ONCOLOGY SERVICE LINE MANAGEMENT AND OPTIMIZATION CONFERENCE

MAY 18-19, 2017 | PHILADELPHIA, PA REGISTER NOWDOWNLOAD AGENDA

DAY ONE | THURSDAY, MAY 18TH

8:00 REGISTRATION & WELCOME COFFEE

9:00 CHAIRPERSONS OPENING REMARKS

9:15 ACHIEVING HIGH LEVELS OF GROWTH THROUGH STRATEGIC ONCOLOGY SERVICE LINE PLANNING
In order to achieve set targets for growth and development within oncology service lines, administrative leadership must take a strategic approach to planning for current initiatives as well as ongoing long-term growth plans, taking into account the evaluation of profitability, revenue generation and market opportunities. Attracting patients through the provision of superior service and quality of care must be a central point in any short or long-term planning, as patient care increasingly takes precedence in oncology service lines. Hospitals and health systems must identify services that generate future growth, capture market share and generate the greatest possible long-term, sustainable economic value.

  • Development of long-term service line leadership
  • Integration of transformative change in cancer care
  • Allocation of resource aligned with market demand

Mark S. Soberman, MD MBA FACS, Medical Director, Oncology Service Line, Chief Physician Executive
MONOCRACY HEALTH PARTNERS, FREDERICK REGIONAL HEALTH SYSTEM

 

10:00 STREAMLINING ONCOLOGY SERVICE LINE OPERATIONS BY ELIMINATING UNNECESSARY COSTS
A top priority in value-based care delivery is eliminating waste, spending that can be cut without harming patients or reducing quality. Sustainable, high-quality care is only possible through enhancing the patient experience and effectively managing the costs of delivering that care by identity cost-cutting opportunities. Cost controls are increasingly factored into measuring quality of care, and the identification and elimination of inefficiency and unnecessary spending while improving quality is imperative for future oncology service line success. Leveraging an integrated service line approach to reduce waste and improve overall care will enable hospitals to increase ROI, improve efficiency and compete in the market on cost and quality.

  • Reducing administrative redundancies in oncology care
  • Utilization of patient navigators to streamline service
  • Creating collaboration with physicians & staff members

Margaret (Peg) O’Grady, Administrative Director, Oncology Service Line
ABINGTON JEFFERSON HEALTH SYSTEM

 

10:45 COFFEE & NETWORKING BREAK

 

11:15 CASE STUDY: REDUCING VARIATION IN ONCOLOGY CARE DELIVERY
Facing pressure to drive value in service lines, hospital oncology leaders must reduce unnecessary variation to ensure consistent and high-level care across the continuum. Identifying variations in healthcare delivery and utilization can create opportunities to reduce costs and improve value. Aligning patterns of utilization requires hospitals to work productively with physicians in driving variation reduction to achieve the best possible efficiencies and outcomes.

  • Identifying cost outliers in the oncology service line
  • Tools to reduce clinical variation and improve outcomes
  • Engaging physicians to drive operational transformation
  • Results and impact on ROI and patient outcomes

Marija Bjegovich-Weidman RN, MSN, OCN, CCAP, Senior Director, AURORA CANCER CARE

 

12:00 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.

  • 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

Roxanne L. Clark, MPA, FAAMA, Chief Administrative Officer
MICHIGAN HEALTHCARE PROFESSIONALS

 

12:45 LUNCHEON FOR ALL CONFERENCE GUESTS

 

2:15 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, HOLY CROSS HOSPITAL

 

3:00 CASE STUDY: A LEAN APPROACH TO DESIGN & IMPROVE ONCOLOGY SERVICE LINE
Poudre Valley Hospital, UC Health, a four-time Magnet and Malcom Baldridge recipient, has used a LEAN approach with patients at the table of every step along the way, to design and improve processes for programs, services and facilities. The results are strong sustained outcomes including excellent financial margins, QOPI certification system-wide, and double-digit increase in market share, just to name a few. Their support and wellness services are extensive, with a comprehensive dashboard to measure reach and impact of treatment and support services.

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

JoAnn Lovins, MS, RN, NE-BC, Senior Director, Oncology Service
UC HEALTH, NORTHERN COLORADO

 

3:45 COFFEE & NETWORKING BREAK

 

4:15 TRENDS SHAPING THE FUTURE OF CANCER CARE & ONCOLOGY SERVICE LINES
In order to continue the dynamic growth of oncology service lines, and further the treatment of all types of cancer, service line administrators must identify trends, capitalize on new opportunities and quickly evolve in order to create a sustainable market position. The development of a strategic plan for short and long-term oncology services will ensure hospitals and health systems are prepared for changes in healthcare delivery resulting from a wide variety of factors including payment reforms, patient preferences and increasingly complex yet highly effective treatment options. Through a high level discussion on key drivers advancing service line growth and the future direction of oncology services, participants will have an opportunity to reflect on the evolution of oncology service lines while preparing for a dynamic future.

  • Development of an adaptable, future-proof service line strategy
  • Investing in new quality care measures for the future
  • Models of future oncology care needed by specific communities
  • Patient-centric approaches to service line reorientation

Christie Winn, SVP, MD Anderson Cooper Cancer Institute & Physician Alignment
COOPER UNIVERSITY HEALTH CARE

 

5:00 CONCLUSION OF DAY ONE PRESENTATIONS

 

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