This case study concerns relocating rheumatology patients at Duke University Medical Center to a new infusion center located in a physician based treatment setting. The case study follows the managerial decision-making process as it describes how the infusion center treatment site was chosen, how it was set up, how it functions, and what benefits to patient care it provides. A successful site-of-car relocation requires strong managers who are able to weigh objectively alternative courses of action. Moreover, the project champion must be able to distinguish key factors inside and outside the organization and chart the project's course accordingly.
This case study focused on reclassifying infusion therapy space at the University of Arizona Medical Center to a physician-based treatment setting. The study followed the managerial decision-making process as it described how the space reclassification was recommended, adopted, and implemented. A successful reclassification required close attention to organizational structure, administrative policies and responsibilities, and related work-flow processes.
Comprehensive measurement of the effort associated with a procedure, treatment, or project involves a myriad of planned observations and analyses. When accurately synthesized, these measurements show the amount of resources or the level of effort required for the intervention. In an era of unprecedented healthcare cost scrutiny, it is imperative for clinicians to understand and apply these components and methods to program development, budget management, staffing, and cost-to-outcome analysis. Through a series of on-site observations and interviews at in-office infusion centers providing a nonchemotherapeutic biologic therapy, specifically infliximab (Remicade), the investigators were able to isolate and assign value to the multiple factors that contribute to the cost of this procedure. The investigators also were able to establish a process model for clinicians who are inevitably involved in the "business" of healthcare.
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