Who this is for and when to call
CEOs, COOs, CMOs, CFOs, and hospitalist group leaders facing rising subsidy, inconsistent coverage, workload concerns, throughput challenges, or competing explanations for program performance.
The decision this assessment supports
Which operating changes should come first, what resources do they require, and how will the hospital know whether performance is improving?
What we examine
We review available program reports, interview hospital and physician stakeholders, and examine staffing, scheduling, productivity, professional revenue, subsidy, governance, and selected clinical operating measures. The agreed scope determines whether site observation and deeper revenue or workforce work are included. We assess trends against the program’s own history and, where suitable data are available, relevant comparison groups. Comparisons identify their source, date, definitions, and limitations; a benchmark does not replace judgment about local demand and acuity.
What your team provides
Agreed historical census and encounter data; staffing and coverage schedules; compensation and locums expense; revenue and subsidy reports; available quality and throughput measures; relevant agreements; and access to program and hospital leaders.
What you receive
A performance scorecard with definitions and data gaps; a demand and staffing analysis; a prioritized opportunity assessment; and an executive decision brief. The action plan identifies proposed changes, accountable roles, resource requirements, and measures for follow-up.
Workforce and Economics
For a focused coverage or cost decision, we can separately examine demand, capacity, schedules, compensation, recruitment, locums use, and subsidy. The output compares staffing options and shows their assumptions and financial consequences. This module can stand alone without requiring the full Performance 360 assessment.
Scope and next step
Performance 360 is an advisory assessment. Detailed coding review, a comprehensive clinical quality audit, and day-to-day program management are outside the base scope. Any specialist review or implementation support is defined separately.
Relevant experience: Hospital leadership and hospitalist operating experience help connect physician workload to the hospital’s service expectations and economics.