Cancer care performance and access optimization
Contact our teamAs cancer incidence grows, cancer programs are being asked to address more demand while navigating workforce constraints, rising drug costs, and complex operating requirements.
Chartis helps oncology leaders improve performance and build capacity for the future through delivery models and operational strategies that expand access, enhance patient experience, and manage costs. We help organizations strengthen coordination, optimize workflows, and improve how teams work together to deliver high-quality, high-value care.
Where cancer programs are under pressure
The American Cancer Society projects 2.1 million new U.S. cancer diagnoses in 2026, or about 5,800 each day, with incidence continuing to rise for many common cancers. As cancer programs accommodate growing demand, they must also navigate converging workforce, financial, and operational pressures that are creating an increasingly complex operating environment.
- Capacity and access: Growing demand requires cancer programs to expand access while making better use of existing capacity and evolving how and where care is delivered.
- Workforce and workflow: Workforce constraints and siloed processes can limit provider capacity, scheduling efficiency, and coordination across the patient journey.
- Operational performance: Infusion, pharmacy, multidisciplinary clinics, and radiotherapy require programs to balance efficiency and financial performance with patient and colleague experience.
- Program growth: Expanding capabilities such as navigation, survivorship, genomics, high-risk clinics, and disease-specific programs creates new operational requirements and coordination needs.
Improve how cancer care is accessed and delivered
Chartis combines deep oncology expertise with clinical and operational experience to help cancer programs expand access, improve performance, and build more effective and sustainable models for delivering care.
- Redesign cancer patient access: We examine intake, scheduling, capacity, and provider utilization, then design omnichannel access models that make it easier to connect patients to the right care at the right time.
- Transform care teams: We work directly with clinical and operational teams to streamline workflows, improve care coordination, and move work to the top of license. The result is a more efficient model for delivering care and a better experience for patients and colleagues.
- Improve operational and financial performance: We assess performance and implement targeted interventions across infusion, pharmacy, multidisciplinary clinics, radiotherapy, and other areas to improve workforce efficiency, operational performance, and margin while maintaining focus on care delivery.
- Develop and execute clinical programs: We help organizations expand and enhance oncology services across areas such as navigation, survivorship, clinical genomics, high-risk clinics, and disease sub-service lines. Our cancer program strategy and partnerships work also helps ensure priorities align with the broader cancer program, network, and market strategy.
- Provide implementation leadership: We bring hands-on project management, PMO, and program leadership to initiatives ranging from targeted operational improvements to complex cancer center openings.
After a patient hears they have cancer, the wait to see a provider is its own burden. With diagnoses rising much faster than the number of cancer providers, limiting the time to first appointment requires a deliberate approach to increase capacity, remove intake and scheduling friction, and accelerate the diagnostic workup. ”
Frequently asked questions
How can cancer centers increase capacity without adding more providers?
More capacity can come from making better use of the resources already in place. That means looking closely at scheduling, slot utilization, provider utilization, care-team roles, and workflows. By identifying where operational friction is limiting access, leaders can redesign care delivery so existing teams can serve more patients effectively.
How can cancer centers reduce new patient wait times?
Among 48 cancer centers surveyed, 40% aimed to see newly diagnosed cancer patients within 3 days, while another 42% targeted 7 days. Cancer centers are looking at patient-preference-based scheduling, capacity management, APP deployment, and expanded care delivery models to shorten the time between diagnosis and care.
How should oncology care teams be structured to improve productivity?
The right model depends on the program, but the underlying question is whether each team member is working at the top of their license. Clearer roles, streamlined workflows, and better care coordination can help cancer programs use limited clinical capacity more effectively while improving the experience for patients and colleagues.
From care barriers to a frictionless patient experience: An NCI cancer center launches a navigation program
An NCI-designated cancer center sought to ensure every patient’s individual needs are met throughout their cancer journey. Its new navigation program profoundly improved the patient experience.
Related insights
