Eugene B. Cone, MD
Fellow, Combined Harvard Program in Surgical Urological
Oncology
PGY 7
01/22/2020
Eugene B. Cone, MD |
One of the highlights of practicing as a surgical urological
oncology fellow at Mass General Brigham is the readily available
multidisciplinary care. Unfortunately such care is often described as only
possible in the “Ivory Tower” of academic medicine. Dedicated Multi-D clinics
are far less efficient as measured by patient throughput than their
single-specialty counterparts (at least for urologists), and resource intensive
to coordinate and staff within a single hospital.
One of our cases in the Harvard Business School’s Value
Based Healthcare Delivery course centered on the Martini Klinic, an Integrated
Practice Unit (IPU) focusing on prostate cancer in Germany. Working through
this case was a highlight of the course for me, as it prodded me to more closely
examine the logistics of multidisciplinary care and how it could be applied in
the US.
The Martini Klinic’s IPU brings together surgical, medical,
and radiation oncologists, along with care coordinators, nurses, and
specialized therapists in one physical plant, all focusing on the care of
patients with prostate cancer. By focusing at scale on one disease (~2500
prostatectomies per year), they are able to economically centralize all
relevant resources while achieving better-than-benchmark oncologic and functional
outcomes – a win-win for clinicians and patients.
As a clinician with direct responsibility for the care of
prostate cancer patients, this has been inspirational, and I am now hard at
work trying to map out what this type of model might look like in the US’s
current fee-for-service environment. At its core would be leveraging regional
referral network to centralize the care of prostate cancer, achieving scale and
optimizing outcomes. As I begin to research my future job and practice
opportunities, the lessons learned in HBS classrooms and studying the Martini
Klinic specifically will guide me going forward.
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