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Are Your Partnerships Achieving Their Goals? Evaluating Health System Partnerships Maintaining a diversified partnership portfolio has become a core skill set and business model used by leading health systems to support several elements of their strategy. The level of investment and dependency placed on partnerships requires health system leaders to regularly evaluate existing partnerships in the context of changing market conditions and their evolving strategy. In most cases, health system leadership has greater visibility into partnerships with significant strategic or economic impact; however, systems may not have as good a sense of the value being derived from their overall portfolio, which may include numerous, smaller partnerships. Although the focus and scope of each organization’s partnership portfolio varies, the following approach to evaluating partnerships can be adapted to suit each organization’s unique needs. This approach can be expanded to address a range of affiliation arrangements and can also be used by multiple parties seeking to jointly evaluate a new partnership.

Launching a Revenue Cycle Automation Strategy Intelligent automation (IA), artificial intelligence (AI), robotic process automation (RPA) and machine learning (ML) are all hot buzzwords in today’s healthcare industry, and while slower to adopt, the healthcare sector is gradually embracing this technology. An evolved future is emerging, with an exciting path toward administrative automation. IA has the ability to revolutionize the revenue cycle. An organization that has appropriately planned for and integrated automation strategies into its revenue cycle operations can differentiate itself through transformed processes, more strategic customer service tactics, reduced cost to collect and redeployment of talented employees to focus only on the toughest of problems.

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. 

On the Frontline

Case Study: Michigan Medicine

How Michigan Medicine is Addressing Faculty Burnout Through Better Care Team Utilization, Training and Retention

The costs of physician burnout are well-documented: declining quality and patient outcomes; increased medical errors and malpractice; lower patient compliance and satisfaction; higher provider and staff turnover; and decreased provider professionalism and engagement. Like many organizations, Michigan Medicine (MM) was experiencing high levels of faculty burnout (42 percent according to internal surveys). Senior leadership found these levels unacceptable and launched an initiative to better understand the root causes of burnout and test the hypothesis that operational and transformational changes could measurably improve the faculty experience. Based on work with two pilot sites, leadership identified and committed to four organization-wide initiatives to address physician burnout.

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.

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