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. 2011 Aug 9;105(6):753–759. doi: 10.1038/bjc.2011.308

Table 3. Organisational innovation along the different stages of the fast-track process.

Specific changes Key objectives
From suspected cancer detection to confirmation of diagnosis
 Clinical discussion of guidelines in multidisciplinary groups of both levels of care  
 Generation and dissemination of information High degree of compliance with clinical guidelines
 Review and updating of inclusion criteria  
 Unification of hospital-access gateways Effective referral to diagnosis between care levels
 Direct electronic access to outpatient appointment or a single clear pro-forma  
 Discussion of referral track by clinicians and data-processing staff of both levels (to prevent lags as a result of administrative errors)  
   
From confirmation of diagnosis to first treatment
 Protocolisation of diagnostic tests  
 Establishment of a ‘triple priority’, that is, rapid diagnosis of high, low probability and ordinary list Improving the queuing mechanisms for accessing services
 Slots in schedules for diagnostic tests and rechanelling to the ordinary list in the event of cancellation  
 Operating-theatre slottings Preventing operating theatre bottle–necks
 Extension of knowledge of referral guidelines and referral track to all possible origins of suspicions at the hospital Effective referral to diagnosis between clinical departments
 Case management (notification of referrals, patient counselling, coordination of appointment schedule and tumour committee role) Improving coordination and speed of processes