New organizational and funds flow models for an academic cancer center.
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.
Spahlinger
David A
DA
University of Michigan Medical School, Ann Arbor, Michigan 48109, USA. dspahlin@umich.edu
Pai
Chih-Wen
CW
Waldinger
Marcy B
MB
Billi
John E
JE
Wicha
Max S
MS
D000046:Academic Medical Centers / Q000458:organization & administration*; D002017:Budgets; D008824:Michigan; D017146:Models, Organizational; D008962:Models, Theoretical; D009369:Neoplasms; D012109:Research Support as Topic / Q000458:organization & administration*