Strategic planning to transform pancreatic cancer care: A comprehensive interdisciplinary roadmap.

Abstract

e13570 Background: Comprehensive interdisciplinary coordinated care is essential for optimizing guideline-concordant treatment and achieving efficient, high-quality outcomes for patients with pancreatic cancer (PDAC). Although essential, the absence of comprehensive care models impedes efficiency, resource allocation, metric tracking, team engagement, and continuous quality improvement (CQI). Methods: From Feb-Aug 2023 our interdisciplinary (Inter-D) team conducted a 6-month strategic planning initiative to develop a robust, patient-centered pancreatic cancer program & operational roadmap. The initiative focused on: Key personnel, services and programs critical for evidence-based PDAC care. Processes, infrastructure and technology enhancements. Fostering a collaborative team culture. There were 3 phases: 1) Environmental analysis assessing strengths/gaps in the program; 2) Collaboration with leadership to align with institutional priorities; 3) Defining a mission vision, priorities & metrics. It resulted in a five-year plan and resource requirements, which has strategically guided clinical care delivery through 2025. Results: Implementing the plan’s 4 priority areas- increasing patient access, program growth, delivering 4-dimensional support, and ensuring CQI through outcome measurement- led to exceptional outcomes in the first year (FY24): Access: Implemented disease-specific hold slots for providers. Enhanced intake coordination and scheduling metrics to reduce new patient appointment referral to visit to 8.3 days. Growth: Organized an annual patient summit, PDAC symposium, clinician outreach programs and community engagement events, which correlated with a 30% increase in new patient volume. 4-Dimensional Care: Developed a comprehensive supportive care framework with RD assessments, genetic counseling, and streamlined transitions. Established an Inter-D clinic and weekly huddles for care continuity. Reduced referral-to-treatment time to 21.7 days and first visit to genetic test result to 17 days. Optimized pancreatic insufficiency management, cutting consultation-to-prescription time from 25 to 2.75 days. Continuous QI & Outcomes Measurement: Secured institutional support building comprehensive data plan to facilitate real-time assessment and tracking of all patients across regional centers. Implemented PDSA cycles to address high-priority areas, driving ongoing improvements. Conclusions: Strategic planning within disease-focused teams can transform cancer care delivery by increasing patient volume, improving measurable quality outcomes, fostering alignment with institutional goals, and establishing a clear roadmap for future growth. This approach is a replicable model for other disease teams seeking to enhance team-based care, efficiency, and improve patient outcomes.