Service provision model international oncology group oncology clinic Astorga
Table of Contents
1. INTRODUCTION
2. STRATEGIC PLATFORM
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MISSION
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VISION
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VALUES AND PRINCIPLES
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PREMISES
3. OUR CERTIFICATIONS
4. OUR SERVICES
5. WHAT IS OUR ADDED VALUE IN THE COMPREHENSIVE CARE MODEL?
5.1. COMPREHENSIVE CARE PROGRAM FOR CANCER PATIENTS
5.1.1. DEVELOPMENT OF THE CARE MODEL
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INCOME
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ATTENTION
DISCHARGE AND FOLLOW-UP
6. EVALUATION OF THE PROVISION MODEL
7. REVIEW BY MANAGEMENT
8. ANNEXES
9. TRACEABILITY OF EXCHANGES
10. ACKNOWLEDGMENTS
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ASTROGA ONCOLOGY CLINICAL CARE MODEL
1. INTRODUCTION:
The definition of the care model of the Astorga Oncology Clinic is based on the premise of comprehensive management of patients with solid and hematological malignancies, with a humane and close approach that allows us to impact not only the patient's pathology, but also generate the greatest possible well-being for him, his family and the environment in which he develops; trying to understand the disease process, its specific treatment and its consequences. All within the framework of respect for their decision-making capacity and respect for their dignity and that of their family, through accessible, timely, comprehensive, decisive and empathetic care.
To achieve this comprehensive care model, the Astorga Oncology Clinic has its processes defined and disclosed, with levels of responsibility and roles disclosed to all healthcare and administrative staff. This is supported by an infrastructure that meets all the quality criteria defined in the standard and above that place us at the forefront of the care of oncological pathologies and documented procedures based on the best available scientific evidence, to carry out this purpose. Synchronization is required not only between the different actors, but also within the organizations the complete articulation between their processes and services, thus achieving the integral management of the patient.
Through our Comprehensive Care Program for Cancer Patients (PAIC), we manage to articulate all the care of our users from their first access to their referral and effective and controlled counter-referral to other services or providers related to their diagnosis and care. This model goes beyond our institutional doors, monitoring the user and their family with recommendations at home and monitoring their evolution; All of the above framed in a philosophy of continuous improvement, safe care and human, close and personalized treatment that sets us apart.
1. Astorga Oncology Clinic care model
The Model is designed in a circular approach that allows to recognize the user, his family and the environment where it develops as the center of attention, which has needs that must be satisfied and expectations that must be corrected, for this, the articulation between the different actors of the health system starts as a premise in this model.
The Benefit Plan Administrator Company (EAPB) will be in charge of assigning the primary provider to the affiliated population to guarantee access to health services, in the event that the user requires to be referred to a higher level of complexity or to a provider different from the Astorga Oncology Clinic according to health needs, these will be referred through the Comprehensive Health Care Routes to the providers that make up the Integrated Care Network
of the insurer.
In conclusion, the Clinic's care model is based on articulation with the EAPB care network, through admission, care and discharge and/or monitoring of the population assigned for health care.
At the time of admission, the needs, risks, preferences, expectations, values and beliefs of the patients and their families are identified and thus the care process begins. During care, the user and their family flow through a set of care processes and procedures, duly articulated with each other to guarantee a response to their needs, risks, preferences and expectations. In this sense, care processes include the simultaneous operation of clinical management actions aimed at achieving the best possible results for the user and risk management actions that contribute to guaranteeing patient safety and control of other risks present. during the provision of health services. Discharge and follow-up make it possible to conclude the care cycle in a pertinent manner, which should lead to obtaining the expected results, which will be expressed through a set of indicators that make it possible to support the achievement of significant clinical results for the patient, his family and the patient. environment, risk control and user satisfaction.
2. Strategic platform
MISSION
We provide services to adult patients with Solid and Hematological malignancies, through Chemotherapy, Radiotherapy, Diagnostic Imaging, Surgery, Hospital Admission and Clinical Research treatments, with the best technology available in the region and supported by timely diagnosis, through the application of high standards. of quality, guaranteeing comprehensive care, respecting the life, decisions and dignity of the person and their family.
