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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

Standalone Hospitals: Are they Really Dinosaurs? Over the past 20 years, the percentage of the nation's hospitals over 200 beds that are part of health systems has risen form 5 to 77. From 2006 to 2016 alone, the number of independent hospitals over 200 beds declined nearly 40 percent from 502 to 308. The seemingly inexorable trend toward system expansion has caused industry observers to state frequently that stand-alone community hospitals are "dinosaurs." However, there are circumstances under which stand-alone hospitals can continue to thrive. There are also a multitude of new partnership arrangements that make it possible for successful institutions to retain a high degree of independence while securing many of the benefits of hospitals that are affiliated with larger health systems. 

In our experience, successful independent hospitals share many of the same advantages, a subset of which are described in this paper. 

Pushing Case Management into the Future: Six Requirements to Drive Clinical and Financial Returns Hospital-based case management (CM) should be a key driver of clinical quality, financial performance and patient experience. What we often see, however, are organizations making multiple attempts to improve case management but achieving mixed results due to leadership, staffing, performance and technical limitations. When a successful performance improvement initiative is implemented, a high-performing case management organization can expect increased returns by capturing margins associated with additional capacity, charge capture, reduced utilization and better clinical outcomes.

Rethinking the Role of IT: The Second Curve of Health IT Value Fueled by the Meaningful Use (MU) program, healthcare organizations have invested in EHR deployments, spurring multi-million-dollar healthcare IT investments. Yet, the critical transformation intended by the MU program to materially improve healthcare delivery has yet to occur. To date, industry pinnacles of success such as HIMSS EMRAM and Most Wired, have focused on health systems’ progress in acquiring and implementing technological functionality with milestones assessed on use and adoption — stopping short of assessing whether IT investments are truly creating commensurate value.

It is time for expectations to be set higher. In this next curve of IT value, success should be measured by how effectively informatics and technology helps organizations win in their markets, address growing financial pressures, create the underpinning of the next generation care model, and improve operational performance and effectiveness.

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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