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Project Work

The MD Anderson Hospital Administrative Fellowship Program allows the fellows to learn how to work both independently and as a member of multidisciplinary team through project-based work. At MD Anderson, the fellows are assured that the quality and caliber of projects build the specific skills needed by healthcare administrators. From day one, fellows are treated with respect as a professional or colleague, and not merely as a student or intern. 

Fellows’ projects are evaluated for skills development in one of the following core administrative competencies:

  • Governance and the Organization
  • Planning and Marketing
  • Human Resources
  • Financial Asset Management
  • Plant and Facility Management
  • Healthcare Information Systems Management
  • Quality Assessment and Improvement
  • Government Regulations and Law
  • Organizational Arrangements and Relationships
  • Education/Research/Ethics

Project deliverables in the past have included presentations, written papers, proposals, business plans, budgets, etc.

With the concentration option, incoming fellows have the opportunity to participate in operational projects aligned with the area of interest selected. The intent of this approach is to increase fellows’ exposure to detail-rich projects consistent with their career goals.

Past Projects

Past projects by administrative fellows include:

  • Evaluated current department staffing models in five clinical support services departments and created "toolkits" with productivity metrics that assessed staffing levels
  • Collaborated with Global, Physician Relations and Marketing to provide recommendations for developing a physician and referral relationship strategy with the Albert Einstein hospital located in São Paulo, Brazil
  • Evaluated data in the Division of Surgery and recommend solutions to reduce delays in the operating room, within constraints of Joint Commission compliance
  • Created a model that assessed the “Economic Value” of referring physician relationships by quantifying the financial return associated with the successful establishment of positive relationships with the organization’s referring physician base
  • Established a business plan for Diagnostic Imaging to add an additional MRI machine
  • Developed an analysis for the decreasing volume of genitourinary patients treated at the Proton Center and provided recommendations on improving genitourinary volumes in the future
  • Led a process improvement project in the Diagnostic Imaging Department that eliminated different workflow barriers associated with the radiologists’ day to day operations
  • Worked directly with CMS contractors in the development of a quality measures reporting program for PPS-exempt cancer centers
  • Developed an acuity based productivity measurement system in rehabilitation services
  • Conducted a post-implementation business plan review of the OR Leica microscope
  • Completed a needs assessment of patients, faculty, and staff in partnership with the Hilton School of Hotel Management to improve patient experience in Diagnostic Imaging facilities
  • Collaborated with sub-committee of Clinical Area Directors and performance improvement representatives to develop and implement patient satisfaction strategies in outpatient clinics
  • Conducted an operational analysis of Intensive Care Unit to identify potential preventable causes for prolonged ICU stays; included daily case management rounds, data analysis, and presentations to ICU leadership and management
  • Performed detailed analysis of reusable vs. disposable linens in the operating room in regards to staff preference, patient safety, and cost benefit; included operating room observations and administering surveys to staff
  • Process improvement project around reducing wait times and improving cycle times for leukemia patients in the Leukemia Fast Track Lab
  • As a part of the institutional Telemetry workgroup, constructed a business plan for the investment in a $4.5M project incorporating Telemetry services and overhauling existing bedside monitoring services across 450,000 sq. feet of inpatient space spanning two inpatient towers, Emergency Center and Pediatrics
  • Aided in the institutional roll-out of Televox house calls appointment reminder system by presenting to various clinics the system functionality and process/workflow changes that would be expected
  • Led a nine member multi-disciplinary project team to analyze, assess and design a standardized process for documenting, notifying and reporting of patient test results (Labs, path and DI reports) ordered by Gynecologic Oncology Center providers. Developed an electronic system for capturing documentation of patient notification of abnormal test results within ClinicStation
  • Collaborated with Physician Relations to develop physician growth and reputation plans for priority clinical care centers
  • Coordinated and created a detailed operations manual for the Regional Care Centers
  • Participated in all the steps of the contract sourcing process including membership on the Request for Proposal committee, development of scope of work, site visits, vendor selection, and presented an outline of the process and analysis to executive leadership
  • Assisted with the research, planning, and process mapping for the re-design of the International Cancer Assessment Center
  • Participated in piloting Dr. Robert Kaplan’s Time-Driven Activity-Based Costing Methodology which assigns cost and time estimates to patient care activities while allocating overhead drivers. By obtaining relevant and accurate cost information for the cancer care cycle based on actual resource consumption, the organization will be able to develop bundled payment models and identify underutilized capacity within the system
  • Identified inefficiencies in the charitable activities approval process; managed execution of IT project, leading to a decrease in resource consumption
  • Performed an external assessment identifying best practices for accurately capturing referring provider information. Participated in the Clinical Safety & Effectiveness Program to increase the capture rate of involved provider information
  • Produced process flows of the new patient intake process in two multidisciplinary care centers
  • Developed a pricing structure for Physician Relations’ Advisory Services
  • Facilitated the Department of Clinical Ethics in the development of a market survey, departmental mission, vision and values statements; assisted in the development of a strategic direction
  • Collaborated with Clinical Informatics and the Chief Medical Officer in refining physician order sets for the computerized physician order entry (CPOE) program
  • Developed a model for transforming care at the bedside using the Toyota Lean Technology in the medical and surgical units that resulted in improving the quality of patient care and patient service, building more effective care teams, improving staff satisfaction and retention and achieving greater efficiency
  • Developed a market feasibility study for the Radiology Oncology Department; analyzed potential market penetration of satellite facilities in east and southwest Houston
  • Actively participated in Joint Commission surveying rounds; shadowed ambulatory surveyor during four-day review period. Gathered and delivered daily feedback of institutional compliance to executive team
  • Partnered with the Department of Internal Audit to develop institutional charge capture metrics and risk assessments

© 2014 The University of Texas MD Anderson Cancer Center