October 2016 VOL 7, NO 9
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Category III: Quality, Outcomes, and Performance Improvement, Seventh Annual AONN+ Conference Abstracts
13. Creating a Scorecard to Monitor Program Growth and Evaluate Navigation Metrics in a Multiple-Market Navigation Program
Lisa Hartman, BSEd, MA, RN; Elizabeth Brown, MSN, MHA, RN, OCN
Objectives: The creation of a defined navigation model, clear navigation metrics, and proof of navigation return on investment (ROI) are essential for “continued development and success of oncology navigation programs.”1 Sarah Cannon has a defined model of navigation used throughout its managed markets, and navigation data have been collected since 2012 via iNavigate, Sarah Cannon’s proprietary data collection software. A simpler method for capturing and interpreting the multitude of navigation data each month was needed. By creating and implementing a Scorecard to capture all reports in one, immediate monitoring and month-to-month trending across a number of metrics are achievable. Some metrics include: Number of Patients Entered in Software YTD Variance Over Previous Year (Benchmark >5%); Timeliness to First Treatment for Breast, Lung, and GI Patients (Benchmark <30 Days); Patient Retention (Benchmark 85%); Patient Satisfaction (Benchmark 75%); Navigator Retention (Benchmark >90%).
Methods: Sarah Cannon, the oncology service-line for HCA, employs over 70 navigators in managed markets across the United States. iNavigate facilitates the creation of numerous monthly reports central to the measurement of program development, quality patient care, navigator ROI, and navigator role definition.
Results: With guidance from IT, clinical informatics, the navigation team, and finance, the Navigation Scorecard was developed in February 2016 to provide a simple visual snapshot of numerous metrics on 1 document, supplying navigation directors and regional vice presidents with a simple graphic for communication with hospital administrators when pursuing additional navigators for their programs. Each metric is color coded “Red” or “Green” for each of the managed markets. “Green” signifies a result above benchmark; “Red” signifies a result below benchmark requiring study for improvement. Our poster will graphically demonstrate the color code trending for each of our managed markets, showing evidence of opportunities for growth in our newly emerging markets of Austin and Richmond, and demonstrating strength in more developed programs like Dallas.
Conclusions: The Navigation Scorecard is a valuable tool for the development and assessment of navigation metrics. It has been proven to be both time-saving and effective as a tool for navigation leadership to evaluate the successes and opportunities of their programs.
Implications: Our poster will demonstrate trending via color-coding of “Red” and “Green” for each of our managed markets currently using the Scorecard.
- Christensen D, Wahler K. Utilizing metrics to advance navigation services. Journal of Oncology Navigation & Survivorship. 2014;5(4).
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