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Biomedical subjects

M Siess

Publications and source records attributed to M Siess.

At least 19 recordsLinked to original sources
PubMed2002

[Necessary prerequisites for the function of an oncological competence center. Information technology, documentation of findings and telecommunication].

INTRODUCTION: The organisation of an interdisciplinary cancer center, especially the establishment of a daily tumorboard requires adequate hardware and intelligent software, which is not available in most hospitals and described here with concepts, realisation and first clinical results. MATERIALS AND METHODS: Based on a TCP/IP network and several inhomogeneous department subsystems we developed an intranet-based oncological documentation- and conference software (oncofile), which can be easily operated and administered in a web browser. Common digital media can be imported and the concept allows for paperless organisation of the daily tumor board. The expert decisions are documented online during tumor board runtime together with selected clinical images and the consensus of the decisionmakers. Local therapeutic guidelines as well as trial information can be accessed over the intranet, and interfaces for internet- and telecommunication are used for second opinion and integration of external expertise. RESULTS: Between 10/99 and 2/2002 3298 presentations of 2438 cases were made in the daily tumor board. 74% of the patients had a curative oncological treatment concept, and 24% of the patients received neoadjuvant treatment. 49% of the patients were scheduled for primary resection. Six patients can be effectively handled in a 30 minute tumorboard. CONCLUSION: The establishment of a daily tumorboard is possible by help of intranet-technology, a central database with web clients and moderate hardware investments. The composition of the patient cohort as well as all decisions ever made to a particular patient are transparent at all times. Prospective quality control studies are under way.

Cancer Care Facilities↗
PubMed2002

[Quality management and experiences with the "cancer center"].

BACKGROUND: The goal of quality management in oncology is to achieve the best possible therapeutic outcome. Improved diagnostic methods, more sophisticated therapies in various fields of specialisation and the increased implementation of multimodal therapies have led to considerable advances in the treatment of certain tumors in recent years. However, these advances depend on an interdisciplinary approach necessitating an increased division of labour. These in turn, because of the more complex organizational requirements within hospitals, make greater demands on quality management. METHODS: In October 1999 first steps were taken in the Klinikum rechts der Isar der TU München to organisationally integrate the various institutions involved in the treatment of patients with gastro-intestinal tumors. All the oncologic competence available was bundled in a Cancer Center thus creating the structural prerequisites for interdisciplinary quality management. A daily multidisciplinary Tumor Board, a computer-supported interdisciplinary information and communications system, an interdisciplinary Disease Management Team, an outpatients department and a study centre were all called into life. RESULTS: By the time the outpatients department went into service in November 2001 all the other structural innovations underlying interdisciplinary quality management had already been implemented. Since October 1999 2438 patients had been presented to the Tumor Board, 74% of them with primarily curative intent. CONCLUSIONS: The disease-oriented structure of the Cancer Center has proved worthwhile. The impact of the structure on the quality of processes and results, however, has yet to be evaluated.

Ambulatory Care↗
PubMed2002

[Clinic communication and disease-oriented centers].

German hospitals and surgical clinics/departments are facing far-reaching changes. One triggering factor is the imminent reorganization of hospital financing to a system of compensation, which is universally based on diagnosis-related groups (DRGs) and entails a market-economy orientation in the hospital sector. Digital technologies, which facilitate making the necessary adjustments to clinic structures to meet forthcoming challenges, represent another element. The "digital transformation" of the hospital of the future takes place on three levels. The restructuring of the surgical realm runs rather a traditional course by increasing use of information technology, mostly to optimize documentation and existing procedures or to reduce costs. The second sphere reaches substantially further, encompassing reorganization of disease-oriented cooperation between the different medical specialties and enabling the establishment of suitably structured disease-oriented medical centers. This is followed by the third phase, which involves networking clinics or medical centers with private practitioners, aftercare and rehabilitation services, and other disease-oriented care providers.

Computer Communication Networks↗
PubMed2002

[DRG practice].

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Adult↗
PubMed2001

[DRG practice].

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Adult↗
PubMed2001

[DRG practice].

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Aged↗
PubMed2001

[DRG exercises].

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Adolescent↗
PubMed2001

[DRG exercises].

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Adenocarcinoma↗
PubMed2001

[DRG practice].

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Adult↗
PubMed2001

[Organizational prerequisites for multimodality therapy concepts].

The increasing use of multimodal therapies confronts clinics with the need to create new organisational structures. The high degree of specialisation necessitates that the separate disciplines seek ways of working closer together. This is particularly the case when staging results have to be evaluated and a multimodal therapy course chosen or when quality management issues and the coordination of different steps of a treatment are being considered. By establishing disease-oriented organisational structures and by institutionalizing interdisciplinary cooperation, e.g. in daily tumor board meetings and in fixed disease management teams, the organisational prerequisites for implementing multimodal therapies are created.

Combined Modality Therapy↗
PubMed2001

[DRGs in surgery from the viewpoint of a clinic].

Because of the significance that documentation has in order for the first DRG budget to be drafted in 2003, priority has to be given in all surgical departments to assuring that codification is of a very high standard. Clinical management and senior surgeons will have to develop strategies which enable them to maintain patient care, a range of services, and efficiency in their surgical departments. Defining and concentrating on core competences and the value chain in surgery will be of increasing importance in their ability to assert themselves in future. The introduction of the DRG system will give new value to the surgeon's role in modern departments and in clinical management.

Diagnosis-Related Groups↗
PubMed2000

[Consultation and liaison activity from the socioeconomic perspective. A plea for cost-benefit analysis in psychosomatics].

Within the last decade cost-effectiveness assumes a much more strategic perspective in the rationing of care that is taking place due to evidently increasingly limited financial resources and managed-care driven protocols. As universities and general hospitals face this increasing pressure to justify services within their facilities, consultation-liaison (C/L) programs need to carefully address and evaluate the financial base of the services they provide. Overlooking or neglecting the financial aspects of C/L-services has already resulted in the closure or service reduction of C/L-programs throughout the United States. Whereas a result of that development interest in cost-effectiveness research is considerable in the US and GB and has produced some good evidence for the impact of psychosocial problems on the outcome and cost of medical care, nearly no such studies come from the German-speaking countries. The present article reviews the worldwide existing literature concerning cost-effectiveness analyses of C/L-work and attempts to guide the reader through the currently available methods for cost-effectiveness research. As a conclusion we propose somatisation syndromes as one patient group. There the development of appropriate treatment regiments is vital both concerning clinical and socioeconomical aspects.

Cost-Benefit Analysis↗