DCA was retained to provide a system-wide Academic Medicine Assessment and 5-year Strategic Direction/Plan for Resurrection Health Care Graduate and Undergraduate Medical Education. The plan called for sweeping changes in the governance, leadership, and infrastructure of the program. Rebalancing of the GME program portfolio and instituting a faculty practice model that supports the training of residents in new care delivery models was needed while ensuring fiscally sound care continuum principles. Subsequently, DCA was engaged to conduct a National Executive Search for a Chief Academic Officer and to work with the RHC Foundation in defining and establishing a RHC Grants Management Department.
DCA's work provided a platform from which to grow Medical Education through the merger with Provena Health. During the year, the DCA Team interacted with all levels of the organization, facilitated physician and management meetings on multiple campuses, and provided professionally relevant content and analytics leading to an Academic Medicine 'homerun' for Resurrection Health Care.
During a ten-month collaboration, Resurrection Development Foundation engaged DCA to assist the Foundation with an expansion of the Foundation's Grant Management function. During that time period, DCA's work resulted in the development of a system-wide Grants Management Department including organizational structure, functional responsibilities, staffing, and P & L; and design/build of a Grants Management website. Simultaneously, they facilitated a system-wide conversation leading to the identification of clinical program, equipment, community, education, regulatory/public policy initiatives, and research grants in support of the Presence Health mission. Using the resulting System Priority List, DCA aligned grant identification, procurement, and website posting of over two hundred potential grant opportunities. Without their partnership and expertise, the Grants Management Department would not have received the system visibility and commitment, heightened level of executive and PI interest, and resources.
DCA was engaged by the Henry Ford Health System to work on an assessment and analysis of our community hospital Graduate and Undergraduate Medical Education Programs. Over a two-year time period, they worked directly with corporate executive management and key hospital administrators to clarify and illuminate a series of complex relationships, agreements, and accreditation and reimbursement opportunities that underlay this issue. DCA’s expert knowledge and national experience helped further educate management on both Undergraduate and Graduate Medical Education, provided the foundation for an enterprise-wide medical education strategy, generated a five-year plan for approval by corporate executive management, and enabled facilitation of five physician/employee cross-institution Work Teams to implement the plan at the System community hospitals. DCA’s project management capability, coupled with their skills at facilitation and communication, in-depth analytics, and iterative style enabled them to provide exceptional data, well-thought out essential points presented in both local and national contexts, and created actionable interim and final presentations to the corporate executive team.
During the course of their two years working with corporate executive management, our flagship academic medical center (Baylor University Medical Center), and the System community hospitals, DCA was able bring physicians and management together to decide upon an enterprise-wide research and medical education strategy, present a plan to the Board for approval, and facilitate the efforts of five physician Work Teams to implement the plan. DCA also brought about process and operational improvement and clinical and leadership change in two of our Emergency Departments. DCA helped strengthen our community hospital-based Family Medicine Residency Program. Their project management capability, skills at facilitation and communication, and in-depth analytics, as well as their relevant and actionable interim and final reports/presentations to the executive team and the Board were valuable to our overall strategic planning process.
Since 2004, Texas Health Resources has sought DCA’s experience to assist with the Academic Medicine environment and strategy, an integral part of our 10-Year Strategic Focus. Their work has helped us develop Research and GME strategic plans which we are now executing. At Texas Health Resources, we value DCA’s expertise and experience.
DCA provided excellent, invaluable expertise and were most responsive and sensitive to our needs. The DCA team has an excellent understanding of community teaching hospitals, academic medical centers and the university/medical school environment. Their team provided us a five-year strategic plan which was extremely well thought out; delivering us a pathway that our Board could agree upon with minimal debate or concern.
DCA is an extremely professional firm, their work reflects current business and health care trends and solutions, they are responsive, strategic thinkers and their work is individualized to each client's challenges and opportunities. DCA establishes long term relationships and partnerships with clients and delights in the successes of each client.
DCA was able to bring together the medical staff leadership and the health care system senior administration and develop a five-year enterprise-wide strategy for research. This resulted in a focus on clinically relevant research that would translate into supporting our major clinical programs. The Institute has developed into one of the most successful research programs in the country.
Throughout multiple system-wide engagements, DCA listened to us, gave us thoughtful guidance, and delivered superb analyses resulting in an excellent strategic plan and implementable transition plan to move us forward.
DCA was able to bring together the research management and scientific leadership to create a financially successful five-year strategic plan for Research. They were able to realign our programs and resources to focus on a clinically relevant agenda for our physicians and patients and position the organization to attract federal and state funding. Our Research Foundation’s success and continued expansion has enhanced our brand and our national name recognition.
DCA proved to be knowledgeable and creative in their approach to helping us identify strategies for future direction. Their in-depth knowledge of academic medical centers proved to be invaluable. They are reliable, principled, and a pleasure to work with.
