Oncology: Strategies for Superior Service Line Performance

The evolution of the oncology payment model and pressure to provide more patient-centered care are leading many healthcare organizations to transform the oncology care model in their communities by offering more coordinated and comprehensive services that provide high quality for patients and high value to payers.

Hospitals and health systems are developing service line structures that improve clinical and financial performance, encourage physician involvement, and create a distinct brand in the market, ultimately gaining a competitive advantage.

Gain realistic strategies and business guidance from oncology leaders to develop the structures and processes for oncology service line success, including how to:

- Navigate the challenges of oncology reimbursement
- Achieve clinical integration in the oncology care model
- Create aligned physician relationships
- Simplify strategic planning for oncology services
- Capitalize on clinical research opportunities
- Establish multidisciplinary teams and support services that improve quality and access to care

Take a look at the table of contents

Chapter 1: Strategic Planning for Oncology Services
Step 1: Understanding the Content of an Oncology Strategic Plan
Step 2: Planning to Plan: How to Get From Here to There
Step 3: Learning About the Organization's Capabilities and the Market
Step 4: Identifying What the Organization Wants to Accomplish
Step 5: Making It Happen

Chapter 2: Creating a Successful Oncology Service Line
Introduction to Service Line Principles
Key Elements for Service Line Success
Implementation Issues
The Future for Oncology Service Line

Chapter 3: The Importance of Governance and Leadership
Oncology Governance Structures
Oncology Service Line Leadership
Managing Performance

Chapter 4: Creating Aligned Physician Relationships
Affiliation Models
Physician Alignment Planning Process

Chapter 5: Key Elements of a Successful Oncology Transaction
Definition of the Transaction Goals
Business Planning
Development of the Organizational Structure
Development of Key Terms
Implementation

Chapter 6: Navigating the Challenges of Oncology Reimbursement
Keys to Oncology Reimbursement: Legislation, Drugs, Professional Fees
Implications for Hospitals
Other Reimbursement Trends

Chapter 7: Clinical Integration and the Oncology Care Model
Coordinating Cancer Care: The Importance of the Navigator Role
New Approach to Treatment Planning: Multidisciplinary Care
Complementary and Alternative Medicine

Chapter 8: Academic Cancer Centers
Clinical Departments and Implications for Academic Cancer Centers
Governance Models in AMCs
Call for AMC-Wide Financial Integration

Chapter 9: Maximizing Clinical Research Operations
Research Overview
Best Practices in Research Program Planning
Why Billing for Clinical Trials Is So Complex
The Nuts and Bolts of Billing for Clinical Trials
The Last Step: Audit Process and Performance

ECG Management Consultants, Inc. (ECG) offers a broad range of strategic, financial, operational, and technology-related consulting services to healthcare providers. For nearly 40 years, ECG has provided specialized expertise to community hospitals, academic medical centers, health systems, and medical groups.

Jessica L. Turgon, Senior Manager, leads the oncology practice at ECG Management Consultants, Inc. and has extensive experience developing and leading oncology programs in both community and academic settings.

Matthew R. Sturm, Senior Manager, has assisted organizations with strategic and operational issues related to their oncology programs, including feasibility assessments for new modalities, financial, physician compensation, and service line planning, physician practice acquisition, and the formation of clinical research programs. Sturm also serves on the expert advisory panel for Oncology Issues, the journal of the Association of Community Cancer Centers.