VISION
To be recognized by the year 2025 as the most innovative and scientific institution in the management of adult patients with Solid and Hematological Neoplasms, and a benchmark for all of Latin America, framed within the concepts of comprehensiveness, accessibility, opportunity, safety, relevance, continuity, satisfaction and generation of knowledge through Clinical Research.
VALUES AND PRINCIPLES
▪ ETHICS IN THE MANAGEMENT OF THE PATIENT: the patient will receive everything necessary for the management of his disease.
▪ HONESTY: performing upright, upright and truthful acts.
▪ INDUSTRY: being diligent and punctual in the application of treatments.
▪ SOLIDARITY: offering communion of interests with responsibility for participation on a large scale.
▪ RECOGNITION OF THE PERSON AND OF HUMAN DIGNITY: respecting life regardless of cultural, religious or economic level.
▪ SATISFACTION: improving confidence in the bond of the health professional with the patient and his family.
▪ MORAL: ensuring that the life unit of the health professional is integrated with the common good and natural law. Passionate about being able to do bioethics.
▪ SOCIAL IMPACT: maturing a responsibility with the community, achieving a fair service to those most in need.
▪ FAIRNESS WITH THE USER: respecting the right and duty to be informed, listened to and participate in decision-making.
▪ JOY: it is attention to the user based on words, gestures or acts with which joy is expressed.
PREMISES.
▪ PROFESSIONALISM in an ideal service with humanity, love and quality.
▪ OPPORTUNITY in easy access to the service of the specialized professional.
▪ INTEGRALITY in the accompaniment and palliative care for the benefit of the quality of life of the patient and their families.
▪ RELEVANCE in the information, treatment, motivation and education of patients and relatives.
▪ TIMELINESS in handling based on the best available scientific evidence.
▪ DILIGENCE in services and in second opinions for problem cases.
▪ PRUDENCE in giving criteria, encouraging, defending and strengthening the duties of the patient and their relatives.
3. OUR CERTIFICATESFICTIONS
● Certified by the firm Bureau Veritas S.A. in ISO 9001 from 2005 to date.
● We have a Mixing Center that has state-of-the-art equipment, certified by INVIMA in Good Manufacturing Practices with a scope that includes the adequacy and adjustment of doses of oncological and non-oncological drugs and repackaging of solids.
● It has the Biosecure Installations Certification since 2021 with ICONTEC.
● The clinic has been recognized by the Medellín Council under Resolution 2015 – 072 of October 2015, for excellence in the provision of Oncology services.
4. OUR SERVICES.
The Astorga Oncology Clinic offers the following duly authorized services.
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External consultation at:
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Pain and palliative care.
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Hematology.
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Clinical Oncology.
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Breast surgery and soft tissue tumors.
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Oncological Gynecology.
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Oncological Orthopedics.
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Oncological hematology.
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Oncologic surgery.
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Radiotherapy.
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Head and neck surgery.
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Oncological Urology
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Plastic surgery
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Anesthesiology
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General medicine
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Nursing
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Diagnostic Aids and Therapeutic Complementation:
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Chemotherapy.
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Pharmaceutical service.
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Ultrasound – Non-ionizing images.
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X-rays, Mammography, Tomography -- Ionizing Images.
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Radiotherapy.
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Sterilization.
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Hospital admission:
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Adult Intensive Care Service
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Adult Intermediate Care Service
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Hospitalization.
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Surgery Service:
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Breast surgery and soft tissue tumors.
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Oncological Gynecology.
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Oncological Orthopedics.
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Oncologic surgery.
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Head and neck surgery.
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Oncological Urology
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Plastic surgery
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Anesthesiology
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5. WHAT IS OUR ADDED VALUE IN THE COMPREHENSIVE CARE MODEL?
The care model of the Astorga Oncology Clinic is based on:
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Comprehensive patient care through the Comprehensive Care Program for Cancer Patients (PAIC)
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It seeks closer proximity to the user and greater monitoring of their state of health.
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It has a pharmacotherapeutic follow-up program: We carry out personalized induction before treatment by both the Nursing area and the Pharmaceutical Chemist.
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Provides Humanized Care.
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We have an Institutional Policy that is characterized by generating a culture of risk prevention, identification, assessment and control.
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Awareness of the user, his family, decisions and his dignity.