During the two years that DCA was engaged, their assessment of existing service lines brought strategic issues to the forefront. They demonstrated an expertise in developing wide involvement between the medical staff and hospital and corporate administrations. DCA sought team solutions and provided the background information and processes by which this development could evolve. DCA is an approachable, conscientious, strategic thinking group that generates avenues for change with forward-looking health care organizations. Their areas of involvement included Undergraduate and Graduate Medical Education; the development of Centers of Excellence, especially in oncology, heart and vascular disease, orthopedics and joint replacement, mental health and memory disorders, the neurosciences, rehabilitation medicine, transplantation and research.
During the peak time period for submitting applications to NIH in response to the opportunity provided by funding under the American Recovery and Reinvestment Act 2009 (ARRA, aka, Stimulus Package) DCA provided excellent and invaluable expertise in assisting us in identifying, evaluating, and responding to the new Funding Opportunities. The DCA team has an excellent understanding of research-oriented hospitals and academic medical centers, their investigators, and the prestige and value being awarded an NIH grant brings to a research institution. Their team provided project management for twelve NIH grant applications within a six-month time period, bringing together internal grant writers, principal investigators, architects, facilities management, and administrative personnel and combining the data and information available on a system-wide basis into strong and technically complete applications in order to meet each and every NIH deadline. The applications would not have been completed without their expertise and commitment.
DCA was engaged by the Iowa Health System to assess our current GME portfolio of GME programs across our seven affiliates and to assist us in developing strategic options. They exceeded expectations in their degree of thoroughness. No rock was left unturned and we learned a lot about our current structure, capabilities, and programmatic quality. Their data reports and analysis were very insightful. The final product left us with clear direction in addition to contingencies for those moving external environmental forces. As individuals, they are very pleasant, diligent, and enthusiastic about their work.
DCA did a great job of helping us develop a plan for expansion of our Graduate Medical Education activities. DCA staff were very professional, organized, and thorough. Their knowledge and expertise helped give us confidence to move forward with our plans. They provided us with a sense of urgency to progress more rapidly than we would have otherwise.
We requested DCA's assistance in evaluating our existing research activities and laying out the initial steps of a five-year plan for developing a robust research enterprise. The DCA Team conducted an exhaustive asssessment of our existing research activity, of the structure and resources supporting research at MeritCare, of our research partnerships and of the most fertile areas in which to grow future research endeavors. The depth of their experience was readily apparent to our executive team. their ability to appreciate both the virtues and the drawbacks of MeritCare's research program served to educate staff as they interviewed them. I was impressed and gratified by their skill and frankness with which they formulated their judgements and offered their recommendations. they left no stones unturned and pulled no punches. In the end, they delivered a set of recommendations that all of us could agree were reasoned, informed and doable. Surprisingly, MeritCare merged with Sanford Health during the course of the engagement. Their work offered the unexpected benefit of helping us navigate and negotiate the merger of the MeritCare and Sanford research programs during the ensuing months.
The Baptist Health System retained DCA 2010/2011 to assist us with interpreting the PPACA legislation and with preparing applications for Sections 5503 and 5506 of the legislation, which permitted residency programs to apply for increases in their number of Medicare-reimbursed resident physicians. DCA consultants were instrumental in helping us to analyze the potential opportunities and formulate a strategy for completing the applications. Their in-depth knowledge of Medicare regulations related to graduate medical education was a valuable resource, and we appreciated their guidance throughout the process.
Billings Clinic sought an engagement with DCA in 2012 to develop the Program Information form (PIF) to the Accreditation Council for Graduate Medical Education (ACGME) for the initiation of our new Internal Medicine Residency Program. In addition to this work, they were committed to the advancement of the financial proformas, governance structure and committee design, infrastructure needs, faculty development and education, and all other aspects of bringing on a new program, including preparation for an ACGME site visit. They were extremely helpful in developing a response to CMS concerning regulatory requirements in starting up a new program.
DCA brought to Billings Clinic an extensive fund of knowledge that allowed us to develop a PIF in approximately 90 days-- a process that typically takes six months. We have found that they are very dedicated to their work, extremely well-organized, and bring a high degree of credibility to their work. These attributes added significantly to the successful development of the residency. They communicate and listen well, have a style that keeps the end goal in mind but allows for local expression and culture to influence the work. In short, we would not have been able to accomplish our goal of developing our Internal Medicine Residency Program without DCA.
We engaged DCA to evaluate the addition of a Family Medicine Residency to our complement of GME Programs. Their work helped us understand both the viability of such a program and the advantage to placing the program at one of our community hospital sites within our health system. DCA provided us the criteria to evaluate our various decisions, and presented an effective summary to our leadership team.
In 2013, following a recent merger, we worked with DCA to evaluate our existing enterprise-wide research performance and direction and help identify potential themes and academic partners for future clinical and translational growth strategies. DCA guided a collaborative process, laying out a 5-year plan to develop an even more robust research enterprise at The Carle Foundation.
The DCA Team conducted a comprehensive assessment of our research activity, the structure and resources supporting research, our research partnership with the University of Illinois Urbana-Champaign, and of the most high yield areas in which to grow future research. DCA’s experience and their ability to quickly identify both the merits and the opportunities for improvement was apparent. Their straightforward process coupled with their on target recommendations made them a real asset to our planning process.
At the end of the four-month engagement DCA delivered a set of recommendations that positioned us to take immediate action to produce meaningful results.