Journal of Healthcare Management - January/February 2014 - (Page 18)
Journal
of
H ealt H care M anage Ment 59:1 J anuary /f ebruary 2014
iNtrodUCtioN
The biological and clinical sciences are
undergoing a major transformation that
will have a profound impact on healthcare delivery and policy. The burden of
cancer in the United States is significant,
as 1.5 million people are diagnosed
with cancer and almost 600,000 cancerrelated deaths occur annually (American Cancer Society, 2012; Howlader et
al., 2012). As the population ages and
becomes more diverse, cancer prevalence will continue to increase. With
some estimates projecting the incidence
to increase by 45% over the next two
decades (Smith, Smith, Hurria, Hortobagyi, & Buchholz, 2009) and recognizing
that the vast majority of cancer patients
are treated in community hospitals,
public-private partnerships offer opportunities for bringing comprehensive,
high-quality cancer care to this setting.
Developing science, the emergence
of value-based care, and the implementation of the Affordable Care Act
require healthcare managers to consider new paradigms for hospitals and
their affiliated physicians whereby they
collaborate with the larger scientific
and clinical community. To meet this
challenge, community hospitals need to
make significant infrastructure changes,
enhance biospecimen collection capabilities, and make new investments in
electronic health record systems (EHRs)
and bioinformatics processing capabilities. Addressing these issues in the
community setting while bringing multispecialty, integrated approaches to care
across the cancer continuum requires
major strategic decisions involving both
the hospital management and the clinical leadership of the institution.
Building on the institutional capacity of community hospitals, their
commitment to patient care, and their
access to the majority of cancer patients,
the National Cancer Institute (NCI)
launched the NCI Community Cancer
Centers Program (NCCCP) in 2007. As
a public-private partnership, the program was designed to explore the best
methods to enhance access to care-
especially for those who experience
healthcare disparities-improve quality,
and expand research within a community setting (Johnson, Clauser, Beveridge, & O'Brien, 2009). The program
addressed the full cancer continuum,
from prevention, detection, diagnosis,
treatment, survivorship, and palliative
care through end-of-life care. It involved
managerial and clinical leadership and
relevant clinicians and support personnel within the participating organizations. This article assesses the role of a
public-private partnership as a means
to facilitate the translation of scientific
advances to the community setting and
presents management considerations
that are important to the implementation of such partnerships.
ProGraM oVErViEW
In general, community-based cancer care in the United States relies on
independent, private practice physicians
who work in settings with few formal
linkages between them and specialists or
across specialties (Katz et al., 2010). This
fragmentation has continued to challenge efforts aimed at earlier diagnosis,
improved care, cancer surveillance, and
the advancement of cancer research. In
2007, NCI selected eight community
hospitals and two multihospital systems
18
Table of Contents for the Digital Edition of Journal of Healthcare Management - January/February 2014
Journal of Healthcare Management - January/February 2014
Contents
Interview With Kenneth R. White, PhD, FACHE, Associate Dean for Strategic Partnerships and Innovation and the University of Virginia Medical Center Professor of Nursing, University of Virginia School of Nursing
Team-Based Care at Mayo Clinic: A Model for ACOs
The Management Springboard: Eight Ways to Launch Your Career as a Healthcare Leader
The Role of a Public–Private Partnership: Translating Science to Improve Cancer Care in the Community Donna M. O’Brien and Arnold D. Kaluzny
The Value of Patients’ Handwritten Comments on HCAHPS Surveys John W. Huppertz and Robert Smith
Can Inbound and Domestic Medical Tourism Improve Your Bottom Line? Identifying the Potential of a U.S. Tourism Market
Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators’ Perspectives
Journal of Healthcare Management - January/February 2014
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