scholarly journals Administrative Support

2021 ◽  
pp. 85-91
Author(s):  
Gabriel Alcantara ◽  
Nelson J. Chao
Keyword(s):  
Operations Management ◽  
Financial Management ◽  
Administrative Support ◽  
Medical Center ◽  
Human Resources Management ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Administrative Functions ◽  
Strategic Program

AbstractA comprehensive cancer center is supported with an administrative infrastructure that facilitates the overall planning, management, and organization in the delivery of the center’s cancer care. This chapter explores the various administrative functions that are integral to the development and implementation of a comprehensive cancer center. Core administrative functions include, but are not limited to, strategic program planning and development, financial management, human resources management, operations management, space and facilities planning, compliance to regulatory and accreditation standards, and facilitation of access/intake functions for new patients entering the center for care. Depending on size of the cancer center and whether it is a freestanding institution, affiliated with an academic medical center, or part of a hospital or health system, the administrative infrastructure can vary in the extent to which operations are centralized versus decentralized. The optimal framework for administrative management can be scaled incrementally as the cancer center grows.

Characterization of unplanned 30-day medical oncology readmissions after discharge at an academic medical center with a comprehensive cancer center.

2016 ◽  
Vol 34 (7_suppl) ◽  
pp. 269-269 ◽  
Author(s):  
Inga Tolin Lennes ◽  
Justin Eusebio ◽  
Nie Bohlen ◽  
Margaret Ruddy ◽  
David P. Ryan
Keyword(s):  
Readmission Rate ◽  
Medical Center ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Unplanned Readmission ◽  
Oncology Patient ◽  
Hematopoietic Stem ◽  
Medical Oncologists ◽  
Increased Risk

269 Background: Hospital readmission rate is increasingly suggested as a quality care metric. Currently there are no standard criteria for an avoidable readmission in oncology. Although patients with cancer have been identified as being at increased risk of readmission, there has been little to examine the reasons for the oncology patient readmission. The aim was to examine the profiles of patients with an unplanned readmission within 30 days after discharge by an oncology provider and to measure the unplanned 30-day readmission rate. Methods: A retrospective review of oncology provider discharge encounters resulting in a 30-day unplanned readmission during the 2012 calendar year at a tertiary hospital with a comprehensive cancer center was conducted. Planned readmissions for chemotherapy, radiation therapy, hematopoietic stem cell transplantation, dialysis, and surgical procedures, as well as readmissions for rehabilitation, hospice, and psychiatry were excluded. Medical oncologists analyzed medical records for the primary reason of readmission and if the readmission was possibly preventable. Results: Of the 2,944 admissions, a final cohort of 441 unplanned readmissions from 321 unique patients for an unplanned 30-day readmission rate of 14.9% was observed. The average age at admission was 59 (SD 15.9). The cohort was mostly male (56.9%) and White/Caucasian (84.4%). Gastrointestinal (24.0%), lymphoma (18.6%), and leukemia (17.5%) were the most common cancer types. Of those with solid tumors types (n = 225), approximately 70% had metastatic disease. The median time to readmission was 10 days and 10.7% died within 30 days of readmission. Oncology reviewers most commonly assessed that readmission was primarily due to treatment-related effects (46.7%) and the progression of disease (42.2%). Approximately 20% of 30-day readmissions were determined to be possibly preventable, representing 3% of all admissions for the year. Conclusions: Oncology patients readmitted within 30-days frequently present with complicated, advanced disease. A review by medical oncologists suggests there is margin for intervention to reduce 30-day unplanned admissions.

Factors Associated With Breast Cancer Clinical Trials Participation and Enrollment at a Large Academic Medical Center

2004 ◽  
Vol 22 (11) ◽  
pp. 2046-2052 ◽  
Author(s):  
Michael S. Simon ◽  
Wei Du ◽  
Lawrence Flaherty ◽  
Philip A. Philip ◽  
Patricia Lorusso ◽  
...  
Keyword(s):  
Breast Cancer ◽  
Clinical Trials ◽  
Medical Center ◽  
Performance Status ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Poor Performance Status ◽  
Cancer Clinical Trials ◽  
Factors Associated