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Results in favor of improving the quality of life of our users, family and environment.
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We have highly motivated personnel, with high technical knowledge in each of the disciplines, who, through a process of understanding the clinic and organizational goals, thus provide comprehensive and effective solutions to patients, families, insurance entities, and other interested parties.
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The goal of the Astorga Oncology Clinic is the achievement of high quality standards that allow it to increase its competitiveness and remain in the environment, for this reason it works hard in the National Accreditation process.
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We are in a constant evolutionary process through all our processes and especially our Research process that promotes the generation and transfer of scientific knowledge, the basis of our attention in the disciplines that apply to our mission objective.
5.1. COMPREHENSIVE CARE PROGRAM FOR CANCER PATIENTS
The Astorga Oncology Clinic has a care model that allows the user and their family to have a treatment plan agreed upon by the different specialists that make up the Clinic's portfolio, taking into account the parameters of evidence-based medicine following the treatment guidelines for the main reasons for consultation and bringing to the medical decision-making board all those complex cases that require interventions that fall outside the parameters of Evidence-Based Medicine for the benefit of patients and which do not have to be subject to the collection of this, topics such as pharmacological surveillance, patient safety and others are analyzed.
The Comprehensive Care Program for Cancer Patients (PAIC) focuses on providing comprehensive support to patients, which includes order processing, training, and follow-up. A Staff is held to discuss the pathology of the patients. There is a policy of continuous improvement, there are duties and rights of users, code of ethics, patient safety manual and other institutional policies deployed throughout the Organization. The PAIC program is clear about what type of patients and users the service is provided to, how the care protocols should be, it has the personnel, resources, infrastructure, processes, validations and controls that are needed to attend to the provision and evaluation of the service. service, likewise ensures the competence of healthcare personnel, for which some job profiles have been defined.
5.1.1. DEVELOPMENT OF THE CARE MODEL:
As mentioned above, the care processes in the clinic have 3 major moments: admission, care, and discharge and/or follow-up. The characteristics that these key moments must have in the different healthcare and administrative processes that are developed are described below, so that they are consistent with the principles of care centered on the user, family and environment, comprehensiveness in safe and humane care. , framed in the Quality Management System as articulator of processes. These characteristics will become explicit in the documentation of the procedures and instructions that develop each care process.
INCOME:
The interaction with patients and users begins from the very moment that the EAPB assigns a population for attention by the Astorga Oncology Clinic according to the needs, expectations, supply and demand and the installed capacity, subsequently and activating the Route of Comprehensive Health Care proceeds with the addressing and entry to our facilities, since through our Comprehensive Care Program for Cancer patients, PAIC, it is intended to achieve an integration of all the procedures related to patient care, such a way that the greatest opportunity and relevance for its management is achieved.
In accordance with the care approach centered on the flow of the patient, it is necessary to guarantee the user's timely access to the services they require, and for this it is necessary to intelligently modulate the supply / demand relationship and manage access, so that the user who requires highly complex services can enter without barriers, both from their family and community environment (spontaneous demand), and from the service network (patient referred to outpatient or emergency services). In both cases, it is necessary for the Clinic to be able to correctly identify the users who actually require highly complex services with minimal access barriers, while guaranteeing that those who require less complex care are referred to the institutions established by its network to provide said attentions. This commitment includes, among other actions, the coordination of guidelines with the EAPB and the IPS with which it operates in a network, strengthening of the emergency classification systems, including the management of the sufficiency of the personnel and the retraining of the responsible professionals. thereof. Once it is determined that the user's need for care does correspond to the complexity of the authorized services, the administrative and assistance staff will proceed with a prompt and timely admission that, as far as possible, guarantees:
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That the user be located and programmed by the PAIC, except in cases of spontaneous demand to the emergency services and diagnostic support. In the case of scheduled outpatient services (outpatient consultation, surgery, diagnostic images, laboratory, among others), this commitment implies making agreements with the EAPBs to prevent the patient and their family from having to personally manage their appointments. In this sense, a permanent and continuous communication will be sought between the Clinic and the EAPB and so that it is the clinic that calls the users and coordinates with them the date and time of care, in order to avoid unnecessary travel. In the same way, the service network requires the agreement and adoption of clear service routes according to the risk groups defined in Resolution 3202 of 2016, which allow an agile flow of users from low- and medium-income institutions. complexity with total transparency of information for everyone involved.
