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How Does Your Physician Enterprise Measure Up? Viewing Your Physician Enterprise as a Critical Strategic Business Unit Strategic Business Units are expected to perform efficiently and contribute to a system’s overall financial performance. Failure to recognize the physician enterprise as a Strategic Business Unit and to understand and address lagging physician enterprise performance is no longer an option for most health systems. Facing mounting losses from ever-larger employed medical groups, diminished value of downstream revenues and an unforgiving economic environment, health systems can no longer sustain under-performing medical groups. Organizations must move past complacency and reticence in accepting losses as inevitable or the ‘cost of doing business’ and begin to view their physician enterprise as a critical Strategic Business Unit and major contributor to overall health system financial performance.

Harnessing Insights from Your Data: Nine Key Components of a Dynamic Enterprise Analytics Plan New insights into key performance indicators—whether for clinical, quality, safety, patient and clinician experience, supply chain, finance, revenue cycle or resource utilization—are within the grasp of all stakeholders, in real time. While data does not hold the promise on its own, applying algorithms, visualization and analytics can surface an abundance of intelligence to drive performance improvement and strengthen overall organizational position.

The challenge is how to best position the organization’s analytics program to fully leverage that information. Creating a dynamic enterprise analytics plan is a keystone to align and advance the organization’s analytics competency.

In this paper, we share a framework that can help guide organizations to ensure they are developing and operating analytics programs that maximize the benefits from technology investments and garner the enormous potential insights from the data. When deployed effectively, a strong analytics program can generate compelling, sustainable financial, operational and clinical results.

Looking for More Value from Your EHR? An Informatics Program Can Play a Pivotal Role While the EHR and other clinical IT resources present tremendous value potential, health systems struggle with wringing value from these tools. Success in achieving the intended transformation required by the advanced care models has been elusive. Many healthcare leaders expected meaningful benefits to quickly follow once the EHR was installed. Yet, successful installation of the EHR does not equate with effective integration of the tools into the workflow and culture of a healthcare organization.

To get real value from the EHR organizational commitment and clinician involvement are critical, and an organized clinical informatics program plays a pivotal role.

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.

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 Named One of the Top 25 Best Places to Work in Healthcare for Fifth Straight Year
  • The Chartis Group Releases High Performance Physician Enterprise Assessment
  • Greg Maddrey Quoted in Built In
  • Paul Murphy Joins the Informatics and Technology Practice at The Chartis Group
  • Lisa Cannon Interviewed by HIMSS
  • Article by The Chartis Group Leaders Featured in The Governance Institute E-Briefings
  • Rob Gallo, Healthcare I&T Leader Joins The Chartis Group

The Chartis Group Named One of the Top 25 Best Places to Work in Healthcare for Fifth Straight Year

Modern Healthcare recognizes outstanding employers in the healthcare industry

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The Chartis Group Releases High Performance Physician Enterprise Assessment

Health systems must view their physician enterprise as a critical strategic business unit.

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Greg Maddrey Quoted in Built In

Greg Maddrey is quoted in an article published by Built In discussing the potential impact of Haven - the joint healthcare venture between Amazon, Berkshire Hathaway and JPMorgan Chase - on the healthcare industry, specifically as it relates to Amazon's logistics, AI and analytics expertise. Read the piece here.

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Paul Murphy Joins the Informatics and Technology Practice at The Chartis Group

Industry veteran brings additional IT strategy and innovation planning experience to The Chartis Group

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Lisa Cannon Interviewed by HIMSS

Lisa Cannon, Director of Talent Development, was recently interviewed by HIMSS where she provided insights and recommendations on how candidates can stand out in their IT job searches.

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Article by The Chartis Group Leaders Featured in The Governance Institute E-Briefings

An article by Rob York and Chris Regan was featured in The Governance Institute E-Briefings newsletter. The piece, "Evaluating Health System Partnerships" highlights key takeaways for boards and governing bodies on how to effectively evaluate partnership opportunities.

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Rob Gallo, Healthcare I&T Leader Joins The Chartis Group

Comprehensive experience in healthcare strategy, digital transformation, and information technology adds to The Chartis Group's I&T capabilities.

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