对当前环境进行基准测试:来自美国癌症研究所协会对学术癌症服务线的调查的见解。

IF 4.6 3区 医学 Q1 ONCOLOGY
Paula M Fracasso, Nicole L Simone, Stephanie J Si Lim, Karen L Reckamp, Julie Ann Sosa, Christopher Lieu, Carrie Lee, Theresa L Werner, Quan P Ly, Julie M Vose, Julia White, Hailey Honeycutt, Kate Shaw, Kendra Cameron, Donna M O'Brien, Lee G Wilke
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引用次数: 0

摘要

目的:学术医疗中心的癌症服务热线(CSL)提供以患者为中心的方法,旨在提高患者体验和临床结果,管理财务操作,增加获得临床研究的机会,并减少健康差距。2023年,美国癌症研究所协会(AACI)医师临床领导倡议(PCLI)指导委员会进行了一项调查,以评估csl在治理、领导、组织和财务结构和功能方面的现状。方法:以电子方式将调查问卷发送给美国癌症学会(AACI) 108个成员癌症中心中的107个癌症中心的主任和行政主任,回复率为70%。参与调查是自愿的,不提供任何补偿。结果:75个调查对象(包括40个国家癌症研究所指定的癌症中心)中有58个(77%)有明确的CSL,只有35个(60%)使用正式的章程。所有的CSL领导团队都包括医师领导,44个(76%)中心将其癌症中心主任纳入该领导团队。超过28项主要服务被确定为CSL结构的一部分。大多数被调查者报告说战略规划(88%)、质量和安全(83%)以及区域协调(78%)是关键的责任。26个中心(45%)报告了一项政策,规定了从卫生系统流向癌症中心的资金。csl的绩效评估包括与增长和融资、获取和服务、质量和成果以及学术相关的指标。结论:这些结果表明了美国学术医疗系统中csl的多样性。此外,考虑到学术癌症中心在建立和扩展其csl时面临的复杂性,AACI仍然致力于与其成员密切合作,以确定专注于创新和基于价值的癌症治疗的最佳实践。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Benchmarking the Current Landscape: Insights From an Association of American Cancer Institutes Survey on Academic Cancer Service Lines.

Purpose: A cancer service line (CSL) in academic medical centers provides a patient-centered approach aimed at enhancing the patient experience and clinical outcomes, managing financial operations, increasing access to clinical research, and reducing health disparities. In 2023, the Association of American Cancer Institutes (AACI) Physician Clinical Leadership Initiative (PCLI) Steering Committee conducted a survey to evaluate the current state of CSLs with respect to governance, leadership, organizational, and financial structure and function.

Methods: The survey was electronically sent to cancer center directors and administrative directors at 107 of AACI's 108-member cancer centers, achieving a response rate of 70%. Survey participation was voluntary, and no compensation was provided.

Results: Fifty-eight (77%) of the 75 survey respondents (which included 40 National Cancer Institute-designated cancer centers) had a defined CSL with only 35 (60%) using a formal charter. All CSL leadership teams included physician leaders, and 44 (76%) centers included their cancer center director within this leadership. More than 28 key services were identified as parts of the CSL structures. Most respondents reported that strategic planning (88%), quality and safety (83%), and regional alignment (78%) were key responsibilities. Twenty-six (45%) centers reported a policy defining a funds flow from the health system to the cancer center. Performance assessment for the CSLs included metrics related to growth and finance, access and services, quality and outcomes, and academics.

Conclusion: These results demonstrate the diverse nature of CSLs across academic medical systems within the United States. Furthermore, given the complexity faced by academic cancer centers in establishing and expanding their CSLs, AACI remains committed to working closely with its members to identify best practices focused on innovative and value-based cancer care.

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CiteScore
6.40
自引率
7.50%
发文量
518
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