Integrated oncology operational dashboard for clinical and operational quality improvement.

Abstract

588 Background: MaineHealth Cancer Care Network, comprised of nine member and two affiliate cancer centers, provides care to more than 70% of analytic cancer cases in largely rural south-central Maine and eastern New Hampshire. To drive high quality and performance and harmonize care across the network, an integrated operational dashboard was created. Methods: A team of clinicians, operational leaders and business intelligence analysts identified improvement goals across clinical and operational domains. Using a Microsoft Power BI platform, an integrated dashboard with extracts from various non-interoperable data sources were migrated together to illustrate all relevant metrics. Divided into five pages, the Summary page allowed for a high level visualization of financial improvement metrics across the service line. The Growth page included trends of template utilization, provider access, encounter and financial statistics. The Service Excellence page measured diagnosis to treatment times, new patient volumes, timely chart completion rates and provider net promoter scores. Lastly, the Innovation and Transformation page measured clinical trial accruals, use of Epic TNM staging (Epic Systems, Verona, WI), Clinical Pathways (Elsevier, Amsterdam, NL) and use of NCCN distress thermometer for patient assessment. All data was searchable based on chosen fiscal years, practice locations and provider names with automated monthly data refreshes. Dashboard access to clinical and operational staff with monthly reviews drove performance improvement. Results: Since creation in January 2023, dashboard has been leveraged to improve structured Epic TNM staging by medical oncology providers from 46.9% in FY22 to 53.4% in FY23. Time to treatment data has helped identify process bottlenecks. Provider productivity metrics have been used to launch a compensation reform program incorporating production based incentives and improve patient access. Information transparency has improved team engagement and ownership. Conclusions: High quality cancer care delivery requires equal attention to clinical and operational metrics. In most organizations, this data is siloed across disparate software platforms with limited visibility and access to care team members, impeding quality initiatives. Implementation of the system-wide integrated quality dashboard has led to tangible improvements in care delivery and provider engagement. Additional work to incorporate provider well-being data is underway.