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Cover Story: Cancer Care in 2020

Continued from page 1.
Looking Back: How Baby in this new era of care delivery, they must cial, mental and physical health, and (44%). Successful programs will keep
Boomers Changed Cancer Care focus on: connecting patients with resources that pace with tech advancements, adapting
Delivery 1. Political and Regulatory Changes: can help them manage all aspects from and implementing them into the stan-
Healthcare leaders are acutely aware of • Stay current with proposed and the beginning. It’s also important that dard of care. Examples include just-in-
the impact Boomers have had on our approved coverage of services: CMS, for cancer treatment providers create a con- time digital patient education, integra-
industry over the past decade. Every can- example, is considering expanding cov- nected, integrated care management sys- tion of AI-backed wearables and other
cer administrator knows that the first erage of next-generation gene sequenc- tem that makes the experience for the tools to remotely manage symptoms.
round of Boomers—Americans born ing beyond late-stage cancers to many patient as seamless as possible. • Investing in technologies that pro-
between 1946 and 1964—started turning types of ovarian and breast cancers. A • Better recognize financial toxicity duce cost savings may be equally as
65 in 2001. Most healthcare executives final coverage determination is due in and proactively help patients manage it: important as services that generate rev-
have internalized the staggering statistic early 2020. While awaiting this determi- More than three out of five cancer enue. An example is a digital interface
that 10,000 Baby Boomers will hit retire- nation, cancer programs should perform patients report financial difficulties con- that texts patients on specific days after
ment age every day from now until 2030. internal analyses of current practices, nected to a cancer diagnosis. Cancer starting chemotherapy. The patient is
And while we have known that cancer capacity for expansion and potential treatment is also a stress multiplier that asked, via text message, to take their
risk increases with age, it is estimated impact of change. can contribute to negative outcomes, as temperature and reply with his or her
that by 2030 more than 70% of all cancer • The Safe Step Act of 2019 has the cancer patients are twice as likely to file outcome. The provider is then alerted of
diagnoses will occur among adults older potential to dramatically impact cancer for divorce and nearly three times more temperatures above the established
than 65. As Baby Boomers began entering care delivery. The law seeks to limit the likely to declare bankruptcy which, itself, threshold, allowing them to proactively
that age bracket, increasing their overall use of step-therapy, a practice whereby carries an almost 80% greater risk of implement clinical interventions in the
risk of developing a cancer diagnosis, patients must first try less expensive mortality. ambulatory setting, thereby decreasing
they redefined the profile of a cancer medication alternatives before insurers • Offer more comprehensive services risk to the patient, along with emergency
patient in the process. Their familiarity will cover costlier options. While this in the areas of pain management, integra- department use and hospital readmis-
with and use of technology—along with law has stalled in the House, similar leg- tive medicine (massage, reflexology, sions.
their expectations for a more consumer- islation is in progress in several states. acupuncture, etc.), and cancer-specific • Achieving better clinical assessment
centered healthcare experience— • Presidential executive orders have mental and behavioral health needs: through electronic communication –is
demanded that cancer programs provide the potential to disrupt healthcare deliv- While traditionally these might be seen possible by providing the vocabulary, cre-
whole-person care. ery. Successful organizations will moni- as too costly for providers to take on, ating a safe space for reporting and
The most successful cancer programs tor developments around these proposals they have been shown to improve patient streamlining patient/provider communi-
have: closely to assess and strategize for impact outcomes overall and in turn, lower risk cation.
• Prioritized multidisciplinary care to their established business models. One for unnecessary readmissions and reduce BDO’s Quick Take: Many patients tend
teams that help treat not only the physi- example is the Trump administration’s overall care costs. Early mental health to view their time with their doctors as a
cal effects of cancer, but also the impacts executive order, Improving Price and screening, in particular, is crucial, as can- rationed commodity, or they may be
it can have on patients’ entire lives Quality Transparency in American cer patients with previous mental health uncomfortable bringing up certain ancil-
• Created convenient access to and Healthcare, which led to two new rules conditions are almost twice as likely to lary physical and mental health issues
experiences around care from CMS. The first, recently finalized, is die from their cancer. Contrary to histor- associated with their disease in person.
• Embraced and adapted to the digital already facing legal opposition. If it does ical viewpoints, it is possible to run a Digital support that provides regular
transformation of new technologies, move forward, starting in January 2021, high-quality cancer practice that pro- touchpoints with patients throughout
communication and education, and even hospitals would be required to disclose vides a holistic, patient-centric level of cancer treatment can help make them
clinical care delivery the prices they negotiate with insurance care in a way that’s financially sustainable feel more comfortable mentioning and
• Achieved financial viability through companies and prices they charge for the organization. asking questions around conditions that
tight operational control in response to patients who are paying directly. The sec- BDO’s Quick Take: By addressing arise from treatment.
changing reimbursement models—a top ond rule would require most employer- these areas to create a better holistic
concern for more than one in five (23%) based group health plans to provide esti- patient experience, healthcare organiza- Learn more about transforming cancer
mid-market healthcare CFOs—and com- mates of out-of-pocket costs for covered tions can cultivate important brand care at www.bdo.com/industries/
pounding supply costs, especially related services. markers in an increasingly competitive healthcare/overview.
to drug expenses. BDO’s Quick Take: In this environ- cancer care space.
ment, patients—and integrated care 3. Digital Transformation to Bridge Elizabeth Koelker is Director at The BDO
Looking Forward: Focus Areas arrangements—will favor organizations Care Gaps Center for Healthcare Excellence &
for Cancer Programs that focus on improving the cancer • Artificial intelligence (AI), telemedi- Innovation
As we enter a new decade, cancer pro- patient experience to be a more holistic, cine and patient self-reporting are several
grams should anticipate even greater dis- integrated process. areas that will be key differentiators Contact:
ruption to the status quo. In fact, 33% of 2. Patient Experience: between good cancer programs and top Alfredo Cepero, Managing Partner
healthcare organizations overall are con- • Identify the links between financial, cancer programs. In fact, for seniors 305-420-8006/ acepero@bdo.com
sidering transforming their entire operat- mental and physical health and provide specifically, providers say digital tools
ing model in 2020—with hospitals, the support around them: One of the most like these could mitigate the social deter- Angelo Pirozzi, Partner
primary providers of cancer care, making immediate and high-impact changes hos- minants of health most crucial to 646-520-2870 / apirozzi@bdo.com
up 66% of them. pitals and cancer centers can make is rec- improving elder care: familial support
For cancer programs to be successful ognizing the relationship between finan- (63%) and access to transportation