Purpose The practice patterns of medical oncologists at a large National Cancer Institute Comprehensive Cancer Center in Detroit, MI were evaluated to better understand factors associated with accrual to breast cancer clinical trials. Patients and Methods From 1996 to 1997, physicians completed surveys on 319 of 344 newly evaluated female breast cancer patients. The 19-item survey included clinical data, whether patients were offered clinical trial (CT) participation and enrollment, and when applicable, reasons why they were not. Multivariate analyses using logistic regression were performed to evaluate predictors of an offer and enrollment. Results The patients were 57% white, 32% black, and 11% other/unknown race. One hundred six (33%) were offered participation and 36 (34%) were enrolled. In multivariate analysis, CTs were less likely offered to older women (mean age, 52 years for those offered v 57 years for those not offered; P = .0005) and black women (21% of blacks offered v 42% of whites; P = .0009). Women with stage 1 disease, poor performance status, and those who were previously diagnosed were also less likely to be offered trials. None of these factors were significant predictors of enrollment. Women were not offered trials because of ineligibility (57%), lack of available trials (41%), and noncompliance (2%). Reasons for failed enrollment included patient refusal (88%) and failed eligibility (12%). Conclusion It is important for cooperative groups to design studies that will accommodate a broader spectrum of patients. Further work is needed to assess ways to improve communication about breast cancer CT participation to all eligible women.

Relationship of age, smoking, alcohol use, and exercise among adults with cancer.

2013 ◽  
Vol 31 (15_suppl) ◽  
pp. e20582-e20582
Author(s):  
Shani Malia Alston ◽  
Allison Mary Deal ◽  
Brittaney-Belle Elizabeth Gordon ◽  
Trevor Augustus Jolly ◽  
Grant Richard Williams ◽  
...  
Keyword(s):  
Breast Cancer ◽  
Alcohol Use ◽  
Exercise Intervention ◽  
Smoking Status ◽  
Medical Center ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Vigorous Exercise ◽  
Former Smokers

e20582 Background: Smoking, alcohol use, and exercise among cancer patients (pts) are important health concerns due to their effects on treatment outcomes. Few studies have focused on health behaviors (HB) in this group. The goal of this study was to assess HB in cancer pts seen at an academic medical center. Methods: The Health Behavior Questionnaire (HBQ) is a nine-item survey that assesses smoking, alcohol and exercise behaviors based on the 2006/7 National Health Interview Survey (http://www.cdc.gov/nchs/nhis.htm). Pts completed the HBQ from 2010 to present as part of two breast cancer (BC) trials and a geriatric assessment trial. The Jonckheere-Terpstra test compared differences among groups as age increased (Jonckheere, Biometrika 41:1/2, 1954). Results: Of 371 pts, 66% were age ≥60 (median 66), 81% white, 16% black and 95% were female. BC was most common (92%). 5% were current and 40% former smokers. 43% reported having ≥1 drinks per week (dpw). Alcohol users averaged 5 dpw (range of 1-18). 40% never exercised vigorously (≥10 minutes that causes heavy sweating or large increases in heart rate/breathing). Older pts were less likely to exercise (p <0.001). Pts who exercised vigorously were more likely to drink (p<0.02). Former smokers were more likely to use alcohol (p<0.0004). The frequency of HB by age is tabulated below. Conclusions: The % of current smokers in this sample of cancer pts was lower than the national average (5% vs 19%) as was the % of current drinkers when compared nationally (43% vs 51.5%). There was no association of age with alcohol use or smoking status. Older pts in this cohort were significantly less likely to report vigorous exercise. As exercise is important for older pts, future studies in exercise intervention would be beneficial. Support: Breast Cancer Research Foundation, New York, NY and Lineberger Comprehensive Cancer Center, Chapel Hill, NC. [Table: see text]

scholarly journals The Community Oncology and Academic Medical Center Alliance in the Age of Precision Medicine: Cancer Genetics and Genomics Considerations

2020 ◽  
Vol 9 (7) ◽  
pp. 2125
Author(s):  
Marilena Melas ◽  
Shanmuga Subbiah ◽  
Siamak Saadat ◽  
Swapnil Rajurkar ◽  
Kevin J. McDonnell
Keyword(s):  
Precision Medicine ◽  
Cancer Genetics ◽  
Medical Center ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Academic Center ◽  
Community Oncology ◽  
Academic Medical ◽  
Genetics And Genomics

