Cancer
Effective diagnosis and treatment of cancer requires a unique mix of specialties and services that spans several departments/divisions and often multiple entities. As the growing and aging population will continue to drive demand for cancer services, competition for those services will intensify while reimbursement will likely continue to decline. Cancer centers that cling to the status quo risk falling behind more integrated and patient-centric multidisciplinary programs.
ECG has extensive breadth and depth in strategy, business development, and operations related to cancer services. Our clients range from private oncology practices and community-based cancer centers to many of the country’s National Cancer Institute (NCI)-designated comprehensive cancer centers. We have worked with senior leadership and boards to lead large-scale initiatives involving multiple entities for developing integrated cancer institutes at AMCs and performing targeted diagnostics of patient flow in infusion centers. We partner with our clients to set clear goals and objectives, and we have a proven track record for achieving tangible results that improve the care delivery model and financial performance.
We are often called upon by clients to assist in areas such as:
- Hospital/physician alignment strategies and contractual arrangements.
- Academic cancer center organizational and funds flow design.
- Multidisciplinary clinical program and service line development.
- Oncology practice mergers and acquisitions.
- Outpatient center operations improvement.
- Population-based market analysis and profiling.
- Physician needs assessment and workforce planning.
- Financial feasibility analysis and planning (e.g., 340B Drug Pricing Program, supporting analysis for Certificate of Need [CON]).
- Physician compensation plans and incentive systems.
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.
Selected Projects
Developing a comprehensive cancer center. Expand Minimize
ECG is assisting a multi-organization planning committee to develop a comprehensive cancer center with dedicated outpatient and inpatient services. We have developed a detailed business plan that includes the key program planning initiatives, such as, program description; management organization, roles, responsibilities, and reporting relationships; market analysis and volume projections; physician and support staff estimates; facilities and capital requirements; quality care and performance measures; and financial projections. The conclusion of this assignment will demonstrate the business case for a cancer-centric hospital, which will be utilized in implementation
Developing strategic and business plans for a comprehensive cancer center. Expand Minimize
ECG assisted a cancer center in the development of a 5-year strategic plan. By working with a faculty advisory committee and over a dozen issue-specific work groups, the final strategic plan included a revised vision and mission statement for the organization, an assessment of internal and external environments, the identification of four major strategic directions, and the development of 50 goals and over 140 specific initiatives that are to be implemented in support of the strategic directions. A sensitivity analysis was also performed, outlining the financial position over the next 5-year period that included a conservative, moderate, and aggressive outlook on the local, state, and national comprehensive cancer center environment.
Evaluating options for developing business relationships between health systems and medical groups. Expand Minimize
Negotiating affiliation agreements between physician practices and hospitals. Expand Minimize
ECG assisted a cancer research center in the development of an affiliation agreement with the school of medicine, the medical center, and a children’s medical center. The agreement out-lined specific affiliation arrangements and responsibilities, fellowships, training grants, and research grants. The affiliation agreement documents the overall operating relationships that would enhance the image of all institutions involved, facilitate the recruitment and retention of high-quality professional staff, and contribute significantly to the cost-effectiveness of patient care, medical education, and research programs.
