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
Below is a summary of some past projects that fellows have worked on over the past few years during their fellowship at MD Anderson:
- 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.
- Completed an assessment of cash collection practices in the four Regional Care Centers to ensure consistency and institutional compliance.
- Participated in weekly meetings and observations examining organizational readiness for implementation of medication bar code technology.
- Produced process flows of the new patient intake process in two multidisciplinary care centers.
- Analyzed the change order costs associated with major institutional construction projects.
- Developed a cost-benefit tool for Integrative Medicine programs.
- Managed the development of an institutional float pool of Mid-Level Providers.
- Aided in improving efficiency and patient throughput for the Diagnostic Center.
- Developed a pricing structure for Physician Relations’ Advisory Services.
- Managed a Quality Improvement project in the Gynecological Cancer Center to improve patient enrollment in research protocols.
- 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.
- Developed a governance structure, implementation plan and white paper in support of institutional participation in the National Surgical Quality Improvement Program.
- Partnered with the Department of Internal Audit to develop institutional charge capture metrics and risk assessments.
- Conducted Six Sigma projects focused on increasing palliative care regiment compliance rate and improving efficiency/patient flow for diagnostic center at the Ambulatory Treatment Center.
- Developed operational needs and staffing plans for pharmacy and nursing by leading coordination and information integration from content experts in Banner extension project white paper.
- Completed business plan for 2nd linear accelerator and high dose rate brachytherapy for Bay Area Regional Care Center.