The Client Challenge
In 2020, a large state health system was looking to grow its system-wide oncology service line. The health system’s cancer network had experienced tremendous patient and profitability growth in the prior 5 years, but it now needed to optimize its increasingly complex footprint, incorporate rapid advancements in research and clinical care, and stave off bold efforts by competitors. It needed a new strategic plan.
HURDLES TO OVERCOME:
- Greater degree of sub-specialty care outmigration
- Growing investments and collaboration by competitors
- Low capacity to adapt existing facilities
- Limited scalability in rural markets
- Lagging emphasis on research and medical education
Navigating to Next: The Solution
The oncology network’s previous 5-year strategic plan was developed with help from The Chartis Group beginning in 2012 and resulted in a $5 million investment for expansion. Results far exceeded predictions, with the network increasing new cancer cases by 22% in the next 5 years—14% more than forecasted. Similarly, the contribution margin per new cancer case rose by 102% during the same period.
The health system is committed to ensuring patients and their caregivers have access to the highest quality sub-specialty, patient-centric cancer care close to home. To achieve this mission, it again partnered with Chartis to develop a strategic plan that would engage stakeholders from every area of the network. Insights were gleaned from workshops within 6 essential domains—care coordination, research and education, contemporary cancer care, value-based care, relationships and branding, and provider recruitment and retention.
The core strategies that emerged included investing in the care delivery network, reinforcing team-based care, expanding clinical capabilities and support services, and refocusing on research and teaching.
