ONCOLOGY SERVICE LINE MANAGEMENT AND OPTIMIZATION CONFERENCE

APRIL 10-11, 2017 | CHICAGO, IL REGISTER NOWDOWNLOAD AGENDA

DAY ONE | MONDAY, APRIL 10TH

7:30 REGISTRATION & WELCOME COFFEE

8:15 CHAIRPERSONS OPENING REMARKS

8:30 DELIVERING EXCEPTIONAL VALUE CARE IN MODERN ONCOLOGY SERVICE LINES
As hospitals and health systems look to improve care, enhance the patient experience and decrease costs, many are looking to service line management as the means to drive value. The transition to value-base payment models calls for health systems to rethink and redesign service line care delivery to succeed in a new health care environment that rewards value over volume. Effective oncology service line management requires not only improving outcomes, but strengthening revenues for sustainable service line optimization, improvement and growth.

  • New care models that emphasize value
  • Reorganize service lines to prioritize high-value care
  • Defining and measuring value in cancer care
  • Transforming cancer care to a high-quality, value-based enterprise

Cory Jones, Administrative Vice President, National Oncology Service Line
CATHOLIC HEALTH INITIATIVES

 

9:15 INNOVATION IN ONCOLOGY SERVICE LINES TO DRIVE REVENUE
Oncology service line growth depends on innovation and implementing new, novel approaches to cancer care, diagnostic treatment options and cost effectiveness. Oncology service line leaders must cultivate a culture that appreciates and fosters the value of innovation to create the best outcomes at optimized costs. Innovation in an oncology service line is the driving force to balancing cost containment and health care quality and is a critical component of discovering efficiencies and areas for competitive oncology service line advancement.

  • Connecting the business and medicine of cancer care
  • Preparing for a future of value-based care & payment
  • Metrics for measuring return on investments made
  • Securing funding and revenue to support innovation

Linda Weller-Ferris, Ph.D., VP, LAHEY HEALTH CANCER INSTITUTE

 

10:00 COFFEE & NETWORKING BREAK

 

10:30 CASE STUDY: THE INTEGRATION OF THE ACADEMIC AND COMMUNITY ONCOLOGY
Robert H. Lurie Comprehensive Cancer Center of Northwestern University is a designated comprehensive cancer center and has been growing into a system of, soon to be, ten hospitals in the region. This presentation will discuss the path to integrating the academic practice with the community locations, beyond the traditional “hub and spoke” models.

Alex Zafirovski MBA, RT(T) ARRT
Executive Administrative Director, Associate Director of Administration
ROBERT H. LURIE COMPREHENSIVE CANCER CENTER OF NORTHWESTERN UNIVERSITY

 

11:15 ONCOLOGY PRACTICE TRANSFORMATION JOURNEY FROM VOLUME TO VALUE
The US healthcare system has undergone seismic changes in the past several years. Beginning with the Medicare Prescription Drug, Improvement, and Modernization Act of 2003 to the Medicare Access and CHIP Reauthorization Act (MACRA) of 2015, the current focus or priority of healthcare payers has shifted from paying for volume to paying for value. In this presentation, Carolina Blood and Cancer Care Associates (CBCCA) will share the journey of transforming from delivering high-volume and resource-intensive care to a practice defined by delivering value and quality. Practice transformation has yielded many benefits for stakeholders. Patients experience the benefits of patient-centric care, greater care coordination and communication, a better-established relationship with their physicians, and real-time and on-demand access to care.

  • Core areas of practice transformation
  • National guidelines and choosing wisely
  • Core areas of practice transformation

Kashyap Patel, M.D., Managing Partner, CAROLINA BLOOD & CANCER ASSOCIATES

 

12:00 LUNCHEON FOR ALL CONFERENCE GUESTS

 

1:00 RAPID FIRE ONCOLOGY SERVICE LINE OPTIMIZATION CASE STUDIES
Through a short-case format, presenters will share recent initiatives undertaken within oncology service lines which are award-winning and have driven value through innovation for hospitals, health centers and patients. Each presenter will provide a brief overview of the challenge that was identified; investments made to improve care, as well as outcomes and defined return on investments.

