Developing a Needs-Based Medical Staff
Many physicians and practice groups are optimizing their businesses by developing their own diagnostic centers, creating satellite offices, establishing new hospitals or
relocating to more attractive markets. In the face of such competition, the hospitals and other healthcare organizations in those markets must try to control the
number and mix of physicians on staff and optimize staff utilization while creating a balance that will fulfill the community’s needs. As a leader of one of those organizations, you must answer a number of key questions
- What is the current composition of your medical staff by specialty? By age? By office location?
- How many physicians will the market area require in the foreseeable future?
- How many physicians are currently practicing in the market area? To what extent can they be considered full-time?
- Are there gaps in physician coverage, either in aggregate or within specific geographic zones of the market area?
- Do the members of the medical staff and their patients have adequate access to specialists who are also on staff?
RSM McGladrey can help you answer these and related questions. Our healthcare consultants have the Specialized KnowledgeSM and experience in strategic
planning to provide an objective evaluation of your current and required medical staff composition and to develop a methodology for staff development that meets both the organization’s and the community’s needs.
Our Approach
Our Medical Staff Development services are designed to provide both quantitative and qualitative information for decision making. Quantitatively, we use national physician-to--opulation ratios and benchmarks to determine the number of physicians needed in a community. By applying current or targeted market shares, we can project the
number of physicians needed by an individual organization, by specialty and location. We review your organization’s existing medical staff database to determine the supply of physicians available to meet future needs. As appropriate, we can adjust the supply to account for retirements and relocations. We can also adjust the supply to account for physicians who develop competitive programs or shift to other organizations.
Qualitatively, we will survey the entire medical staff, conduct focus groups or participate in selective face-to-face interviews. From this data, we can determine any
anticipated changes in practice patterns among members of the medical staff. We can also determine any perceived problems regarding access of specific specialty capabilities. Once the gaps between supply and demand are determined, we assist your organization in identifying the necessary and appropriate strategies to increase the supply of physicians.
Contact
James E. Hosking, FAAHC, FHIMSS, CHE
Managing Director
312.634.7104
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