GME Enterprise Program Operational Assessment
DCA’s experience combined with technology applications and an inter-professional team process offers a unique approach to Graduate and Undergraduate Medical Education (GME and UGME) engagements for national health care systems, federally qualified health centers, physician group practices and universities.
DCA’s knowledge and expertise extends to accreditation requirements for allopathic, osteopathic, podiatric and children’s physician training programs. This capability, combined with an extensive understanding of the CMS financial regulations and comparative GME program metrics, provides clients with innovative and effective analyses and recommended solutions tailored to the client organization and its strategic objectives.
Knowing the evaluative questions that underlie assessments of program performance, quality, relevance and compliance is a DCA core competency and will be applied at the system, institution, and program levels. Our integrative, personalized and systems approach to client engagements yields excellent results and long-term business relationships. DCA’s assesment and planning involves the following:
1. Enterprise-wide Academic Strategic Plan (Direction)
a. DCA addresses the organization’s concerns regarding physician need and physician workforce plannin.
b. DCA rebalances and realigns the GME program portfolio consistent with the organization’s strategic direction.
c. DCA defines and rationalizes GME growth strategies and financial impact.
d. DCA examines unabated growth in non-accredited fellowships and in-bound rotations that consume organizational Cap.
2. Comprehensive GME and UGME Program Profiles
a. DCA GME Profiler provides comparative analytics and graphics, and describes program operations and accreditation status.
b. Profiler is designed for longitudinal metrics, planning and performance improvement.
3. Established Organizational and Operational Approach to Academic Medicine
a. GME organizations involving more than one institution lend themselves to alternative models, such as consortium, affiliated group, 501c3, or other structural and management formats.
b. Faculty practice models or plans are important in faculty professional development, GME training focus and quality, and fiscal responsibility.
4. Fiduciary Responsibility for the GME and UGME Profit & Loss
a. Before expanding current programs or developing new programs, DCA examines the potential financial and GME program risks and opportunities.
b. Before partnering with a medical school to offer residency programs to meet a client’s expansion and enrollment needs, DCA evaluates the financial, cultural and faculty impact on the hospital.
d. DCA verifies IME and DME reimbursement, reviews resident FTE caps and counts, and takes other measures to optimize GME funding.
e. DCA assesses the Continuity Clinic’s training functionality and fiscal performance.