The Tom Baker Cancer Case Analysis

WASHINGTON ADVENTIST UNIVERSITY

CASE ANALYSIS: Tom Baker Cancer Center

EMERLINE CARRETTE

PROBLEMS

1. Developing and maintaining relationship both internally and externally

2. Quest to implement change

3. access to services and resources

4. cost of maintaining service(cancer)

CAUSES/DIAGNOSIS

1. cancer services were provincially centralized

2. services were not harmonized

3. services were constantly changing

4. relationships amongst staff was complex

EVIDENCE

1. The fragmentation and coordination problems were being experienced by people seeking cancer care

2. Dr. Peter Craighead found himself in the same complex web of external and internal relationship with program and groups across the system

3. He wondered whether the quest to improve whole system of change was even possible given the history of previous restructuring

4. Many of the cancer services were outside the ACB and within Alberta's nine health regions for service delivery domain

ACTION PLAN

- Implementation of clinical program management

- shared program leadership

- establishing partnership

- discussion with ACB, his management team and front line staff about changes

GOALS

- changing relationships and redesigning current roles and resource allocations to the various specialty groups

- analyzing clinical and management performance data to measure clinical and organizational effectiveness

- revising the nursing team model to strengthen communities of practice and career opportunities

- analyzing decision data to support evidence based management and investment decisions on resources and infrastructure

- realigning the senior leadership structure to enable more effective communication-based care

- opening up a conversation with executive leaders of ACB divisions to ensure vision of decisions and standards.

RISKS

- persons reaction to change or one's susceptibility of change

- finding alternative funding for programs