Oncologist-Hospital Alignment: Implementing the Relationship

1
(No Transcript)
2
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

3
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

4
Case Study - Fact Pattern

1. Governance and control through Joint Operating
   Committee format
2. 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

5
Case Study - Fact Pattern

1. 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
2. Quality Care has Varian EMR Memorial Care with
   enterprise-wide EPIC EMR
3. Quality Care bills w/in 3 days of service
   Memorial Care Finance Dept responsible for all
   billing and batch bills twice monthly

6
Case Study - Fact Pattern

• Quality Care has an active clinical trials
  program through CRO and would like to continue
  with this arrangement
• Congratulations! You have just been advised that
  you will be accountable for the successful
  implementation of operations
• And you have been cautioned by your CEO that
  failure is simply not an option
• What do you do now?

7
What do you do now?

• The Getting Started Part
• The People Part
• The Infrastructure Part
• The Communications Part

8
The Getting Started Part

• Establish JOC working relationships
• Communications, expectations, meetings
• Governance, control, decision making issues
• Articulating and facilitating strategy and vision

9
The Getting Started Part

• 1. Establish JOC working relationships
• Communications, expectations, meetings
• Governance, control, decision making issues
• Articulating and facilitating strategy and
  vision
• 2. Develop the Work Plan with assignments,
  deadlines, accountabilities

10
Elements of the Work PlanThe People Part

• Management structure reporting lines

11
Elements of the Work PlanThe People Part

• 1. Management structure reporting lines
• Consolidated staffing plan org chart
• Example of organizational chart below

12
(No Transcript)
13
Elements of the Work PlanThe People Part

• 1. Management structure reporting lines
• 2. Consolidated staffing plan org chart
• 3. Reconciling employee benefits

14
Elements of the Work PlanThe People Part

• 1. Management structure reporting lines
• 2. Consolidated staffing plan org chart
• 3. Reconciling employee benefits
• 4. Managing people expectations and fears
  throughout the process

15
Elements of the Work PlanThe Infrastructure Part

• 5. Facilities requirements

16
Elements of the Work PlanThe Infrastructure Part

• 5. Facilities requirements
• 6. IT/EMR interoperability

17
Elements of the Work PlanThe Infrastructure Part

• 5. Facilities requirements
• 6. IT/EMR interoperability and output
• 7. Drug procurement, drug management

18
Elements of the Work PlanThe Infrastructure Part

• 5. Facilities requirements
• 6. IT/EMR interoperability and output
• 7. Drug procurement, drug management
• 8. Revenue cycle
• pre-auth
• Coding
• billing collecting
• provider credentialing

19
Elements of the Work PlanThe Infrastructure Part

• 5. Facilities requirements
• 6. IT/EMR interoperability and output
• 7. Drug procurement, drug management
• 8. Revenue cycle
• pre-auth
• coding
• billing collections
• provider credentialing
• 9. Research/clinical trials

20
The Communications Part

• 11. Communications plan
• internal
• patients
• payers
• community

21
The Communications Part

• 11. Communications plan
• internal
• patients
• payers
• community
• 12. Monitoring progress, trouble shooting and
  taking corrective action

22
Oncologist-Hospital Alignment Implementing the
Relationship

• Questions?
• Ronald Barkley, MS, JD
• rbarkley_at_ccbdgroup.com
• Teri Guidi, MBA, FAAMA
• tguidi_at_oncologymgmt.com
• Erich Mounce, MHA
• emounce_at_WestClinic.com

23
(No Transcript)