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Assignment of appointments with specialists with an opportunity appointments 8 days. Opportunity standards have been defined for assigning appointments for the different specialized consultations and oncological procedures.
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Application of chemotherapy treatments, immunotherapy and special medicines with an opportunity of 2 days.
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24-hour user helpline: permanent information system that allows access to the patient 24 hours a day, in order to channel and manage the needs required by the latter in an efficient and timely manner.
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An active and permanent management that identifies and eliminates access barriers and keeps entry procedures to the minimum possible.
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The comprehensive assessment of the user's needs and risks when arriving at each new service, in accordance with institutional guidelines, including medication reconciliation, and the identification of the preferences, values, and expectations of the patient and his family.
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The formulation of a comprehensive care plan, consistent with the needs, risks, preferences, values and expectations, identified in coordination with the user and their family. This plan must include not only the actions in charge of the healthcare personnel but also those that are the responsibility of the user and his family.
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Effective communication with the user and their family to keep them informed of the entire care process, and humanized care in each of the actions carried out during admission.
Our opening hours:
The Astorga Oncology Clinic has a system for assigning appointments for specialized consultations and oncological procedures, which is operated by the institution's own personnel.
ATTENTION:
As mentioned above, during the care processes, the institutional guidelines on clinical management and risk management will be executed simultaneously. During care, the user and their family flow through a set of care processes and procedures, duly articulated with each other to guarantee a coordinated response to their needs, risks, preferences and expectations.
In terms of clinical management, the necessary incentives will be established so that each functional unit concentrates on delivering a service that responds in a timely, pertinent, continuous and effective manner to the needs of the patient. When necessary, each functional unit will articulate dynamically with the other units required for patient care. In this way, the dynamics of waiting for the patient to come to request a service and to focus on attracting patients to the service they require is changed.
Mechanisms will be adopted to guarantee that patients can flow quickly through the services they require, until their needs are satisfied and their expectations exceeded. For this to be possible, the interdisciplinary health team will carry out the care actions provided for in the comprehensive care plan, subject to clinical practice guidelines (CPG), protocols, instructions and clinical procedures based on the best available scientific evidence, with criteria of efficiency, relevance, technical-scientific rationality and continuity.
The Referral and Counter-referral process is intended to ensure the continuity of care that the patient requires and that the service is not available internally in the clinic. For this we have strategic alliances with recognized care and diagnosis institutions that support our care.
DISCHARGE AND FOLLOW-UP:
Once care has been completed in any of the care processes of the institution, either because the pertinent actions have been carried out, as in the case of outpatient and diagnostic support services, and/or because the patient meets objective criteria for discharge or for their transfer to another service or institution, the personnel responsible for care will fully inform the user and his family about care after discharge and the administrative procedures to follow. In this context, the greatest possible number of actions that can be assumed directly will be coordinated and executed, in order to avoid that the user and his family have to face complex procedures that in many occasions threaten the continuity of the care process. When this is not feasible, the Comprehensive Care Program for Cancer Patients (PAIC) will ensure that it provides the best possible guidance so that the user can assume these procedures more easily.
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EVALUATION OF THE PROVISION MODEL.
As part of the Self-control process in processes and services, there is a control panel of monitoring indicators (opportunity indicators in attention) of the operation and risk management, whose objective is to contribute to the control and continuous improvement through the analysis of the results and establishment of improvement plans that impact the deviations found.
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REVIEW BY MANAGEMENT.
As an important component of our integrated management system, there is also the Management Review whose inputs constitute analysis elements that contribute to the continuous improvement of our processes. Within the information that feeds this review we have:
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Results of the audits to the processes.
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Customer feedback.
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Satisfaction Results.
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Results of the Complaints, Suggestions and Congratulations System.
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Process performance.
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Status of corrective and preventive actions.
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Follow-up actions.
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Changes that may impact the Management System.
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Recommendations for improvement.
Prior agreement with the contracting entity, the periodicity of meetings will be defined to monitor the execution of the contract, as well as the rate of use of the services and performance indicators in general in order to evaluate the results in health, technical, operational quality and financial results.
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ANNEXES
