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The Blue Ridge Academic Health Group Winter 2018-2019 Annual Report The Chartis Group has been privileged to facilitate the meetings of the Blue Ridge Academic Health Group since 2011. Its Winter 2018-2019 report separates artificial intelligence fact from fiction to assist AMC's in the AI strategic decision making. 

Click here to read and download the study on the Blue Ridge Academic Health Group website.

Beating the Financial Squeeze: How to Drive Performance Transformation in Your Health System For decades, health systems have recognized the strategic imperative of managing costs; most have concentrated on traditional performance improvement initiatives, including revenue cycle enhancements, group purchasing organization (GPO)-facilitated unit price discounts on supply costs, and reduced labor costs through operational benchmarking and other performance management tools. While additional savings can often be achieved through renewed efforts in these areas, accelerating pressures on expense management and capital requirements are threatening to outpace most organizations’ ability to manage performance. A fundamentally different approach to margin improvement is required. Providers seeking to improve margins must directly address clinical care delivery and the associated clinical processes, within an operating environment organized to meet the changing needs of healthcare consumers.

HIMSS19: The Bottom Line Amidst the digital industrialization of healthcare, the power of information and technology is unmistakable. A fundamental shift is underway in the healthcare industry that will redefine the health delivery ecosystem, transforming how healthcare is delivered and financed.

No longer geographically-based, time and space-bound, and predicated on physical distribution models, the new digital delivery ecosystem will meet on-demand requirements and be constructed around end-user activity, accountability and personalized experience. It will harness technological and data-driven access models that connect across digital and physical mediums, as explored at this year's HIMSS annual conference. 

2019 Healthcare Outlook: Strategic Imperatives for the Year Ahead With a fundamental shift underway that stands to redefine the health delivery ecosystem, leaders should consider four imperatives as they confirm organizational priorities for 2019 and beyond: embrace digitization; identify where to play in the evolving value chain; rethink capital; and execute to create value. Leading organizations will also cultivate and manage a diverse portfolio of partnerships to lead through the change ahead.


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Building Successful Triple-Threat Teams in Academic Health Systems In some academic health systems the mechanisms to recognize and reward faculty have not progressed to accommodate the variation in roles, contributions and professional interests of team members – particularly those clinically focused faculty whose contributions are largely to take care of patients. They risk significant faculty dissatisfaction and turnover if they do not recognize the changing nature of the faculty complement they are hiring today and for the future.

Our work advising multiple AHSs and insights gleaned from interviews with academic health system leadership suggest that many institutions are actively grappling with the best options to manage and support their changing faculty workforce. Given the continued increase in clinical capacity and capabilities required at most AHSs, it is essential that each organization understand and address the needs of all faculty
members if they are to build and maintain an engaged, satisfied and productive professional workforce.

Avoiding Disintermediation: Next-Generation Ambulatory Strategy Ambulatory strategy is, and will remain, synonymous with access strategy. Health systems must move beyond the traditional hospital hub and ambulatory spoke model to effectively keep up with changing consumer needs. Creating a fully integrated, rational and financially viable system of convenient access points, both physical and virtual, through ownership and partnership, can unlock the potential for competitive differentiation and will be required for long-term sustainability.

Here we examine the key components healthcare executives should consider the following to advance their ambulatory care strategy:

Broaden the Ambulatory Lens
Rethink Ambulatory Care Economics
Embrace Partnerships
Optimize the Existing Ambulatory Care Network

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

  • Beth Price Joins The Chartis Group as a Director and Leader in the Firm's Chartis Oncology Solutions Practice
  • Alison Shipley Healthcare Industry Revenue Cycle Leader Joins The Chartis Group
  • Loren Mann joins The Chartis Group as a Performance Practice Director
  • The Chartis Group Receives Top 2 Ranking Across Multiple Categories in 2019 Best in KLAS: Software & Services Report
  • The Chartis Group Releases Paper "The New World of Healthcare Partnerships: Technology Companies"
  • Chartis 2018 Best in KLAS Financial Improvement Consulting, Top 3 HCM Firm, Top 10 HIT

Beth Price Joins The Chartis Group as a Director and Leader in the Firm's Chartis Oncology Solutions Practice

Industry veteran brings extensive Oncology provider and consulting experience to Chartis.

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Alison Shipley Healthcare Industry Revenue Cycle Leader Joins The Chartis Group

Comprehensive revenue cycle consulting and technology experience adds to The Chartis Group's Revenue Cycle capabilities

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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 Receives Top 2 Ranking Across Multiple Categories in 2019 Best in KLAS: Software & Services Report

Chartis is ranked #2 in Overall Healthcare Management Consulting, Clinical Optimization, Financial Improvement and Value-Based Care Consulting.

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The Chartis Group Releases Paper "The New World of Healthcare Partnerships: Technology Companies"

Technology company partnerships will enable providers to secure capabilities for sustained growth and viability.

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The Chartis Group Releases White Paper "Beating the Financial Squeeze: How to Drive Performance Transformation in Your Health System"

While health systems recognize the importance of managing costs, most have concentrated on traditional performance improvement initiatives, including revenue cycle enhancements, group purchasing organization-facilitated unit price discounts on supply costs, and reduced labor costs through operational benchmarking and other performance management tools.

View Article

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