scholarly journals 1345P Using social listening to understand stakeholder perceptions of the patient journey in lung cancer

2021 ◽  
Vol 32 ◽  
pp. S1025
Author(s):  
A.C.F. Rodrigues ◽  
J. Chauhan ◽  
A. Sagkriotis ◽  
S. Aasaithambi ◽  
M. Montrone
2018 ◽  
Vol 25 (1) ◽  
pp. 59 ◽  
Author(s):  
M. Fung-Kee-Fung ◽  
D.E. Maziak ◽  
J.R. Pantarotto ◽  
J. Smylie ◽  
L. Taylor ◽  
...  

 Background The Ottawa Hospital (toh) defined delay to timely lung cancer care as a system design problem. Recognizing the patient need for an integrated journey and the need for dynamic alignment of providers, toh used a learning health system (lhs) vision to redesign regional diagnostic processes. A lhs is driven by feedback utilizing operational and clinical information to drive system optimization and innovation. An essential component of a lhs is a collaborative platform that provides connectivity across silos, organizations, and professions.Methods To operationalize a lhs, we developed the Ottawa Health Transformation Model (ohtm) as a consensus approach that addresses process barriers, resistance to change, and conflicting priorities. A regional Community of Practice (cop) was established to engage stakeholders, and a dedicated transformation team supported process improvements and implementation.Results The project operationalized the lung cancer diagnostic pathway and optimized patient flow from referral to initiation of treatment. Twelve major processes in referral, review, diagnostics, assessment, triage, and consult were redesigned. The Ottawa Hospital now provides a diagnosis to 80% of referrals within the provincial target of 28 days. The median patient journey from referral to initial treatment decreased by 48% from 92 to 47 days.Conclusions The initiative optimized regional integration from referral to initial treatment. Use of a lhs lens enabled the creation of a system that is standardized to best practice and open to ongoing innovation. Continued transformation initiatives across the continuum of care are needed to incorporate best practice and optimize delivery systems for regional populations.


Lung Cancer ◽  
2010 ◽  
Vol 67 ◽  
pp. S28-S29
Author(s):  
M. Palmer ◽  
J. Phelps ◽  
J. Barber ◽  
D. Powrie

2013 ◽  
Vol 31 (15_suppl) ◽  
pp. e17531-e17531
Author(s):  
William K. Evans ◽  
Yee Ung ◽  
Anna Chyjek ◽  
Angelika Gollnow ◽  
Carol Anne Sawka

e17531 Background: Cancer Care Ontario (CCO) is the provincial agency mandated to improve the quality of cancer care in Ontario. CCO has driven quality improvement (QI) on a programmatic basis but in 2008, introduced Disease Pathway Management (DPM) as an additional QI approach. The lung cancer (LC DPM) began in 2009 as a two-year, phased initiative. Methods: The LC DPM team, consisting of clinicians, patients and system stakeholders, was organized into five groups and focused on aspects of the patient journey from diagnosis to end-of-life care, guided by draft pathway maps of the ideal state. 17 improvement concepts were identified of which 8 were selected for detailed development at a provincial consensus conference and validated as LC DPM’s Priorities for Action. 14 regional road shows presented region-specific performance and quality data to practitioners involved in LC patient care to promote ideas for improvement. Funding was provided to support both provincial and regional initiatives that addressed identified gaps. Results: Key outputs of the LC DPM initiative were: establishment of lung diagnostic assessment programs in 14 regions; completion of diagnostic and treatment pathways for NSCLC and SCLC which were grounded in evidence; 10 improvement projects on various stages of the cancer continuum; and 6 one-year Dyspnea Management Pilot Projects. For the dyspnea projects, each funded centre used different approaches and evaluated impacts on patient symptom burden, measured by Edmonton Symptom Assessment System (ESAS), patient satisfaction and quality of life. The learnings from each project have been summarized and will be shared with all regional cancer programs to facilitate knowledge transfer. Tools to support the patient experience include a LC Patient Pathway Map (PPM) and a document, Understanding Lung Cancer. The physician and patient pathways and related materials are available on CCO's website at https://www.cancercare.on.ca Conclusions: LC DPM has proven an effective strategy to accomplish system changes across a large geography that impact the quality of LC care, processes and patient experience. Indicator development and performance management will be used to sustain the gains achieved.


