New Organizational and Funds Flow Models for an Academic Cancer Center

Abstract

The clinical impetus to develop cancer centers has been the recognition that many cancer patients require a comprehensive treatment plan coordinated across multiple specialties. Developing an effective organizational and financial structure among the multiple entities that comprise an academic cancer center has, however, been a challenge. The authors describe an effort to realize a sustainable clinical operation at the University of Michigan Comprehensive Cancer Center (UMCCC) by developing an appropriate management structure and financial model. The modified organizational structure established a clear line of administrative authority and held faculty members accountable for their effort in the UMCCC. A unified budget aligned financial incentive among all stakeholders to increase efficiency, revenue, and margin. The authors report preliminary financial evidence of the success of the new managerial structure.

Konzentrationstendenzen in der stationären onkologischen Versorgung nach Einführung von Diagnosis-Related Groups in Deutschland

“…Inwieweit dies zutriff t, kann hier nicht abschlie ß end beurteilt werden. Aus medizinischer Sicht scheint jedoch die onkologische Versorgung von einer integrierten Versorgung an ausreichend interdisziplin ä ren Zentren zu profi tieren [11] . Das v ö llige Ausbleiben von Effi zienzvorteilen (wie auch die Vermeidung von Komplikationen und entsprechenden Auswirkungen auf Verweildauern) an onkologischen Zentren ist den Autoren nicht bekannt.…”