Oncology Service Line Business Model

High costs, and mediocre quality of care and poor patient loyalty scores required a disruptive way to look at the cancer service line. This required establishing a clear patient line of sight and vision from referral to follow-up, along with a number of strategies and measures to reinforce patient expectations and experiences. This also led to the concept and prototype of a service line business model to improve focus and care on patient, and align collaboration between physician, administration and staff, to also achieve greater efficiencies through a shared care delivery model.

Physician specialty practice transformation

Transformed physician practice from near term, individual practitioner culture to visionary, innovative and collaborative practice. Accomplished via a total business assessment of practice leading to a comprehensive list of recommendations and clinical innovations such as: strategic clarity, organization design and policy changes, while simultaneously improving processes and integrating these approaches into a larger acute healthcare system.

Patient Safety Assessment

Patient safety results were trending in a negative direction. This lead to the development and implementation of a unique human-centered patient safety assessment framework based on human factors engineering designed to more accurately pinpoint system issues.