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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