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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. 

Innovating for Value: Leader Insights In this time of regulatory uncertainty, leading healthcare providers are continuing to transform their organizations and pursue value-based payment models because they believe healthcare is too expensive. These providers are disrupting themselves by creating new care and operating models to meet the tenets of affordability and accessibility.

This paper shares real-life lessons and insights from leaders across nearly 20 such organizations pursuing value-based care.

Everyone is a Cancer Patient Cancer is a disease of accumulating genetic copy-paste errors; a Russian roulette of cell division subject to an ever-expanding list of environmental vectors. If given enough time, or a long enough lifespan, everyone will develop malignancy. In the time it takes you to finish this white paper, 20 people in the United States (U.S.) will receive a cancer diagnosis. By the end of the year, 1.6 million more people will have joined them, requiring immediate support from the healthcare ecosystem and forever self-identifying as cancer patients. Despite groundbreaking advancements and our best collective effort, a quarter of annual U.S. deaths will be caused by cancer, topping the list of mortality causes in 22 states.1,2 The overwhelming odds are that these statistics will eventually claim our families and friends. Their journeys will become our own, and the entirety of cancer’s emotional and financial burden will be shouldered as a society.

In a sense, we are all cancer patients.

The Cancer Moonshot - Navigating Uncharted Territory Cancer is one of the most important diseases of the 21st century when you consider its reach, impact and the vast resources dedicated to care delivery and research. Almost 40 percent of the United States’ population will be diagnosed with cancer at some point in their lifetime. As troubling as those numbers are, cancer researchers were galvanized in late 2016 by the announcement of the Cancer Moonshot initiative and $1.8 billion in supplemental National Institutes of Health (NIH) funding dedicated to cancer research. 

Similar to how NASA’s moonshot in the 1960’s drastically altered our understanding of man’s role in space, our understanding of cancer and how to treat it is fundamentally changing. There are different forces at work, each of which could independently change the delivery of cancer care as we know it. Combined, these forces could shift cancer care as significantly as the development of mammography and other imaging modalities in the 1960’s and 1970’s.3 Material changes in cancer care models – with implications for operational and financial performance – will be required to address these shifts.

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

  • AONN, Charits Oncology Solutions and American Cancer Society Launch First of Its Kind Study
  • Chartis Acquires Oncology Solutions
  • Chartis 2018 Best in KLAS Financial Improvement Consulting, Top 3 HCM Firm, Top 10 HIT
  • CCRH Announces 2018 Top 100 Critical Access, Rural and Community Hospitals
  • CCRH Releases Updated Modeling on Stability of Rural Safety Net
  • Brian Thygesen discusses the Loss of Medicaid Funds for Children's Hospitals
  • Cindy Lee discusses Advocate Health Care's Move Toward Increased Outpatient Access

AONN, Charits Oncology Solutions and American Cancer Society Launch First of Its Kind Study

Interested participants should submit their letters of intent no later than April 30th at

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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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The Chartis Center for Rural Health Unveils 2018 Top 100 Critical Access Hospitals and Top 100 Rural & Community Hospitals

Today, The Chartis Center for Rural Health announced the 2018 Top 100 Critical Access Hospitals and Top 100 Rural & Community Hospitals. The announcement was held at the National Rural Health Association’s (NRHA) annual Rural Health Policy Institute conference.

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The Chartis Center for Rural Health Releases Updated Modeling on Stability of Rural Health Safety Net

The Chartis Center for Rural Health will present new findings on the downward trajectory of rural hospital operating margins to advocates and members of Congress during the National Rural Health Association’s Rural Health Policy Institute conference in Washington.

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Hospitals, Doctors Brace For Loss Of Children's Health Funds

Providers of medical care are once again bracing for the loss of federal funding under the Children’s Health Insurance Program with the Republican-led Congress still unable to come up with a plan to fund it beyond March of this year.

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Why one hospital system is cutting while bulking up

Advocate Health Care, the largest hospital network in Illinois, has invested about $700 million in the last five years on an outpatient binge. That includes nearly a dozen clinics set to open through 2018.

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