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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