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Publication
Featured researches published by Dean H. Gesme.
Journal of Oncology Practice | 2011
Dean H. Gesme; Marian Wiseman
Clinical pathways are detailed, evidence-based processes for delivering cancer care for specific patient presentations. Some oncologists have embraced clinical pathways, while others resist.
Journal of Oncology Practice | 2010
Dean H. Gesme; Elaine L. Towle; Marian Wiseman
Physicians may reason that their energy, education, and training should be focused on patient care and research, whereas staff education should be the responsibility of practice managers. But physicians have an important role in staff development.
Journal of Oncology Practice | 2010
Dean H. Gesme; Marian Wiseman
Learn what it takes to overcome the status quo and implement change because stagnation can jeopardize the future of your practice.
Journal of Oncology Practice | 2010
Dean H. Gesme; Marian Wiseman
With practice expenses increasing, boosting reimbursement from private payers is one way to stay in business. But successful negotiation is easier said than done.
Journal of Oncology Practice | 2011
Dean H. Gesme; Marian Wiseman
Specializing in a particular type of cancer is one way to manage the explosion of knowledge in oncology. What would subspecializing mean for practitioners, patients, and the community?
Journal of Oncology Practice | 2011
Dean H. Gesme; Marian Wiseman
Studies have shown that patients want their doctor to talk to them about their advance care plans, and they want that discussion sooner rather than later.
Journal of Oncology Practice | 2011
Dean H. Gesme; Marian Wiseman
Patients with cancer are often burdened by financial stresses during treatment. The presence of a financial counselor can help alleviate these concerns for both patients and providers.
Journal of Oncology Practice | 2009
Roberta Buell; Dean H. Gesme
This survey attempts to quantify the costs of applying for patient assistance programs, which oncologists say too often involves weeks of paperwork, repeated telephone calls, and bureaucratic delays.
Journal of Oncology Practice | 2011
Dean H. Gesme; Marian Wiseman
Yours may be among the many oncology practices without an appropriate performance review system in place. Lack of an effective evaluation system increases the risk of inefficiency, poor office morale, and high turnover rates.
Journal of Oncology Practice | 2016
Nicole L.W. Hartung; Rhonda M. Henschel; Katie B. Smith; Dean H. Gesme
PURPOSE Implementation of a co-management services agreement (Co-MSA) creates agreed-upon cancer care delivery quality metrics, a forum for discussion of service line oversight, and virtually integrated care without institutional employment of oncologists. The goal of this project was to demonstrate that a Co-MSA improved predefined quality metrics and provided enhanced communications between a health systems oncology service line and a group of independent oncologists. METHODS Iterative planning discussions were scheduled biweekly over an 18-month period. Contractual, quality, and clinical data with benchmarking were considered in the creation of the Co-MSA. Review of the first years implementation occurred through examination of the metric achievements and qualitative themes that arose through committee meetings, clinical implementation processes, and cross-organizational discussions. RESULTS Metrics designed for the Co-MSA included improved adherence to the breast cancer, colon cancer, and non-small-cell lung cancer level I pathways; improvement of the medical oncology physician communication component of the hospital systems Hospital Consumer Assessment of Healthcare Providers and Systems survey scores; and increased delivery of survivorship care plans to appropriate patients. Nonquantifiable themes from the first year of implementation included the need for technology to collect data, both organizations needing a wider understanding of quality improvement techniques, and a need for greater executive leadership involvement. CONCLUSION In its first year, the Co-MSA resulted in improvement of the delivery of survivorship care plans and adherence to value pathways powered by the National Comprehensive Cancer Network. Improvement of Hospital Consumer Assessment of Healthcare Providers and Systems scores did not occur.