1 / 20

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

chika
Download Presentation

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

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  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

More Related