Potential leadership and management structure
In their analyses, Feeley and colleague, Tracy Spinks, project director of MD Anderson's Clinical Operations, call for federal oversight, ensuring the necessary level of leadership to direct, coordinate and fund nationwide quality efforts. The authors, who also served as contributors to the most recent IOM report, propose that this model would enforce key tasks for the intelligent redesign of cancer care delivery, among them:
Putting the Patient at the Center: Intelligent Redesign of the Cancer Care Delivery Model
Enlist the Centers for Medicare and Medicaid Services, the National Quality Forum and other professional organizations as key partners to align, unify and accelerate quality measurement efforts already underway.
Expand quality measures to include metrics that are meaningful to providers, payers and patients, with the highest priority given to those directly tied to outcomes. Fund health services research and clinical trials that elicit non-technical dimensions of quality cancer care and integrate the patient perspective.
Enhance health care IT systems by partnering with clinicians and the IT industry to collect and report standardized cancer metrics data so that it spurs innovation and improvement. An ideal system supports clinic workflow, powerful data analytics, real-time decision-making, care coordination and patient access.
Establish a public reporting procedure, that emphasizes transparency and that presents data in a way that guides patients and caregivers in their health care decision-making.
SOURCE: THE INSTITUTE FOR CANCER CARE INNOVATION AT THE UNIVERSITY OF TEXAS MD ANDERSON CANCER CENTER
The papers also
|Contact: Julie Penne|
University of Texas M. D. Anderson Cancer Center