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Doubling Down on Ambulatory Access: Making it Easy for Consumers to Get in and Choose to Stay Doubling down on ambulatory patient access and bolstering patient loyalty is more critical than ever for providers striving to retain and serve current patients, grow programs and bend the cost curve. Securing relationships with current patients and providing new patients with easy access to care is increasingly important as competition with traditional and non-traditional providers and a self-service consumer culture become more prevalent. But achieving the desired results – and sustaining them – is difficult. Meaningful transformation of access processes requires unwavering leadership commitment, focus and discipline, and strong alignment with physicians on why access matters and how they can support improvement efforts, all while keeping up with fast-changing consumer demands.

Academic Medical Center-Regional Health System Mergers: Notes from the Field The national media are focused on mega-consolidation, such as CHI-Dignity and Advocate-Aurora, as well as new combinations such as Walmart-Humana and Amazon-Pillpack. However, less attention is being paid to the increasing level of partnership activity linking multibillion-dollar academic and non-academic healthcare providers to form integrated delivery systems. Successful implementation of such partnership requires parties to address remarkably different organizational models and cultures that may create significant integration challenges. Ultimately those that can execute and achieve meaningful integration at multiple levels — from a shared vision and strategic goals, to market-leading joint clinical programs, to shared infrastructure and capabilities — will be positioned to unlock the true value that these
relationships offer.

Our experience designing and implementing such partnerships, and numerous others, suggests several key themes and lessons learned which can inform academic medical centers (AMC) and regional health systems (RHS) as they seek to advance their existing relationships and evaluate new partnership models. 

The New World of Partnerships: Technology Companies Over the last decade, healthcare partnerships have accelerated, with an ever-increasing number of transactions each year as health systems seek to gain scale, expand their reach and acquire new capabilities to enhance their position to better serve their communities. To date, the vast majority of these partnerships have followed the traditional path of health-system-to-physician or health-system-to-health-system transactions. However, as the industry continues to evolve into digital delivery models, health systems have started to develop innovative partnerships with an entirely new class of partners: technology companies. These emerging partnerships enable providers to secure the capabilities that will be necessary to ensure their sustained growth and viability in this era of healthcare digital industrialization.

How Health Systems can Thrive with Medicare Advantage While some organizations may be exploring whether there is a viable pathway to launch co-branded MA products with health plans or third-party administrators, given The Center for Medicare and Medicaid Services’ (CMS) relatively strict network adequacy requirements, it will be difficult for many systems to successfully execute against this strategy. Still, health systems can improve their financial and operational performance on MA payor products if they focus on four key strategies described in this paper. 

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.

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 Publishes White Paper "EHR Benefits: Unlocking the Secrets of Successful Organizations"
  • 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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