Journal of Healthcare Management - January/February 2014 - (Page 26)

Journal of H ealt H care M anage Ment 59:1 J anuary /f ebruary 2014 Sustainability requires a realistic assessment of payoff and a sense of ownership. As described by a hospital executive in an evaluation interview (Dalton et al., 2012, p. 5-20): or research design; and supporting access to early-phase clinical trials. The NCCCP demonstrated that specific data sharing and data standardization commitments and the availability of IT support from the NCI and the sites are critical for any multisite initiative. The complexity of data standardization and data sharing was not always appreciated or anticipated, resulting in some delay of network projects. Promoting a culture of multilevel collaboration. The NCCCP demonstrated that collaborative relationships with private practice physicians, NCI, the hospitals in the network, and other organizations (e.g., local community organizations, regional or national research partners) contributed to achieving program goals. To the extent possible, relevant partnerships or collaborations should be formalized and in place at the outset of an initiative so that any commitment of resources and project completion timelines, including data-reporting requirements and the rationale for those requirements, are clear at all levels of the organization. Collaboration across hospitals provides an opportunity for comparing and adapting approaches to achieve common goals. Critical to the success of collaboration is an infrastructure to support benchmarking across sites and the sharing of insights and mutual learning to the collective benefit of all the sites. Systems for communication, data collection, and analysis for program monitoring should be planned, funded, and supported by dedicated staff resources. Optimally, these network collaborations also require sustained engagement and commitment by all participants. We did not expect [a positive shortterm return], and I am not sure there could be . . . and that didn't deter us because we view additional benefits besides the short-term ones. We view the opportunity or benefit for the longer-term strategic positioning of the hospital to be more valuable to us than anything demonstrated in the shortterm business case. Defining and assessing the performance capacity and expectations. To fulfill partnership goals in a multisite initiative, requirements for the participating organizations need to be specific and clearly defined. They should reflect the infrastructure and commitments needed to support the partnership's goals. Examples include committed physician support clearly defined by activity, proven access to underserved populations with race and ethnicity tracking for all relevant data systems, prospective MDCs, availability of genetic counseling and testing, commitment to timelines and resource support for submitting data to RQRS, QOPI, or other standardized quality improvement programs, electronic data sharing across their providers, a research infrastructure, an electronic tissue management system, or participation in monthly meetings. For the sponsor-in this case, NCI-the requirements could include providing program access to dedicated staff for mentoring (e.g., high-quality biospecimen collection); offering expertise in data management, disparities research, 26

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