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Operational Readiness: The Critical Success Factor in an EHR Implementation, Merger Integration or Community Model Among the most familiar and potentially high-impact healthcare transformation projects is the implementation of an enterprise EHR. Creating a seamless flow of information can transform the way care is delivered, resulting in improved patient care and care coordination; increased patient engagement; improved diagnostics and patient outcomes; and practice efficiencies, cost savings and revenue for the services provided. Yet, industry media is replete with reports of health systems that have struggled to realize these expected benefits, some even suffering devastating losses.

Whether an organization is implementing a replacement EHR, integrating EHRs because of a merger or acquisition, extending its EHR to an affiliate or partner, or is the recipient of one, it is essential to address these factors early. Those that fail to do so suffer from lower adoption rates, revenue slippage and leakage. Ultimately, they also miss the opportunity to advance market position, improve revenue and charge capture, and move the needle on care cost, quality, outcomes and experience. Alternatively, those organizations that maximize operational readiness mitigate financial risk while realizing transformational change with the greatest measurable benefits.

The Critical Role of Information Systems in Realizing the Strategic Goals of a Partnership Growing competitive and cost pressures in the healthcare sector have accelerated partnership activity, as providers seek to increase scale and capabilities to drive strategic, clinical, operational and financial benefits. For most organizations, this is the biggest bet they will make. Organizations are tasked with making critical, timely decisions in the context of significant degrees of environmental uncertainty across all stages of the partnership journey. Health system leaders planning partnerships should take a holistic approach and focus early-on in the areas most critical to achieving the partnership’s strategic goals and benefits to support purposeful execution.

One such area is Information Services (IS) — pivotal in both achieving direct IS efficiencies and savings and in enabling operational and clinical benefits. Failure to anticipate IS-related risks and resource requirements early in the process can prevent an affiliation from being successful or result in unexpected costs at a later stage.

Accelerating Performance Under Risk-Based Contracts Health systems are increasingly engaging in contractual arrangements in which they are responsible for the financial risk of a specific, targeted population. Often organizations do so without a full understanding of the competencies necessary to
achieve the performance objectives; as a result, they do not execute on critical clinical and operational capabilities necessary for success. Many health systems turn to primary care as a solution to manage populations and contracts; while work in primary care offers some solutions, there are many more operational capabilities that are required in a risk environment such as analytics, network management, utilization management, and other care and service capabilities. Implementing new capabilities that integrate with and inform the existing care model without fundamentally changing it will accelerate an organization’s ability to succeed under risk contracts.

Are You Overlooking the Power of Technology to Address Your Organization’s Mission-Critical Imperatives? With the rapidly-shifting industry landscape and intensifying challenges, the time is now to leverage IT investments to advance market position and performance in terms of cost, quality, outcomes and experience. Discover how IT can be an integral tool to win in the market, address growing financial pressures, advance to the next generation care model and improve organizational performance and effectiveness.

The Bottom Line at HIMSS18 The healthcare landscape is shifting before our eyes, bringing both new and intensified challenges. Providers are facing age-old pivotal questions about their strategic direction and organizational viability and sustainability – but in a materially different environment:

How do we address growing financial pressures?
How do we improve operational performance and effectiveness?
What is our next generation care model to drive outcomes and value?
How do we win in the market?
Beyond using the traditional strategies to answer these questions, there are new places to look for answers.

How Children's Hospitals Can Maximize Partnership Value New demands in the healthcare delivery and payment landscape are prompting many children's hospitals to reexamine their care delivery networks. Children's hospitals that enhance their networks through closely aligned physician relationships and select institutional partnerships can realize significant strategic, economic and clinical benefits and accelerate the achievement of their longer-term goals. 

In this paper, we describe several pressures facing children's hospitals and corresponding strategic imperatives that place increased emphasis on the importance of building a broader delivery network. We then explain how a comprehensive network strategy can effectively position children's hospitals to navigate the changes ahead and enhance the health of the children in the communities they serve. 

May the Workforce Be with You: Next-Generation Provider Workforce Planning Effective, contemporary provider planning requires thoughtful and intentional consideration of: clinical program growth strategies; care delivery transformation expectations and market requirements; care team model development, including the role and utilization of advanced practice providers (APPs); positioning of physicians as empowered, capable leaders of medical groups and care transformation; and an organizational culture that is collaborative, transparent and accountable.

On the Frontline

Oncology Planning Case Study

Barbara Ann Karmanos Cancer Institute

In 2012, Dr. Gerold Bepler, CEO of the Barbara Ann Karmanos Cancer Institute (Karmanos), began a search for a strategic partner for the NCI-designated cancer center. Dr. Bepler recognized the traditional fee for service reimbursement landscape was passing away and that positioning Karmanos for success would require thinking creatively about strategic partnerships, organizational efficiencies and mechanisms to
reach a much larger clinical population.

As part of this exploration, Oncology Solutions was engaged to facilitate joint strategic discussions between Karmanos and McLaren Health Care. Oncology Solutions provided intensive analytic support and facilitated a series of joint planning discussions to address each parties’ goals – both shared and divergent – to arrive at a model that could preserve their triple mission of clinical care, research and education.

Improving the Value of Research Investments

Case Study - Emory University

Academic health centers (AHCs) are working to overturn one of the final stones in improving efficiency and advancing care management performance – how funds are used for academic operating costs and strategic investments. But, in an era where hospital CFOs are examining costs on a granular level, executives are questioning how their financial support for research is actually being spent and whether those dollars are effectively invested to maximize benefit to the organization. Emory University School of Medicine has taken the next step in tackling these questions and designing a new model to optimize resources invested in the research mission.

The Barbara Ann Karmanos Cancer Institute is one of only 49 National Cancer Institute-designated comprehensive centers in the United States.

In The News

  • The Chartis Group recognized as one of the Best Places to Work in Healthcare in 2018
  • Robert McCann, Nationally-recognized Healthcare Attorney, Joins The Chartis Group
  • Loren Mann joins The Chartis Group as a Performance Practice Director
  • The Chartis Group Recognized as one of "America's Best Management Consulting Firms" by Forbes in 5 categories
  • Chartis Acquires Oncology Solutions
  • Chartis 2018 Best in KLAS Financial Improvement Consulting, Top 3 HCM Firm, Top 10 HIT

The Chartis Group recognized as one of the Best Places to Work in Healthcare in 2018

The Chartis Group has been selected by Modern Healthcare as one of the 2018 Best Places to Work in Healthcare.

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Robert McCann, Nationally-recognized Healthcare Attorney, Joins The Chartis Group

Further expanding their expertise around many cutting-edge developments in healthcare

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Loren Mann joins The Chartis Group as a Performance Practice Director

The Chartis Group is pleased to announce that Mr. Loren Mann has joined its Performance Practice leadership team.

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The Chartis Group Recognized as one of "America's Best Management Consulting Firms" by Forbes in 5 categories

The Chartis Group was named a top firm in Healthcare & Life Sciences, Strategy, IT Strategy, Digital Transformation and Organization

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Firm extends its service offerings to deliver comprehensive spectrum of world class cancer advisory and analytic capabilities to the healthcare industry

The Chartis Group, a leading provider of advisory and analytics services to the healthcare industry, has acquired Oncology Solutions, a consultancy nationally recognized for its significant contributions to the advancement of cancer care delivery.

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The Chartis Group Earns High Marks in 2018 Best in KLAS: Software & Services Report

Firm Ranked Best in KLAS for Financial Improvement Consulting, Top Three Overall Healthcare Management Consulting Firms and for the 9th Year, Rated Among the Top 10 for HIT Advisory Services Firms

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