Thorax ◽  
2015 ◽  
Vol 70 (Suppl 3) ◽  
pp. A164.2-A165
Author(s):  
A Nanapragasam ◽  
N Maddock ◽  
A McIver ◽  
C Smyth ◽  
MJ Walshaw

2020 ◽  
Author(s):  
Yichen Zhang ◽  
Michael Simoff ◽  
David Ost ◽  
Oliver Wagner ◽  
James Lavin ◽  
...  

Abstract Objective: This research describes the clinical pathway and characteristics of patients with and without a lung cancer diagnosis from identification of a solitary pulmonary nodule (SPN) through diagnosis or 1 year follow-up using linked data from an electronic medical record and the Louisiana Tumor Registry. Materials and Methods: REACHnet is one of 9 clinical research networks (CRNs) in PCORnet®, the National Patient-Centered Clinical Research Network and includes electronic health records for over 8 million patients from multiple partner health systems. Data from Ochsner Health System and Tulane Medical Center were linked to Louisiana Tumor Registry (LTR), a statewide population-based cancer registry, for analysis of patient’s clinical pathways between July 2013 and 2017. Patient characteristics and health services utilization rates by cancer stage were reported as frequency distributions. The Kaplan-Meier product limit method was used to estimate the time from index date to diagnosis by stage in lung cancer cohort. Results: A total of 30,559 potentially eligible patients were identified and 2,929 (9.58%) had primary lung cancer. Of these, 1,496 (51.1%) were documented in LTR and their clinical pathway to diagnosis was further studied. Time to diagnosis varied significantly by cancer stage. A total of 24,140 patients with an SPN were identified in REACHnet and 15,978 (66.6%) had documented follow up care for one year. 1,612 (10%) had no evidence of any work up for their SPN. The remaining 14,366 had some evidence of follow up, primarily office visits and additional chest imaging. Conclusion: In both populations multiple biopsies were evident in the clinical pathway. Despite clinical workup, 70% of patients in the diagnosed population had stage III or IV disease. In the non-diagnosed population, only 66% received follow up care for their SPN diagnosis.


2021 ◽  
Vol 32 ◽  
pp. S1024
Author(s):  
M. Montrone ◽  
J. Chauhan ◽  
A. Sagkriotis ◽  
S. Aasaithambi ◽  
A.C.F. Rodrigues

2012 ◽  
Vol 30 (34_suppl) ◽  
pp. 93-93
Author(s):  
William K. Evans ◽  
Yee Ung ◽  
Carol Anne Sawka ◽  
Nathalie Assouad

93 Background: Cancer Care Ontario (CCO) is mandated to oversee quality of cancer care in Ontario and began its Lung Cancer (LC) DPM initiative in 2009. DPM has 4 objectives: align provincial quality improvement (QI) initiatives by disease site; map the patient journey and identify gaps in evidence/quality in clinical practice that impact care or the patient experience; set and manage regional quality indicators across the pathway; and leverage tools to model the impact of policy decisions. Methods: The LC DPM drafted a disease pathway map and established 5 multidisciplinary working groups (WGs) each focussed on a phase of the LC patient journey: prevention, screening, and early diagnosis; diagnosis; treatment; palliative care; the patient experience. WGs held 25 two-hour meetings and developed ideas for 17 QI projects. 8 were selected for discussion at a provincial consensus conference and yielded a Priorities for Action Report. Regional “roadshows” were held in all 14 regions of the province at which region-specific data on incidence, stage at diagnosis, compliance of treatment with guidelines and wait times, amongst other metrics relevant to LC, were shared with the regional care providers. Funding was provided by CCO for regional QI based on the data and identified priorities. Results: Completed diagnostic and treatment pathways are posted on CCO’s website as are educational materials on dyspnea management, including a patient video and a document prepared by patients for patients “Understanding Lung Cancer.” Lung diagnostic assessment units/programs have been initiated in 14 regions. An audit is underway to better understand the barriers to the uniform uptake of evidence-based practices across the province. The percent of LC patients whose symptoms are assessed at least once a month using a standardized symptom assessment instrument (ESAS) has improved. Conclusions: Regional cancer programs are now aware of their performance on a range of LC specific quality metrics. Standardized diagnostic and treatment pathways have been developed and assessment units have been implemented across the province.


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