Recent public policy, governmental regulatory and economic trends have motivated the establishment and deepening of community health and academic medical center alliances. Accordingly, community oncology practices now deliver a significant portion of their oncology care in association with academic cancer centers. In the age of precision medicine, this alliance has acquired critical importance; novel advances in nucleic acid sequencing, the generation and analysis of immense data sets, the changing clinical landscape of hereditary cancer predisposition and ongoing discovery of novel, targeted therapies challenge community-based oncologists to deliver molecularly-informed health care. The active engagement of community oncology practices with academic partners helps with meeting these challenges; community/academic alliances result in improved cancer patient care and provider efficacy. Here, we review the community oncology and academic medical center alliance. We examine how practitioners may leverage academic center precision medicine-based cancer genetics and genomics programs to advance their patients’ needs. We highlight a number of project initiatives at the City of Hope Comprehensive Cancer Center that seek to optimize community oncology and academic cancer center precision medicine interactions.

The City of Hope (COH) performance excellence program (PEP): A physician incentive program to improve health care performance (HCP) in an academic medical center.

2013 ◽  
Vol 31 (15_suppl) ◽  
pp. e17556-e17556
Author(s):  
Joseph C. Alvarnas ◽  
Tricia Kassab ◽  
Priscilla Avanessian ◽  
Michael Pierce ◽  
Alexandra M. Levine
Keyword(s):  
Adjuvant Therapy ◽  
Medical Center ◽  
Academic Medical Center ◽  
Performance Model ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Healthcare Associated Infection ◽  
Advanced Directives ◽  
Vte Prophylaxis ◽  
Academic Medical

e17556 Background: The Affordable Care Act (ACA) introduced a pay for performance model focused on: safety, timeliness, effectiveness, efficiency, patient-centered, equitable care. COH is an NCI sponsored Comprehensive Cancer Center, focused on cancer care. Methods: In 2011, a physician led team with representation from finance, QRRM, nursing and legal identified 13 quality measures (QM) where opportunities for improvement (OFI) existed. Selection criteria included measurability, importance, applicability to ACA, physician impact, return on investment and national importance. The QM include HCAHPS score, Healthcare Associated Infection rate (HAI), quantity of blood products internally produced (BP), coder response rate (RR), use of sepsis bundle orders, time to new patient appointments (NPA), OR 1st case on-time starts, timeliness of adjuvant therapy for breast/colon cancer patients, SCIP composite score and use of VTE prophylaxis orders. HCP for the first 4 QM was assessed based upon institutional performance; 6 QM were assessed upon departmental performance. There were 3 build measures (BM): creating a system to obtain advanced directives (AD) on all new patients, creating a system for effective communication with referring physicians and 4 departmental BM based on best practices. Results: PEP performance was assessed between 5/1/12-12/31/12. 174 physicians in 11 departments were eligible for a $2.05 million incentive pool. QM were evaluated using a tiered bonus structure. Significant improvements were seen in HAI, BP production, SCIP, OR starts and timely adjuvant therapy. There were improvements in the use of VTE orders, but aggregate performance fell below payment threshold. The build measure for AD was completed. Conclusions: (1) PEP is an effective tool for physician engagement in an academic medical center. (2) PEP enhanced alignment between the medical group, hospital, nursing and administration. (3) PEP was effective in improving HCP in less than one year from its inception. [Table: see text]

Implementation of the Quality Oncology Practice Initiative at a University Comprehensive Cancer Center

2009 ◽  
Vol 27 (23) ◽  
pp. 3802-3807 ◽  
Author(s):  
Douglas W. Blayney ◽  
Kristen McNiff ◽  
David Hanauer ◽  
Gretchen Miela ◽  
Denise Markstrom ◽  
...  
Keyword(s):  
Medical Record ◽  
Medical Center ◽  
Physician Behavior ◽  
Academic Medical Center ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Large Hospital ◽  
Chemotherapy Administration ◽  
American Society ◽  
Oncology Practice

