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Navigating the Future of Oncology Care: Trends and Innovations for 2024
One of the anticipated trends in health care for 2024 is the continued shift from a fee-for-service model to value-based care (VBC), focusing on the delivery of quality outcomes. This trend goes hand in hand with other anticipated trends of increased patient-centered care, such as the incorporation of artificial intelligence and machine learning in diagnostics, and the utilization of genomic profiling, allowing for more personalized treatment plans to be administered based on an individual’s genetic makeup.
Our two featured articles in this issue support these anticipated trends. The first featured article presents how the thoughtful implementation of a multidisciplinary team (MDT) model can improve patient survival and outcomes, as well as improve patient satisfaction and quality of life. MDTs deliver a clear clinical, scientific, and educational value proposition. The authors propose that use of the MDT model is a key component of cancer care pathway development when considering the increasing complexity of cancer care, including the shift toward more personalized treatment approaches.
Our second feature looks at the provision of VBC from a different perspective: the barriers to VBC. Theresa Dreyer, MPH, cites the actual vs anticipated participation in the Centers for Medicare & Medicaid Services Enhancing Oncology Model (EOM), which was designed to expand oncology’s footprint in VBC as a successor to the Oncology Care Model (OCM). Compared to the 190 practices that participated in the OCM, just 44 practices had enrolled in the EOM on the program’s July 1, 2023, launch date. Dreyer notes three central factors that drive practices’ decision not to participate in the EOM, despite having built enhanced treatment pathways and VBC infrastructure through the course of the OCM: (1) the immediate downside risk in an uncertain financial climate, (2) inadequate risk adjustment that does not provide sufficient reimbursement for medications administered, and (3) an onerous reporting burden. Dreyer concludes that correction of these barriers would strengthen the EOM program for all oncology practices by more accurately measuring performance and rewarding oncology practices for delivering high-quality, appropriate patient care.
Value-based care is also touched on in our recurring columns. In the Engaging Payers column, Lili Brillstein, MPH, discusses the need to engage specialists and integrate specialty care with more established primary care models to support comprehensive, collaborative care delivery. The Trending From ACCC column highlights the need for electronic health record integration to effectively facilitate timely and comprehensive biomarker testing. Finally, in the Transformative Employer Trends column, F. Randy Vogenberg, PhD, talks about the internal development, implementation, and training of staff on the use of care guidelines. He describes how many organizations may seek outside consultant groups to further develop and support their care guidelines. However, it is possible that recommendations by outside organizations may result in unanticipated end goals that could impact patient care. MCG and InterQual, two market leaders who specialize in managing commercial insured populations, are used as examples. Dr Vogenberg’s conclusion is that while the goal of ensuring timely and appropriate care to the right patient at the right time remains a standard applied across all stakeholders involved in health care, the stakeholder perspective and responsibilities within the care ecosystem could be misaligned to the patient care goal.
The Journal of Clinical Pathways is always open to receiving your submissions highlighting your work and research in the space throughout the year. Manuscripts can be submitted at editorialmanager.com/jclinpath.