 

1:00 LESSONS IN ACHIEVING OPERATIONAL EXCELLENCE

Wilson C. Mertens, MD, MSBA, VP and Medical Director, Cancer Services
BAYSTATE REGIONAL CANCER PROGRAM, BAYSTATE HEALTH

 

1:20 ESTABLISHING CLINICAL PATHWAYS & GUIDELINES

Linda Weller-Ferris, Ph.D., Vice President, LAHEY HEALTH CANCER INSTITUTE

 

1:40 CASE STUDY: DEVELOPING AND IMPLEMENTING A SUCCESSFUL LUNG CANCER PROGRAM

  • Lung cancer screening in conjunction with nurse navigators
  • Benefits of International Early Lung Cancer Action program
  • Role of low-dose CT in detection of cancerous nodules
  • Success with early stage diagnosis for lung cancer
  • Participated in quality study for improvement of ICD-10 coding

Stephanie Heller, Director Cancer Programs, HOLY CROSS HOSPITAL

 

2:00 IMPACT OF HEALTH POLICY AND DRUG PRICING ON ONCOLOGY SERVICE LINE MANAGEMENT
Across the country, healthcare executives, physicians and patients are struggling with the increasing cost of oncology care, which has in many ways been fueled by higher prices and restrictive reimbursement frameworks. As expenditures on prescription drugs are projected to continue to rise faster than overall health spending, oncology service line leaders must adopt value-based drug pricing policies and consider lower-priced alternatives. With a new administration in place, many are also unsure as to future changes to the Affordable Care Act, which are unclear, and may further restrict access to insurance to millions of Americans. As service line administrators responsible for oncology care continue to strive towards providing the highest possible care for patients, a roundtable discussion representing industry leaders will provide insights into methods for handling this sensitive and challenging issue.

  • Current state of regulatory action on drug pricing
  • Impact of ACA changes on oncology reimbursement
  • Purchasing negotiations to drive value in drug pricing

Despina Kotis, PharmD, FASHP, Director of Pharmacy, NORTHWESTERN MEDICINE

 

2:45 COFFEE & NETWORKING BREAK

 

3:15 INTEGRATING CANCER SERVICES: STAGING EXPERIENCES THROUGH OPERATIONAL EXCELLENCE
The Baystate Regional Cancer Program has integrated business, research, quality and nursing functions serving physician divisions; that is, there is one nursing department serving patients, and not assigned to physician specialty-defined divisions. Flow of information, consults and triage are all through one central number monitored for quality and response. All cancer program goals are collaboratively vetted. This platform allows them to cross train staff and achieve efficiencies, and encourages transparency of performance. Using this, they have moved to a value-based approach to care, adhering to the relevant choosing wisely recommendations of ACS, ASCO, and ASTRO, as well as their own guidelines, with high compliance. Using this approach has reduced territorial behaviors, and allowed the appropriate sharing of resources, as well as cancer program vision.

Wilson C. Mertens, MD, MSBA, VP and Medical Director, Cancer Services
BAYSTATE REGIONAL CANCER PROGRAM, BAYSTATE HEALTH

 

4:00 QUALITY METRICS & MEASURES FOR VALUE-BASED CANCER CARE
According to the U.S. Department of Health & Human Services, an estimated 30 percent of Medicare payments are now tied to alternative payment models that reward the quality of care over quantity of services provided. With payments increasingly tied to value and quality of care, service line leaders must develop measures promoting shared accountability across settings and develop meaningful outcome measures. Understanding the core performance measures and metrics is critical as quality measures determine payment for oncology services under value-based payment models.

  • Integrating performance measures with outcome-based metrics
  • Measurement of processes and outcomes that lead to value
  • Service line metrics for value-based care
  • Assessing performance in a value-based market

Darin Roark, BSN, MBA, RN, Administrator, Baptist Clay Medical Center
BAPTIST HEALTH

 

4:45 INCREASING PATIENT SATISFACTION, ENGAGEMENT & RETENTION
Engaging with patients throughout the continuum of oncology care is a core area of concern for service line managers, as hospitals and health systems look to retain patients and garner accolades from satisfied patients, creating a greater level of connection with the community served. From creating connections with patients through support groups and patient navigators to allowing interaction through online mediums, hospitals are embracing unique avenues for engaging and increasing satisfaction with patients served. Ultimately, these efforts are linked to better health outcomes, with engaged patients following through with treatments and care plans, reducing the need for additional readmissions and treatments.

  • Identify opportunities to improve patient engagement
  • Involve and engage patients throughout the continuum of care
  • Factors that impact how patient satisfaction
  • Transitioning to patient-centered practices and processes

J. Scott Broome, FACHE, CEO, RSF, Berkeley Hospital, Service Line Director
ROPER SAINT FRANCIS CANCER CARE

 

5:30 CONCLUSION OF DAY 1 PRESENTATIONS

 

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