Purpose The Quality Oncology Practice Initiative (QOPI) is a voluntary program developed by the American Society of Clinical Oncology (ASCO) to aid oncology practices in quality self-assessment. Few academic cancer centers have been QOPI participants. Methods We implemented the QOPI process at the University of Michigan Comprehensive Cancer Center, a large, hospital-based academic cancer center, and report our experience with five rounds of data collection. Patient medical records were selected using QOPI-specified procedures and abstracted locally; results were entered into an ASCO-maintained database and analyzed. Results Abstractors who were not directly involved with patient care required an average of 62.3 minutes per medical record (4.7 minutes per data element) to abstract data. We found that compliance with quality measures was uniformly high when measures were structured into our electronic medical record. Results from other measures, including those measuring chemotherapy administration in the last 2 weeks of life, were initially markedly different from those reported by other QOPI participants. Our practice changed toward the QOPI national practice norm after a presentation of the results at a faculty research conference. We found that other measures were consistently greater than 90%, including disease-specific diagnosis and treatment measures. Conclusion Measuring and showing performance data to physicians was sufficient to change some aspects of physician behavior. Improvement in other measures requires structural practice changes. QOPI, an oncologist-developed system, can be adapted for use in practice improvement at an academic medical center.

scholarly journals Quality Improvement Training in a Variety of Cancer Care Delivery Settings: Experiences From a Comprehensive Cancer Center, an Academic Medical Center, and Community Practices

2018 ◽  
Vol 14 (12) ◽  
pp. e815-e822 ◽  
Author(s):  
Jessica A. Zerillo ◽  
Victoria Carballo ◽  
Carole K. Tremonti ◽  
Orinta Kalibatas ◽  
Brian M. Cummings ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Quantitative Methods ◽  
Care Delivery ◽  
Medical Center ◽  
Academic Medical Center ◽  
Training Model ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Academic Medical ◽  
Oncology Practice

Purpose: Training clinical and supportive staff in quality improvement (QI) theory and use of QI tools has the potential to improve oncology care delivery. We report our combined experience of providing training to oncologists in a variety of local settings and assess the effect of the training on individual participants and for institutions. Methods: Multidisciplinary oncology teams at a comprehensive cancer center, an academic medical center, and community practices were led through experiential QI training that spanned several months. The curriculum included didactic training sessions that attendees applied to their local project-based work and that required plan-do-study-act cycles. The curriculum was adapted to the smaller practice setting through use of a workbook and a reduced focus on quantitative methods. All teams were supported by coaches and provided final presentations to leadership. The self-rated abilities of trainees to use 15 QI tools were assessed with a pre/post training survey that had five response categories (information, skill, knowledge, understanding, and wisdom). Local institutional and external project presentations were tracked. Results: During 7 years, 129 trainees participated in 56 QI projects. All of the 15 QI tools had 80% of trainees rate themselves in the top three categories (knowledge, understanding, and wisdom) after the training; none met this threshold before. Multiple projects were presented in institutional and external settings. Most projects targeted three of the four domains of the ASCO Quality Oncology Practice Initiative certification program standards. Conclusions: We implemented and sustained QI training programs in a variety of cancer delivery settings. The flexible training model should be easily adoptable by others.

Abstract WP363: Journey of a Five-Hospital System to Primary Stroke Center Certification

Stroke ◽  
2013 ◽  
Vol 44 (suppl_1) ◽  
Author(s):  
Deb Motz ◽  
Dicky Huey ◽  
Tracy Moore ◽  
Byron Freemyer ◽  
Tommye Austin
Keyword(s):  
Administrative Support ◽  
Medical Center ◽  
Academic Medical Center ◽  
Stroke Care ◽  
Multidisciplinary Teams ◽  
Hospital System ◽  
Order Sets ◽  
Primary Stroke Center ◽  
Stroke Center ◽  
Evidenced Based

