivity Survey to assess how organizations are addressing these changes. View highlights from the results – including insight into expected adjustments to work RVU productivity thresholds and compensation rates per work RVU.
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Registered Nurses | Strategies to Recruit and Retain
Looking for better strategies to recruit and retain registered nurses?
The talent acquisition process has evolved significantly due to the COVID-19 pandemic. Many hospitals and health systems are finding that the recruitment and retention techniques they previously utilized are no longer enough to satisfy prospective and current employees. Faced with unprecedented staffing concerns regarding registered nurses (RN), organizations are seeking solutions that will help them recruit and retain this workforce.
Based on recent workforce trends, hospitals and health systems should consider the following strategies:
Enhancing Current Compensation Strategies
- Increase market positioning to the 50th percentile (median) or higher, especially for critical roles
- Consider introducing specialty pay to recognize specialized skillset requirements
- Utilize sign-on, referral, retention and other bonuses for hard-to-fill roles
- Ensure across-the-board or merit increases occur annually (expect 4% in 2022) to avoid market lag
- Accelerate progression to midpoint for early-in-career RNs
- Offer short-term, contract-based bonuses for vacant/night/weekend shifts
- Create or enhance in-house travel nursing programs to provide additional opportunities for current RNs
Creating a Supportive Environment
- Utilize workforce flexibility such as non-traditional schedules, remote work, weekender programs and other accommodations
- Employ career ladders to support and illustrate development opportunities and career paths
- Strengthen safety and quality processes designed to identify and correct the root cause and swiftly address issues
- Allow nurses to work to the top of their license by providing clinical and/or clerical support where possible
- Share your mission, values and diversity, equity and inclusion goals
Expanding Benefits Offerings
- Consider enhanced benefit offerings such as on-site childcare, parking or transportation, home-buying assistance, student loan reimbursement, fertility
benefits, expanded parental and eldercare leave, additional time off, or sabbaticals - Increase retirement contributions for employees who are further in their careers and/or for those who have extended tenure
- Empower employees with cash and non-cash peer and subordinate recognition programs
- Clearly and frequently communicate the value of employees’ total rewards packages
Encouraging Feedback and Collaboration
- Utilize team-based care models
- Support and encourage open-door policies
- Encourage RN input and participation in policy-making
- Provide opportunities to participate in management roundtables and the development of action plans
- Increase opportunities for workplace committee participation and other developmental experiences
- Communicate successes and failures
Looking for additional workforce insights and data?
Contact us to learn more about employee recruitment and retention strategies
PRESS RELEASE | SullivanCotter Partners with Paradigm for Parity®
Reinforcing SullivanCotter's commitment to championing gender equality in corporate leadership positions
Chicago, IL | March 8, 2022
SullivanCotter, the nation’s leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and technology and data products for the healthcare industry and not-for-profit sector, is pleased to announce its commitment to achieving gender parity within the firm’s executive leadership team by 2030.
“Ensuring an equitable and inclusive workforce has long been a cornerstone of SullivanCotter’s mission, vision and values. As a member of the Paradigm for Parity® movement, we are reinforcing our commitment to actively closing the gender gap by enhancing female representation and ensuring women of all cultures, races and backgrounds are able to thrive and advance within our firm,” said Ted Chien, President and CEO, SullivanCotter.
By implementing the Paradigm for Parity® 5-Point Action Plan, SullivanCotter is part of a coalition of companies dedicated to promoting gender equality through the minimization or elimination of unconscious bias in the workplace. The plan calls for members to accelerate the pace of change by significantly increasing the number of women in senior operating roles to 30% in the near-term, measuring targets and maintaining accountability by providing regular progress reports, basing career progress on business results and performance, and providing sponsors, not just mentors, to help position women leaders for long-term success.
"Paradigm for Parity® is excited to welcome SullivanCotter to our coalition of companies working to close the corporate leadership gender gap for women of all races, cultures and backgrounds," said Sandra Quince, CEO, Paradigm for Parity®. "Using our Paradigm for Parity® Toolkit and 5-Point Action Plan, companies can act on their commitments to gender parity and accelerate the advancement of women into leadership positions. We applaud SullivanCotter’s dedication to diversity, equity and inclusion to achieve gender parity in corporate leadership."
SullivanCotter’s Women’s Council, a group formed to raise awareness of women’s experiences and promote a workplace culture of balance and inclusivity, will help to identify opportunities and recommend initiatives designed to support the Paradigm for Parity® Roadmap as the firm moves forward with its pledge.
