Chapter 10: Strategic Expansion and Partnerships
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Description
In this chapter, Ms. Hay discusses how, in 2011/2012, MD Anderson hired Price Waterhouse Cooper to evaluate possibilities for strategic expansion. She notes that this represents a big shift in paradigm for the institution under Dr. DePinho –a move to expand very aggressively. She explains that this happened in concert with the formation of the MD Anderson Cancer Network. She talks about the two categories of partnership that can be formed and notes that MD Anderson will seek to establish four to six co-branded partnerships in the next ten years. A partnership is evolving in Cooper, New Jersey.
Identifier
HayAC_01_20150204_C10
Publication Date
2-4-2015
City
Houston, Texas
Interview Session
Amy Carpenter Hay, Oral History Interview, February 04, 2015
Topics Covered
The University of Texas MD Anderson Cancer Center - Building the Institution; The Administrator; Institutional Processes; The Business of MD Anderson; Building/Transforming the Institution; Growth and/or Change; Leadership; MD Anderson Culture; Entrepreneurs, Biotechnology; Beyond the Institution; Global Issues –Cancer, Health, Medicine
Transcript
Amy Carpenter Hay:
Over time, MD Anderson really looked at—we need to get more organized. We need to put all of these relationships in some sort of context, because we’ve got—we’ve got Turkey over here. We’ve got Banner now. We’ve got regional. Oh, and by the way, we have this other thing over in Physicians’ Network that is a quality-assurance program. We need to pull these together in a very orchestrated fashion, and make sure—again, back to the point of how do we synergize across all of these? How do we make sure that we protect our brand, we protect our clinicians, and we have the quality that we require? And that was right around—and let’s see here. I’m trying to think of dates. That was probably three or four years ago. And I still have on my wall my recommendations for accountability, for what we were gonna accomplish. And I would—I would—as you can see, I would literally check them off. But at the time, MD Anderson hired—
Tacey Ann Rosolowski, PhD:
And so, this was around 2011, 2012?
Amy Carpenter Hay:
Right around 2011 and ’12. MD Anderson hired PwC [PricewaterhouseCoopers] to come in and review what we were doing—everything.
Tacey Ann Rosolowski, PhD:
PwC is?
Amy Carpenter Hay:
PricewaterhouseCoopers—a consulting firm, to come in, look at everything we’re doing. Let’s try to figure out what we should be doing. And let’s look at this as a strategic expansion, not one-offs. Which was a very good exercise. There was a time in MD Anderson’s history where, from a business perspective, we were only allowed to field phone calls. We were not allowed to find a partner and then for us to initiate. Banner was a good example. They came to us. We didn’t come to them; they came to us. That timeframe—2011, 2012—kind of marked a significant change. It marked MD Anderson saying, “You know what? We are going to expand. It meets our mission. And we’re gonna do it in a very clear, a very meaningful way. And we’re gonna do it aggressively. We are gonna do the diligence. We’re gonna look across the country and we’re gonna find people that we want to partner with. And then, we’re gonna contact them and we’re gonna talk to them.” That was a major shift for us. There was always a great hesitation in doing that. And so, this really allowed a different approach to business—it—a much more aggressive, much more attuned to finding the right partner and not just who came in the door. So, a large shift. As they finished their work and we reviewed it, it became very clear that we needed to organize ourselves in what we’re calling the MD Anderson Cancer Network. And the Cancer Network was, therefore, formed. And from a business perspective, we categorized what we were doing from a national perspective in really two categories. We had a certified membership, which was our quality-assurance and quality-safety program; smaller agreements, usually three to five years; not suggesting that it’s MD Anderson care. But what we provide is—we provide the guidelines to providing care, and then we review the physicians to make sure they’re staying within the guidelines. So, really geared at community hospitals—smaller community hospitals where you see non-employed community physicians, but the hospital is very concerned in wanting in ensure that they’re providing the best quality. Great program, but that was the first level. The s—the other level is what I refer to as the partner members, and that would be like Banner. So Banner was our case study. These are folks that would be co-branded with us, and the expressed intent was that they would deliver the same level of care as MD Anderson. So, the expectation would be that every single physician was reviewed and approved by us. That we are providing all of the clinical oversight on a day-to-day basis. Really trying to extend ourselves in an impactful way, and also agreeing that we have a limited number of these we can do. They take a lot of bandwidth. They take a lot of time. And so, we all agreed that, over kind of a ten-year timeframe, we wanted four to six partner members geographically spread across the United States. I always like to say I see it as a pool table. You know, we really need to cover all of our pockets. So, at the time, we had Houston covered, and we had Arizona covered. And the next one coming up was going to be Cooper in New Jersey, so we could cover that coast. So immediately started working on Cooper.
Tacey Ann Rosolowski, PhD:
Could I interrupt you, because I’m just—I’m aware that it’s three o’clock.
Amy Carpenter Hay:
Oh, goodness. [laughter] I didn’t even know it was three o’clock. I can—
Tacey Ann Rosolowski, PhD:
Oh, goodness. There we go. So, is Cooper a good place to kind of stop the story?
Amy Carpenter Hay:
Cooper’s a great—yeah, that’s a great place to stop the story.
Tacey Ann Rosolowski, PhD:
And then we can resume. Okay. Okay. We can resume—okay.
Amy Carpenter Hay:
Super. Good. That went a little bit faster than I expected. So, okay, great.
Tacey Ann Rosolowski, PhD:
Well thank you very much for today.
Amy Carpenter Hay:
Okay, great. Thank you.
Tacey Ann Rosolowski, PhD:
Well, sure, thanks for today. And I’m just—for the—for purposes of the recorder, I’m turning off the recorder at about one minute after 3:00.
Tacey Ann Rosolowski, PhD:
Great, thank you.
Amy Carpenter Hay:
Sure.
Recommended Citation
Hay, Amy Carpenter and Rosolowski, Tacey A. PhD, "Chapter 10: Strategic Expansion and Partnerships" (2015). Interview Chapters. 959.
https://openworks.mdanderson.org/mchv_interviewchapters/959
Conditions Governing Access
Open