Background: In 2008, a city with a population of over one million people had no organized stroke care or Certified Primary Stroke Centers. Patients presenting with stroke symptoms had inconsistent neurology coverage and little or no access to rtPA. The purpose is to describe steps taken for five acute-care hospitals (with one CMS provider number) to become Primary Stroke Certified. Methods: The journey began with administrative support and a commitment to provide the resources for a successful program. To oversee development, a Medical Director and Stroke Coordinator were appointed. To bridge the gap in available specialty physicians, partnerships were formed with a telemedicine group to provide emergency treatment and an academic medical center to augment the neurology and neuro-surgical coverage. Multidisciplinary teams met monthly in each facility. Representatives from each team formed a regional committee and an education council was created to share best practices and assure consistency across the system. Evidenced based order sets were developed using clinical practice guidelines. The Medical Executive Committee at each facility and ultimately the Medical Executive Board endorsed the order sets and mandated their use. Each facility chose the appropriate unit to cohort the stroke patients which encouraged expertise in care. Results: This journey resulted in a high functioning system of care. Baptist Health System became Joint Commission Certified in all five locations (May 2009). We were awarded the Get with the Guidelines Bronze Award (September 2010), the Silver Plus Award (July 2011) and the Gold Plus Award (July 2012). In addition, we were the first in Texas to achieve the Target Stroke Honor Roll (Q3 2011) and have maintained this status for eight consecutive quarters. Conclusion: In conclusion, administrative support is imperative to the success of a stroke program. Leadership, partnerships, committees, councils and staff involvement from the start drove the team to a successful certification process with outstanding outcomes. The stroke committees continue to meet monthly to analyze performance measures, identify opportunities for improvement and execute action plans.

E-Government and ERP

2011 ◽  
pp. 112-127 ◽  
Author(s):  
Gita A. Kumta
Keyword(s):  
Human Resources ◽  
Enterprise Resource Planning ◽  
Financial Management ◽  
Contact Point ◽  
Human Resources Management ◽  
Resource Planning ◽  
Plan Implementation ◽  
Administrative Functions ◽  
Government Functions ◽  
Is Integration

The chapter introduces the essence of ERP in government as a tool for integration of government functions which provides the basis for citizen services. It discusses the challenges faced in modernization of government “businesses” and discusses strategies for implementation. The basis of Enterprise Resource Planning (ERP) solutions is integration of functions which capture basic data through transactions to support critical administrative functions such as budgeting and financial management, revenue management, supply chain management and human resources management. Today, Enterprise solutions (ES) go beyond ERP to automate citizen-facing processes. The integration of data sources with each contact point is essential to ensure a consistent level of service. The author expects that researchers, governments and solution providers will be able to appreciate the underlying constraints and issues in implementation of ERP and hopes that the learning from industry would be useful to plan implementation of ES in government using emerging technologies.

Program development of a preceptor bootcamp for operational pharmacy preceptors

2020 ◽  
Vol 77 (Supplement_1) ◽  
pp. S2-S7
Author(s):  
Devlin V Smith ◽  
Stefani Gautreaux ◽  
Alison M Gulbis ◽  
Jeffrey J Bruno ◽  
Kevin Garey ◽  
...  
Keyword(s):  
Survey Methodology ◽  
Medical Center ◽  
Academic Medical Center ◽  
Cancer Center ◽  
University Of Texas ◽  
Qualitative Feedback ◽  
Md Anderson ◽  
The University ◽  
Functional Areas ◽  
The Impact

Abstract Purpose To describe the development, design, and implementation of a pilot preceptor development bootcamp and feedback related to its feasibility and impact on operational pharmacy preceptors. Summary The University of Texas MD Anderson Cancer Center designed and implemented a pilot preceptor development bootcamp for operational staff pharmacists serving as residency preceptors for longitudinal weekend staffing experiences. A systematic, multipronged approach was taken to identify preceptor development gaps and design a full-day bootcamp curriculum. The resultant curriculum was comprised of content in major functional areas including using the 4 preceptor roles, documenting performance, giving and receiving feedback, and dealing with difficult situations or learners. The impact of the pilot preceptor development bootcamp was assessed using survey methodology and qualitative feedback from debrief discussions. Conclusion Implementation of a pilot preceptor bootcamp program addressing major areas of precepting skill was well received, resulted in positive feedback from operational pharmacy preceptors, and was feasible to implement at a large academic medical center.

Sign in / Sign up

Export Citation Format

Share Document