About the Paradigm for Parity® Movement
The Paradigm for Parity® coalition is comprised of CEOs, senior executives, founders, board members and business academics who are committed to achieving a new norm in corporate leadership: one in which women and men have equal power, status, and opportunity.
The coalition created the Paradigm for Parity® 5-Point Action Plan for corporations to accelerate the pace of gender equity in senior executive roles. This unique agenda defines bold and specific actions that, taken together and simultaneously implemented as a package, will catalyze change and enable today’s business executives to secure the best leaders of tomorrow. Visit www.paradigm4parity.com or follow us on Twitter using @p4parity to learn more about this exciting initiative.
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INFOGRAPHIC | Split/Shared Visits
Split/Shared Visits: Understanding the impact and opportunity of the 2023 Physician Fee Schedule Changes
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ARTICLE | 2022 Physician Fee Schedule Changes
On November 2, 2021, the Centers for Medicare and Medicaid Services (CMS) released the final rule for the 2022 Physician Fee Schedule with updates related to split/shared visits that have the potential to alter the existing workflows of physicians and advanced practice providers (APPs) related to billing for these encounters. The changes are effective on January 1, 2022, and January 1, 2023, and are meant to improve patient access, reduce redundancy, and better recognize the roles of advanced practice providers on care delivery teams.
The 2022 modifications allow providers to utilize either time-based accounting or traditional split/shared medical decision-making methodologies. In addition, providers can now use these visits for critical care services and require that a new billing modifier be added for all shared visits.
In 2023, split/shared visits can only be submitted using a time-based accounting methodology – which is described by as the “practitioner who provides the substantive portion of the visit (more than half of the total time spent) would bill or the visit.”
Learn more about the current rules related to split/shared visits.
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INFOGRAPHIC | 2021 Health Care Staff Compensation Survey
Hospitals and health systems continue to experience tension between the need to manage labor costs and healthcare staff compensation with the reality of employee workforce shortages
In 2020, there was a sense that COVID-19 was a temporary pandemic. Organizations were responding to a developing situation and dealing with staffing shortages in key areas.
Results from SullivanCotter’s 2021 Health Care Staff Compensation Survey help to shed some light on the impact of the pandemic on the industry’s employee workforce. Featuring data from over 1,100 organizations representing nearly 1.2 million individuals, more than 600 positions and 14 pay categories, this dataset provides insight into key specialties and support functions including nursing, clinical, rehab, IT, finance, human resources and more.
With the realization that COVID-19 will be a long-term challenge, organizations have had to shift their strategies to create more permanent solutions in order to recruit and retain staff in an increasingly competitive labor market. We expect to see the impact of these changes reflected in our 2022 survey results.
The 2022 survey is now open! Submit data to gain access to exclusive participant benefits.
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INFOGRAPHIC | Advanced Practice Provider Productivity
How do healthcare organizations select which APP productivity metrics to measure?
As healthcare organizations look for ways to better utilize and retain their clinical workforce, effectively measuring and projecting advanced practice provider productivity is imperative.
SullivanCotter’s 2021 Advanced Practice Provider Compensation and Productivity Survey reports productivity data and ratios, collections, and work RVUs from 210 participating organizations – including independent hospitals, health systems, academic medical centers and more. The survey also reports COVID-19-adjusted work RVUs to help organizations better understand the impact of the pandemic.
The 2022 survey is now open! Submit data to gain access to exclusive participant benefits.
Looking to gain additional insight?
Learn more about developing effective productivity measures and rewards to help support your growing APP workforce.
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E-Book | Key Agenda Items for Health Care Board Committees
Supporting health care board committee effectiveness in a changing environment
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SullivanCotter has contributed two chapters to the third edition of the comprehensive e-book from McDermott Will & Emery entitled Key Agenda Items for Board Committees: Supporting Committee Effectiveness in a Changing Environment.
> Trends and Priorities for the Human Capital Committee
Authors: Tim Cotter, Managing Director - Kathy Hastings, Executive Workforce Practice Leader - Cathy Loose, Employee Workforce Practice Leader
Is your organization equipped to address ongoing industry challenges in 2022 and beyond? COVID-19 has not only accelerated dramatic shifts within health care, it also has become a catalyst for change in workforce strategies. Identifying emerging trends and practices and understanding their impact is important for the human capital committee to consider as it plans for the upcoming year.
> 10 Questions for the Compensation Committee
Authors: Tim Cotter, Managing Director - Bruce Greenblatt, Managing Principal
What important items should the Compensation Committee be considering as it plans for 2022 and beyond? SullivanCotter addresses important committee priorities, compensation-related matters such as executive salary adjustments and incentive programs, critical diversity, equity and inclusion initiatives, and more.