Journal of Healthcare Management - January/February 2014 - (Page 19)

t H e r ole of a p ublI c -p r I vate p artners HIp to participate in the NCCCP, funding a total of 16 sites for a 3-year pilot. The program was managed through NCI's contract with SAIC-Frederick, Inc. (now Leidos Biomedical Research, Inc.)1 and had an annual budget of $5 million. Each of the 10 awarded organizations received approximately $500,000 per year. The organizations were required to provide a reasonable level of cost sharing and to document how they planned to use NCI funds. The multihospital system awards had to be distributed across participating hospital sites, and thus their coinvestment ratio was significantly greater than the other single hospital sites. The funds were to be used for capacity building to meet subcontract deliverables for six program components-disparities, clinical trials, biospecimens, information technology, quality of care, and survivorship and palliative care-with 40% dedicated to initiatives to decrease health disparities. The remainder of the funds was generally allocated as follows: 20% to clinical trials, 20% to biospecimen collection, and 20% to information technology. The subcontract mechanism did not provide program funds for a per-patient reimbursement for accrual to clinical trials, equipment, or indirect costs. As seen in Figure 1, the hospitals selected to participate in the NCCCP covered a range of geographic locations. All served at least 1,000 new cancer patients annually, with the average volume falling between 1,200 and 1,500 cases. A few facilities saw between 2,500 and 2,800 new cancer patients annually. The hospitals accrued at least 25 patients to clinical trials per year and were required to meet other to I Mprove c ancer c are requirements that established a common baseline for program activities across sites. All hospitals were required to fulfill the same subcontract deliverables; award amounts were based on the work to be completed, not the cancer program size or community location. NCI has supported various initiatives over the years to expand research and deliver the latest scientific advances to patients in their communities, perhaps best illustrated by the Community Clinical Oncology Program (McAlearney, Reiter, Weiner, Minasian, & Song, 2013; Kaluzny & Warnecke and Associates, 1996; Minasian et al., 2010). Yet patients treated in community settings continue to have a higher mortality rate and are less likely to receive evidencebased, coordinated care than those who obtain care in academic health centers and NCI-designated cancer centers (FCCC, 2011; Katz et al., 2010). Disparities persist for racial and ethnic minorities in cancer morbidity and mortality (American Cancer Society, 2009; Robbins, Siegel, & Jemal, 2012), and clinical trial enrollments experience significantly lower representation from these groups (Murthy, Krumholz, & Gross, 2004). NCI understood that enabling community hospitals to provide advanced, value-based care and meet the potential of expanding science would involve strategic realignment and reallocation of resources within the hospitals. The participation of top-level management, working in collaboration with key clinical personnel and affiliated private practice physicians, was required. The hospitals found themselves in a new learning environment as they began to 19

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