Thomas W. Feeley, MD, is a Senior Fellow at the Harvard Business School and formerly the Helen Shafer Fly Distinguished Professor of Anesthesiology at the University of Texas MD Anderson Cancer Center in Houston, Texas. He headed the Institute for Cancer Care Innovation at the University of Texas MD Anderson Cancer Center until 2017 when he joined Harvard Business School full time. Dr. Feeley received both undergraduate and MD degrees from Boston University and trained in anesthesiology and critical care at Boston’s Beth Israel Hospital. He was a faculty member at Stanford University for 19 years practicing cardiovascular anesthesia and critical care. In 1997, he came to MD Anderson to create and lead the Division of Anesthesiology and Critical Care. He served 18 years as the head of that organization which grew to be the largest program of its kind devoted to cancer anesthesiology and critical care. He also served for 7 years as the Vice President of Medical Operations. His work leading the Institute for Cancer Care Innovation focused on research to demonstrate and improve the value of cancer care delivery based on the work of Harvard Business School Professor Michael Porter. He joined the Harvard Business School faculty on a part-time basis in 2014 working in the Institute for Strategy and Competitiveness with Professors Michael Porter and Robert Kaplan on research and education in the value-based health care agenda with an emphasis on the role of information technology in health care. His interests now also include the implementation of value-based health care in delivery systems world wide.
In a survey of the NEJM Catalyst Insights Council sponsored by Optum, respondents express enthusiasm for value-based care but have conflicting opinions about just how far along that path they should go.
Article by Katy E. French, Barbra Bryce Speer, Alexis B. Guzman, Tayab Andrabi, Iris Recinos, Keith A. Shook, James R. Incalcaterra, John C. Frenzel & Thomas W. Feeley
The University of Texas MD Anderson Cancer Center saw active participation from patients by encouraging them to document their own health information into a new EHR.
Case Study by Christiana Beveridge, A. Sofia Warner, Greg Leya & Thomas W. Feeley
A focus on bundled payments for specific episodes of care — versus the broad changes required in an ACO model — may be a more effective method for ACO participants to develop capabilities required to measure utilization, cost, and revenue metrics.
Case Study by Nina Jain, Toyin Okanlawon, Kirsten Meisinger & Thomas W. Feeley
How a safety-net clinic reorganized into multidisciplinary teams and restructured clinic flow to improve both efficiency and continuity of patient care.
Our nation has a great opportunity to accelerate value in health care by preserving the good in the ACA and addressing the bad.
Case Study by Kevin P. Shah, Tracy E. Spinks & Thomas W. Feeley
The University of Texas MD Anderson Cancer Center used a streamlined methodology to arrive at measure sets for six disease sites; each set took just 1 to 2 months.
Case Study by Thomas W. Feeley, Tracy E. Spinks & Alexis B. Guzman
MD Anderson Cancer Center teamed with UnitedHealthcare to explore bundled payments for head and neck cancer.
Fixing our health care system cannot be done simply by government fiat or by any party acting alone, but only with all stakeholders focusing in tandem on value for the patient.
How do physicians decide the right care as patients approach death? The answer must come from the patient.