Tour de Broward Raises More

Than $700,000 to Help Kids and

Families at Joe Dimaggio

Children’s Hospital

The 11th Annual ANF Group Tour de Broward, presented by the Makarov
Foundation, raised $703,642 to expand programs, services, and facilities for kids and
families at Joe DiMaggio Children’s Hospital in Hollywood.
More than 7,000 people attended the event at Miramar Regional Park, participating
in 50 and 100K bicycle rides, a 5K timed run, 3K walk, and the “Power of Play Kid
Zone,” a sports-themed, fun area for children 13 or younger. Among those attending
were current and former patients/families, teams of fundraisers, and participants
dressed in festive outfits and displaying inspirational messages.
In its 11-year history, Tour de Broward (www.tourdebroward.com) has raised more than $5.1 million for pediatric healthcare in South Florida.
“There is nothing more important than working to improve outcomes for sick children and their families, and for almost 30 years, Joe DiMaggio Children’s Hospital has
been helping families as they face some of the most challenging moments of their lives,” said Igor Makarov, founder of the Makarov Foundation, Tour de Broward’s presenting
sponsor. “Supporting this year’s event is an honor for me, as both a former professional cyclist and a lifelong advocate for children’s welfare. With the help of the community,
the hospital will be able to double its capacity and help even more children over the coming years, and I look forward to supporting this expansion.”

46 March 2020 southfloridahospitalnews.com South Florida Hospital News