Journal of Healthcare Management - May/June 2013 - (Page 221)
H ow
to
I MProve B rea St c ancer c are M eaSure Ment /r e Port I ng
While our study results provide
suggestions about how to facilitate
improvements in measurement and
reporting, this study was not designed
to demonstrate that these facilitators
would be effective. The persistence of
the themes and subthemes we report
across respondent groups indicate that
these facilitators would be salient in
other settings, particularly for conditions of importance to the public’s
health that rely on registry reporting and
for treatment of those conditions that
could benefit from improved communications across disciplines. While the
identified facilitators may be effective,
we do not have evidence to support
their use. Our results instead emphasize
that the measurement and reporting
process is indeed complex. They help
improve our understanding of the barriers that hinder these processes and of
management-oriented facilitators that
could enhance an important aspect of
delivering needed breast cancer adjuvant
therapies.
Future Work
We hope to be able to test the solutions
suggested by our respondents in future
work evaluating the impact of new
measurement and reporting processes in
similar urban hospital settings. Future
research will benefit from combining both quantitative and qualitative
data to further examine issues around
improving the delivery of breast cancer
adjuvant therapies in realistic practice
settings such as that studied here.
CoNClUSioNS
Healthcare organizations attempting to improve cancer care quality
and meet reporting requirements for
accreditation and reimbursement
must overcome considerable barriers
to measurement and reporting about
breast cancer adjuvant therapies. Making efforts to increase organizational
and clinical understanding about
the importance of measurement and
reporting and the role of the hospital’s
TR in supporting these processes can
help facilitate improvements in breast
cancer care. By considering management interventions, such as explicit
educational programs and dedicated
efforts to improve communications
with the hospital, the hospital’s TR, and
both hospital- and community-based
physicians, improvements to measurement and reporting will become more
visible priorities of the organization.
This prioritization will in turn increase
the likelihood that needed adjuvant
therapies will be delivered in clinical
practice.
aCKNoWlEdGMENtS
The authors are extremely grateful to
the informants who participated in
this study and to the senior leaders
of Mount Sinai Medical Center who
facilitated this research. We also thank
our research team members, Rebeca
Franco, Sara Kaleya, and Trevor Young,
all of whom were affiliated with Icahn
School of Medicine at Mount Sinai or
The Ohio State University during the
study. Finally, we thank our anonymous
reviewers for their helpful comments on
earlier versions of this manuscript. This
work was supported by National Cancer
Institute Grant CA132773. There are no
conflicts of interest associated with this
manuscript.
221
Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013
Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing
Journal of Healthcare Management - May/June 2013
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