Practical and cost-effective model to build and sustain a cardio-oncology program

doi:10.1186/s40959-020-00063-x

. 2020 Jul 16:6:9.

doi: 10.1186/s40959-020-00063-x. eCollection 2020.

Practical and cost-effective model to build and sustain a cardio-oncology program

Affiliations

¹ Cleveland Clinic Florida, Heart and Vascular Center, 2950 Cleveland Clinic Blvd, Weston, FL 33331 USA.
² Cleveland Clinic Florida, Maroone Cancer Center, 2950 Cleveland Clinic Blvd, Weston, FL 33331 USA.

PMID: 32690995
PMCID: PMC7363993
DOI: 10.1186/s40959-020-00063-x

Practical and cost-effective model to build and sustain a cardio-oncology program

Diego Sadler et al. Cardiooncology. 2020.

. 2020 Jul 16:6:9.

doi: 10.1186/s40959-020-00063-x. eCollection 2020.

Affiliations

¹ Cleveland Clinic Florida, Heart and Vascular Center, 2950 Cleveland Clinic Blvd, Weston, FL 33331 USA.
² Cleveland Clinic Florida, Maroone Cancer Center, 2950 Cleveland Clinic Blvd, Weston, FL 33331 USA.

PMID: 32690995
PMCID: PMC7363993
DOI: 10.1186/s40959-020-00063-x

Abstract

Background: Cardio-Oncology (CO) is a new subspecialty that thrives mostly in large academic quaternary centers. This study describes how to establish a successful cardio-oncology program, with limited resources, in order to effectively manage the unique care required by this patient population.

Methods: Clinical data was collected from 25 consecutive months. There were four foundational elements to establish a CO program: 1. Clinical program: integrating staff and resources from the Heart and Vascular, and Cancer Centers; 2. Education Program: establishing a platform to educate/advocate with respect to CO; 3. Engagement with professional societies: active engagement allowed for the successful establishment of the proposed CO program; and 4. Research program: establishing data collection modalities/cooperation with other institutions.

Results: 474 consecutive patients were treated by our CO program during the first 25 months of operation. Clinical data, information about cancer treatment, cardiovascular co morbidities, cardiac testing and impact of CO management are reported.

Conclusions: A successful CO program can be established utilizing existing resources without the need for significant additional assets. Integration with professional societies, advocacy, education and research, provide a platform for learning and growth. This model improves access to care and can be reproduced in a variety of settings.

Keywords: Cardio-oncology; Cardiology; Care delivery model; Oncology; Screening.

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Conflict of interest statement

Competing interestsThe authors declare they have no competing interests.

Figures

**Fig. 1**
Central Illustration - “Key Components to Establishing a Successful CO Program”. This figure shows the integral components included in the build-out of this cost effective cardio-oncology program

**Fig. 2**
“Cancer Subtype Distribution in CO Clinic”. This chart shows the relative proportion of cancer diagnoses among the patient population seen in the cardio-oncology clinic, over the course of 25 months. The most common diagnosis was breast cancer (45%)

See this image and copyright information in PMC

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[1] Siegel RL, Miller KD, Jemal A. Cancer statistics, 2018. CA Cancer J Clin. 2018;68:7–30. doi: 10.3322/caac.21442. - DOI - PubMed

[2] Siegel RL, Miller KD, Jemal A. Cancer statistics, 2018. CA Cancer J Clin. 2018;68:7–30. doi: 10.3322/caac.21442. - DOI - PubMed

[3] CDC, NCHS. Underlying Cause of Death 1999–2013 on CDC WONDER Online Database, released 2015. Data are from the Multiple Cause of Death Files, 1999–2013, as compiled from data provided by the 57 vital statistics jurisdictions through the Vital Statistics Cooperative Program. Accessed 3 Feb 2015.

[4] CDC, NCHS. Underlying Cause of Death 1999–2013 on CDC WONDER Online Database, released 2015. Data are from the Multiple Cause of Death Files, 1999–2013, as compiled from data provided by the 57 vital statistics jurisdictions through the Vital Statistics Cooperative Program. Accessed 3 Feb 2015.

[5] Herrmann J. From trends to transformation: where cardio-oncology is to make a difference. Eur Heart J. 2019;40:3898–3900. doi: 10.1093/eurheartj/ehz781. - DOI - PubMed

[6] Herrmann J. From trends to transformation: where cardio-oncology is to make a difference. Eur Heart J. 2019;40:3898–3900. doi: 10.1093/eurheartj/ehz781. - DOI - PubMed

[7] Sturgeon KN, Deng L, Bluethman SL, et al. A population based study of cardiovascular disease mortality risk in US cancer patients. Eur Heart J. 2019;40:3889–3897. doi: 10.1093/eurheartj/ehz766. - DOI - PMC - PubMed

[8] Sturgeon KN, Deng L, Bluethman SL, et al. A population based study of cardiovascular disease mortality risk in US cancer patients. Eur Heart J. 2019;40:3889–3897. doi: 10.1093/eurheartj/ehz766. - DOI - PMC - PubMed

[9] Bluethmann SM, Mariotto AB, Rowland JH. Anticipating the “silver tsunami”. Cancer Epidemiol Biomark Prev. 2016;25:1029–1036. doi: 10.1158/1055-9965.EPI-16-0133. - DOI - PMC - PubMed

[10] Bluethmann SM, Mariotto AB, Rowland JH. Anticipating the “silver tsunami”. Cancer Epidemiol Biomark Prev. 2016;25:1029–1036. doi: 10.1158/1055-9965.EPI-16-0133. - DOI - PMC - PubMed

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Practical and cost-effective model to build and sustain a cardio-oncology program

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Practical and cost-effective model to build and sustain a cardio-oncology program

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Conflict of interest statement

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