1. oncologist-hospital alignment: implementing the relationship ronald barkley, ms, jd, ccbd group ...
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Oncologist-Hospital Alignment: Implementing the Relationship
Ronald Barkley, MS, JD, CCBD Group Teri Guidi, MBA, FAAMA, Oncology Management Consulting Group Erich Mounce, MHA, West Clinic
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Case Study - Fact Pattern Quality Care: a private oncology medical group with
10 med oncologists + 2 rad oncologists Memorial Care: local health system with 3 hospitals,
150-MD affiliated practice and 2 employed med onc Quality Care and Memorial Care leadership want to
form a collaborative relationship In the preceding session, the form of the new
collaborative relationship was determined Now, in this session, we will move to the next
level: actual implementation of operations
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Case Study - Fact Pattern 1. Governance and control through Joint Operating
Committee format2. Quality Care has free-standing cancer center located
½ mile from Memorial Care hospital with 340B drug pricing program; 2 offices in MOBs next to Memorial Care hospitals and a 3rd office in another town
3. Quality Care practice manager/CEO is business-oriented MBA; Memorial Care oncology service line director is clinical-oriented RN, the CoC “champion”
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Case Study - Fact Pattern
4. Chemo drug mixed on-site at Quality Care by pharm techs under PharmD supervision; chemo drug mixed at Memorial Care pharmacy departments and delivered to the HOPD infusion centers
5. Quality Care has Varian EMR; Memorial Care with enterprise-wide EPIC EMR
6. Quality Care bills w/in 3 days of service; Memorial Care Finance Dept responsible for all billing and batch bills twice monthly
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Case Study - Fact Pattern
7. Quality Care has an active clinical trials program through CRO and would like to continue with this arrangement
8. Congratulations! You have just been advised that you will be accountable for the successful implementation of operations
9. And you have been cautioned by your CEO that “failure is simply not an option”
10. What do you do now?
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What do you do now?
The Getting Started Part The People Part The Infrastructure Part The Communications Part
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The Getting Started Part
1. Establish JOC working relationships Communications, expectations, meetings Governance, control, decision making issues Articulating and facilitating strategy and vision
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The Getting Started Part
1. Establish JOC working relationships Communications, expectations, meetings Governance, control, decision making issuesArticulating and facilitating strategy and vision
2. Develop the Work Plan with assignments, deadlines, accountabilities
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Elements of the Work PlanThe People Part
1. Management structure – reporting lines
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Elements of the Work PlanThe People Part
1. Management structure – reporting lines2. Consolidated staffing plan – org chart
Example of organizational chart below
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Elements of the Work PlanThe People Part
1. Management structure – reporting lines2. Consolidated staffing plan – org chart3. Reconciling employee benefits
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Elements of the Work PlanThe People Part
1. Management structure – reporting lines2. Consolidated staffing plan – org chart3. Reconciling employee benefits 4. Managing people expectations and fears
throughout the process
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Elements of the Work PlanThe Infrastructure Part
5. Facilities requirements
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Elements of the Work PlanThe Infrastructure Part
5. Facilities requirements6. IT/EMR interoperability
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Elements of the Work PlanThe Infrastructure Part
5. Facilities requirements6. IT/EMR interoperability and output7. Drug procurement, drug management
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Elements of the Work PlanThe Infrastructure Part
5. Facilities requirements6. IT/EMR interoperability and output7. Drug procurement, drug management8. Revenue cycle
pre-auth Coding billing & collecting provider credentialing
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Elements of the Work PlanThe Infrastructure Part
5. Facilities requirements6. IT/EMR interoperability and output7. Drug procurement, drug management8. Revenue cycle
pre-authcodingbilling & collectionsprovider credentialing
9. Research/clinical trials
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The Communications Part
11. Communications plan internal patients payers community
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11. Communications plan internal
patientspayerscommunity
12. Monitoring progress, trouble shooting and taking corrective action
The Communications Part
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Oncologist-Hospital Alignment: Implementing the Relationship
Questions?
Ronald Barkley, MS, JD [email protected] Guidi, MBA, FAAMA
[email protected] Mounce, MHA
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