Organizing and implementing a multidisciplinary fast track oncology clinic

Abstract

Quality problem

Patients with gastrointestinal malignancies often need multiple appointments with different medical specialists, causing waiting times to accrue.

Initial assessment

In our hospital, care is organized in a sequential manner, causing long waiting times. To reduce this, a fast track outpatient clinic (FTC) was implemented.

Choice of solution

The FTC was organized within the hospital’s existing structure. Patient centered care was achieved by ensuring that the medical specialists visit the patient, implementing nurse coordinators and considering patient wishes and co-morbidities when formulating a treatment plan.

Implementation

A mandate from the board (Top-down), ensured cooperation between different medical departments and a change in resource allocation (i.e. medical staff); a horizontal clinic across a vertical departmental structure. Brainstorm sessions between the departments led by two physicians who were going to work at the FTC (Bottom-up), assured a swift implementation of the FTC.

Evaluation

Since implementation in 2009, patient influx has tripled. Waiting time for an appointment and start of treatment was reduced from 2–4 weeks to 6 working days and from 12–14 weeks to 17 working days, respectively. This was achieved by re-allocating recourses, but without increasing existing resources.

Lessons learned

The combination of a top-down and bottom-up strategy ensured participation from all involved departments, a strong foundation and a shared vision on patient centered care. The FTC facilitates sharing information between different medical specialists through both proximity and a shared electronic patient record. The implementation of the FTC comprises a change in organization, but not a change in structure.

patient centered care, interdisciplinary health teams, hospital organization, quality improvement, rapid diagnostic assessment oncology clinic