This year more than ever, medical groups require access to critical data-driven insights as they look to address the impact of COVID-19 on workforce compensation and productivity, prepare for the 2021 Physician Fee Schedule changes, and balance the need for competitive total reward programs against pressure on operating margins.

View highlights from SullivanCotter's 2020 Endowment and Investment Staff Compensation Survey

View highlights of the results from SullivanCotter's 2020 Health Care Staff Compensation Survey as well as considerations for the health care employee workforce during COVID-19 and through 2021 and beyond

Powered by SullivanCotter's proprietary survey data and research, Benchmarks360TM is a suite of intelligent, web-based products that enables health care organizations to analyze and visualize workforce compensation and clinical productivity.

SullivanCotter presents data from recent COVID-19 research, discusses compensation-related practices, and provides insight into how the human capital landscape may change after the pandemic subsides.

The COVID-19 crisis is impacting the not-for-profit sector in a myriad of ways. SullivanCotter addresses some of the compensation-related issues these organizations are facing and offers guidance for the Compensation Committee in these unprecedented times.

View highlights SullivanCotter's COVID-19 Executive and Employee Compensation Practices Survey series - featuring data and insights from more than 108 different organizations.

View highlights from SullivanCotter’s 2019 Advanced Practice Provider Compensation and Pay Practices Survey, which features data from more than 560 organizations on nearly 74,000 individual physician assistants, nurse practitioners and other clinicians.

Performance-based compensation continues to be a key component of pay for investment staff at private foundations and university endowments.

View highlights from SullivanCotter's 2018 Health Care Staff Compensation Survey, featuring data from nearly 600 organizations on 58,000 different health care professionals.

For some not-for-profits, fundraising professionals are considered the lifeblood of the organization, and the loss of key talent could mean a loss of momentum and/ or continuity in donor relationships. In developing a fundraising talent strategy for this year and beyond, organizations should consider proactive strategies to attract and retain high-performing and high-potential professionals, while also enhancing the capabilities of existing staff.