The Governance Institute | Executive Compensation and Governance Trends for 2021 and Beyond

As the response to COVID-19 continues, healthcare organizations nationwide face an uncertain environment in the near-term as vaccination rates slow, virus variants appear, and operational recovery from the pandemic accelerates. Additionally, there are a myriad of intermediate and longer-term forces at play—such as reimbursement pressures, technology disruption, workforce burnout and labor shortages, new competitive threats, and regulatory changes—that require attention.

The complexity of healthcare organizations continues to increase as pressures mount for financial sustainability, diversification, efficiency, and new care delivery models. Leadership retirements and burnout brought on by the pandemic have exacerbated the limited supply of executive talent with the skills,  experience, and competencies needed to lead these complex organizations through significant change. As healthcare organizations address changing performance priorities and leadership recruitment and retention needs during this uncertain time, executive compensation programs, talent strategies, and governance will continue to adapt.

Featured in the September edition of The Governance Institute’s E-Briefings, SullivanCotter recaps the response of healthcare organizations in 2020 and outlines priorities for 2021 and beyond.

Reprinted with permission from The Governance Institute, San Diego, CA, (2021), (Bruce Greenblatt, SullivanCotter. Executive Compensation and Governance Trends for 2021 and Beyond).


INFOGRAPHIC | Optimizing Utilization of the Advanced Practice Provider Workforce

The focus on team-based care will require health care organizations to optimize the performance of all members of the care team.

Many hospitals and health systems continue to grow their advanced practice provider (APP) workforce as they realize important operational benefits such as improving the quality of care, increasing patient access, enhancing provider satisfaction and reducing costs.

However, this growth is often organic and can result in significant variation in APP utilization and organizations must develop strategic models of care in order to effectively integrate, optimize and engage this growing workforce.




Case Study | Optimizing Utilization of the Advanced Practice Provider Workforce

The focus on team-based care will require health care organizations to optimize the performance of all members of the care team.

Learn more about how a leading academic medical center assessed opportunities for care team optimization and redesigned their APP workforce.

View Case Study

How to Take Advantage of New Stark Law Compliance Regulations

Now that the government has allowed for some regulatory relaxation, how can health care providers take advantage while still mitigating risk?

SullivanCotter's Ron Vance, Managing Principal, recently joined a panel of experts to discuss changes to the Stark Law and how organizations can position themselves to best ensure compliance.

Listen to the webinar recording or download the discussion highlights to gain a better understanding of the regulatory updates and how they impact provider arrangements, as well as how health care providers can and should be proactive in reconciling the management of those arrangements and the data surrounding them to mitigate potential risk and exposure.

Modern Healthcare | 2021: Annual Executive Compensation Article

Health care organizations focus on recruitment and retention of key executive talent as industry attention on diversity, wellness and other long-term transformations intensifies.

As the health care industry continues to respond to the extraordinary and unprecedented impact of the COVID-19 pandemic, organizations are evaluating and adjusting their executive compensation practices to adapt to the changing landscape.

Competition to fill executive positions is becoming increasingly challenging with limited talent available with the skills, experience and competencies needed to successfully lead complex health care organizations through the post-pandemic environment. In addition, the definition of organization success is changing as strategic and operating plans are updated.

Featured in Modern Healthcare’s annual executive compensation article, SullivanCotter’s Bruce Greenblatt and Tom Pavlik share data from SullivanCotter’s 2021 Health Care Management and Executive Compensation Survey, and highlight some of the actions organizations are taking to draw in and retain executive talent, while also focusing on the recovery that lies ahead during such an uncertain time.