In times of crisis, it is often challenging to look beyond the emergency at hand. However, in the post-COVID-19 surge landscape, health systems have no choice. Here we summarize the current market state and highlight five imperatives that health systems must successfully navigate in the new reality.
Applying behavioral health insights, this paper presents a strategy for healthcare leaders to communicate and operate in ways that address patients’ and employees’ pandemic-inspired anxieties and fears, alleviate tension, and foster stability.
The pandemic has brought disruptive changes to how and where patients access care. While many health systems have taken dramatic steps to meet these needs, organizations now must reconfigure their networks with a view of the considerable shifts in the demand model.
As health systems seek to address COVID-19’s economic and patient care challenges, success increasingly hinges on the ability to create high-performing provider enterprises.
As the COVID-19 pandemic endures, health systems across the country head into the second half of 2020 with margin improvement as a top priority. The first six months of the year brought the “perfect storm” of financial disruption – loss of elective procedures, reduced patient volumes and increased costs to manage dual systems of care for both COVID and non-COVID patients. Amid the fallout, hospitals face an immediate need to reduce costs by year-end.
While health systems have focused on the immediate health needs caused by COVID-19, cyberattacks have increased as hackers have exploited the outbreak's disruption. Learn five immediate key areas for health system focus that can have a positive impact on security and business continuity without incremental cost.
COVID-19 has created a burning platform to fundamentally transform clinical processes to reduce the cost base, enable the restructure of the physician enterprise and transform the clinical operating model. To recapture volume and revenue, health systems must quickly transform their clinical operating model to provide coexisting systems of care for COVID-19 and non-COVID-19 patients.
As provider organizations prepare for a changed future, health systems must make it easier for medical staff to effectively deliver care across the system, without unnecessary barriers, bureaucracy or costs. In this paper, we outline how four key components can help health systems increase agility, effectiveness and cost efficiency in their medical staff functions.
Medical oncology alignment represents a singular, and perhaps fleeting, opportunity to capture market advantage and materially improve the financial position of a health system. In this report, we highlight the imperatives for oncology partnership, and proven strategies for successful transaction and integration.
For children's hospitals, COVID-19 has been materially disruptive – impacting both the health of pediatric populations as well as the health system bottom line. Children’s hospitals must continue to lead throughout this crisis, focusing on the health of children and the long-term sustainability of the child health ecosystem while at the same time taking immediate action to reopen services and close the budget gap created by the pandemic.
The Chartis Group and Kythera Labs have brought together a team of data scientists, visualization experts and industry thought leaders to develop the Telehealth Adoption Tracker, an advanced analytic tool designed to measure how COVID-19 has driven rapid telehealth adoption across the country.
In February 2020, we published a paper, “Building an Effective Cost to Collect Strategy.” The paper is focused on guiding revenue cycle leaders to finding the best way to maximize their yield. The COVID-19 pandemic has put many healthcare provider organizations in an unprecedented, compromised financial position that will take a great deal of time to recover from.
For weeks, CIOs and their teams have supported their health systems in preparing for and combating the COVID-19 pandemic. As many look beyond the initial surge, CIOs face a new stage of challenges as they consider how to best leverage technology to help their organizations survive and ultimately thrive in the “new normal."
Health system leaders who act quickly have an opportunity to be proactive in this next phase of the crisis and build back the balance sheet. Resizing the enterprise to new volumes, restructuring costs, realigning operations and establishing the right infrastructure to support and monitor change will be required to return margin.
Listen to our webinar with Epstein Becker & Green and FocalPoint Partners where we discussed how to navigate the ongoing COVID-19 uncertainty and intensifying levels of clinical, operational and financial risk for independent hospitals.
With a growing acknowledgement of the longevity of COVID-19, the workforce will need ongoing support as they try to cope with the anticipated peaks and valleys of the curve, which will continue until there is an effective treatment or vaccine.
Many of the nation’s hospitals are in a significant financial downturn due to reductions in elective surgeries. Health systems must consider these 10 actions to bring elective procedures back in a way that prioritizes safety of the patients and hospital staff.
To address the increased demand for behavioral healthcare, primary care practices should adopt evidence-based models, such as collaborative care, that integrate primary and behavioral healthcare.
The COVID-19 pandemic is forcing dramatic changes in how primary care is delivered. Many of these changes will likely endure as we learn new ways to deliver care more efficiently and conveniently, particularly through telehealth. Integrating behavioral healthcare through the adoption of the collaborative care model is critical to address the full impact of the pandemic and to position primary care practices for the future.
– Mark B. Wenneker, MD, Principal, Behavioral Health Segment Leader, The Chartis Group
In this paper, we highlight what we are hearing from the front lines of cancer care and provide three practical considerations for the immediate and longer-term future as cancer care emerges reshaped by COVID-19.
In this new analysis, The Chartis Center for Rural Health explores key factors in assessing the potential impact of the COVID-19 pandemic on the rural health safety net, including access to intensive care unit beds, the reliance on outpatient service revenues and rural provider days cash on hand.
In the moment of pandemic crisis, it is unwise to implement fundamental changes to physician compensation models. However, some considerations and short-term actions are warranted and necessary. Health systems, medical groups and faculty practices should consider four essential steps.
Join the COVID conversations on our private knowledge sharing community. You’ll benefit from exchanges amongst our more than 10,000 registered providers. Note: This site is only accessible to individuals currently employed by hospitals and health systems.
While it is difficult to see past the current morass when in the middle of such an overwhelming crisis, some members of each AHS’s leadership team should be thinking about necessary actions to help the enterprise move forward and be prepared to act decisively when, or even before, the COVID-19 situation begins to improve.
The Chartis Group, Jarrard Phillips Cate & Hancock, and McDermott Will & Emery provide valuable insights for optimizing the role of the board in the midst of COVID-19.
Leaders need to think broadly about the capabilities of their clinicians and staff to respond to COVID-19 capacity issues. One group primed for elevation and expansion of role is advanced practice providers (APPs).
Maximizing cash flow at this critical time is a priority. A targeted effort focused on cash acceleration and conservation can help organizations get through this time of severe financial strain.
The stress and uncertainty created by COVID-19 will drive increased demand for behavioral health services. Providers must be prepared to support increased needs for services as well as the mental and emotional health of their own workforce.
There is an influx of visits from patients who suspect they may have COVID-19, and a decrease in all other visits as patients are unwilling to use health system facilities for fear of infection or a desire to minimize their interactions in the community. The shift in ambulatory care demand begs three questions for ambulatory care leadership.
COVID-19 has shifted health systems’ expansion of virtual health from an “optional” or longer-term play to an immediate and crucial priority. By taking this vital step, health systems leaders will help contain COVID-19 exposure in healthcare settings and expand capacity for non-COVID-19 patients to ensure they do not get crowded out.
