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Oncology Service Line Service Line Review Session #2 Dean’s Review – February 14, 2010

Dr. Nestor Esnaola – Service Line Medical Director. Oncology Service Line Service Line Review Session #2 Dean’s Review – February 14, 2010. TBD. Dr. Patrick Cawley – Interim Service Line Administrator. COM Departments involved in SL. Significant Dermatology Medicine Neurosciences

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Oncology Service Line Service Line Review Session #2 Dean’s Review – February 14, 2010

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  1. Dr. Nestor Esnaola – Service Line Medical Director Oncology Service LineService Line Review Session #2Dean’s Review – February 14, 2010 TBD Dr. Patrick Cawley – Interim Service Line Administrator

  2. COM Departments involved in SL • Significant • Dermatology • Medicine • Neurosciences • Obstetrics & Gynecology • Orthopaedics • Otolaryngology • Pathology & Laboratory Medicine • Radiation Oncology • Radiology • Surgery • Urology • Others • Anesthesia & Perioperative Medicine • Family Medicine • Psychiatry & Behavioral Sciences + HCC

  3. Strategic Plan Map

  4. SL Big Bets (3-5 year strategic goals) • Quality • Vision: Provide cancer care that fulfills the IOM's domains of • quality and delivers outcomes that exceed national benchmarks • Multidisciplinary Care • Vision: To ensure that the full spectrum of providers/services is • available throughout the continuum of cancer care • Innovation • Vision: To support and ensure innovative approaches to cancer • care, prevention, and control • Destination Centers of Excellence • Vision: To develop/enhance selected programs aligned with • MUSC's differentiation strategy

  5. 2010-2011 Progress towards Big Bets • Quality • Nurse Specialty Coordinators (Optimized patient intake and navigation • Effort to re-engineer HCC clinics process and flow underway (group visit to MD Anderson planned for end of February) • Drafting plans to create separate Outpatient Pharmacy • Multidisciplinary Care • Hired full time genetic counselor and outpatient nutritionist • Drafted business plan for Distress Management Program (with Behavioral Medicine)

  6. 2010-2011 Progress towards Big Bets • Innovation • Partnered with HCC to optimize clinic trial enrollment and expansion to UMA/MUHA outreach sites • Partnered with Department of Pathology to optimize processing of oncology surgical pathology specimens and standardize/ expand genetic testing of specimens • Destination Centers of Excellence • Defining structure/ launching High Risk Breast Clinic • Exploring cohesive outreach strategy with UMA (i.e. “high end” Women’s Services Clinic [breast, gyn onc, MFM, etc.] in Beaufort, Bluffton, and Hilton Head)

  7. What is going well in SL? • Relationship between HCC and Oncology Service line has been better defined/optimized  collaboration/synergy/joint initiatives • Moving away from “us vs. them” mentality (providers/departments/ HCC vs. service line/hospital)  systems approach • Increasing organizational shift in “patient centered care” • Facilitated by newly formed infrastructure (clinic/infusion managers, specialty coordinators, patient support services) • More cohesive/collaborative/proactive nursing staff • Focused/responsive marketing strategy

  8. Opportunities for improvement in SL • Dysfunctional patient flow through system (e.g. clinics/infusion suite at HCC, inpatient-to-outpatient) • Persistent disconnect between registration/scheduling and clinic operations • Current level of service within Pathology inadequate • Improve service & specialty availability • Barrier to providing genomic/personalized cancer care & state-of-the-art translational research (i.e. tissue banking) • Lack of cohesive department/service line/HCC/UMA strategic plan for outreach/clinical affiliations • Clinical space at a premium in current outpatient facility (HCC)

  9. Input on SL as a structure • Positives • Improved alignment between: • Nurses, physicians, hospital, and HCC • Hospital and HCC • Facilitates more cohesive/ comprehensive approach to cancer care • Challenges • Matrix infrastructure • Departments vs. service line • Service line vs. HCC • Financial accountability for optimization of clinical services/ programmatic initiatives (department vs. service line vs. UMA vs. HCC)

  10. SL Dashboard

  11. Goal Performance YTD • Executive Summary – Annual LEM performance • Executive Summary – 2011 Pillar performance YTD

  12. SL Goal (LEM) PerformanceExecutive Summary - Annual Green – 4; Yellow – 3; Red - <2.5 Scale 1-5; 4 is goal attainment

  13. SLL Goal (LEM) PerformanceExecutive Summary – YTD Green – 4; Yellow – 3; Red - <2.5 Scale 1-5; 4 is goal attainment

  14. SL 5/10 Performance YTD • Attach 5/10 dashboard YTD • Attach 5/10 plan executive summary

  15. SL 5/10 Performance YTD

  16. SL 5/10 Performance YTD

  17. SL 5/10 Performance YTD

  18. SL 5/10 Performance YTD

  19. SL 5/10 Performance YTD

  20. SL 5/10 Performance YTD

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