Keyword: Healthcare Management
2 results found.
Congress Abstract
Oncology, Nuclear Medicine and Transplantology, 2(3, Suppl. 1), 2026, onmt_A27, https://doi.org/10.63946/onmt/19311
ABSTRACT:
Background: The rapid population growth of Astana has been accompanied by an increasing demand for specialized cancer care. Cancer prevention, early diagnosis, improvement of treatment strategies, and enhancement of patients’ quality of life and survival remain key priorities of the oncology service.
Objective: To assess major changes in the organization, capacity, and technological development of the oncology service in Astana over a 15-year period.
Materials and Methods: A retrospective analysis of the main organizational indicators of the State Enterprise on the Right of Economic Management “Multidisciplinary Medical Center” of the Akimat of Astana over a 15-year period was performed. Changes in patient volume, staffing, implementation of modern diagnostic and treatment technologies, screening, and cancer prevention activities were evaluated.
Results: Over 15 years, the nearly threefold increase in the population of Astana was accompanied by a substantial rise in the workload of the oncology service. Despite a planned outpatient capacity of 380 visits per day, the actual number reached up to 1,300 patients daily. The total number of employees increased from 250 to 864, including 177 physicians and 318 nursing professionals. Modern laboratory and radiation diagnostic methods, immunohistochemical and cytochemical testing, targeted therapy, and immunotherapy were introduced into clinical practice. Linear accelerators, angiographic systems, and video endoscopic equipment expanded the capabilities of radiation therapy, diagnostic procedures, and minimally invasive treatment. Cancer screening, follow-up programs, and public cancer awareness initiatives were further developed to support early detection of malignancies.
Conclusions: Over the 15-year period, the oncology service in Astana substantially expanded its workforce and technological capacity while responding to rapid population growth and increasing demand for cancer care. The implementation of modern diagnostic and treatment technologies, development of screening programs, and strengthening of human resources provide a foundation for further improvements in the accessibility and quality of oncology care.
Objective: To assess major changes in the organization, capacity, and technological development of the oncology service in Astana over a 15-year period.
Materials and Methods: A retrospective analysis of the main organizational indicators of the State Enterprise on the Right of Economic Management “Multidisciplinary Medical Center” of the Akimat of Astana over a 15-year period was performed. Changes in patient volume, staffing, implementation of modern diagnostic and treatment technologies, screening, and cancer prevention activities were evaluated.
Results: Over 15 years, the nearly threefold increase in the population of Astana was accompanied by a substantial rise in the workload of the oncology service. Despite a planned outpatient capacity of 380 visits per day, the actual number reached up to 1,300 patients daily. The total number of employees increased from 250 to 864, including 177 physicians and 318 nursing professionals. Modern laboratory and radiation diagnostic methods, immunohistochemical and cytochemical testing, targeted therapy, and immunotherapy were introduced into clinical practice. Linear accelerators, angiographic systems, and video endoscopic equipment expanded the capabilities of radiation therapy, diagnostic procedures, and minimally invasive treatment. Cancer screening, follow-up programs, and public cancer awareness initiatives were further developed to support early detection of malignancies.
Conclusions: Over the 15-year period, the oncology service in Astana substantially expanded its workforce and technological capacity while responding to rapid population growth and increasing demand for cancer care. The implementation of modern diagnostic and treatment technologies, development of screening programs, and strengthening of human resources provide a foundation for further improvements in the accessibility and quality of oncology care.
Congress Abstract
Oncology, Nuclear Medicine and Transplantology, 2(3, Suppl. 1), 2026, onmt_A28, https://doi.org/10.63946/onmt/19308
ABSTRACT:
Background: A multidisciplinary approach is an important component of high-quality cancer care, enabling collaborative decision-making on diagnostic and treatment strategies in accordance with clinical protocols and recommendations of international oncology societies. In accordance with the national Standard for the Organization of Cancer Care in the Republic of Kazakhstan, multidisciplinary teams (MDTs) covering the main areas of oncology have been established at the State Enterprise on the Right of Economic Management “Multidisciplinary Medical Center” of the Akimat of Astana.
Objective: To evaluate the organization of multidisciplinary team activities and their role in collaborative clinical decision-making in cancer care.
Materials and Methods: Six specialized MDTs were established: thoracic surgery, abdominal surgery, head and neck oncology, gynecologic oncology, urologic oncology, and medical oncology, along with a chemotherapy council. MDT meetings review newly diagnosed patients with histologically verified malignancies, patients with diagnostic challenges, recurrent or progressive disease, treatment-related complications or contraindications, and cases requiring modification of the treatment strategy. Decisions are made collaboratively based on medical records, diagnostic findings, clinical protocols, and recommendations of the European Society for Medical Oncology (ESMO), American Society of Clinical Oncology (ASCO), and National Comprehensive Cancer Network (NCCN). MDT protocols are continuously monitored for compliance with established requirements.
Results: In 2025, a total of 4,142 patient cases were reviewed at MDT meetings. The MDT process included collaborative selection of diagnostic and treatment strategies, determination of further patient management, assessment of the need to modify previously prescribed treatment, referral for specialized and highly specialized medical care, and evaluation of indications for targeted therapy. MDT decisions were documented in meeting protocols and incorporated into patients’ medical records. The established MDT process ensured systematic multidisciplinary review of clinical cases and continuous monitoring of clinical decisions.
Conclusions: The implementation of specialized multidisciplinary teams provides a structured framework for collaborative decision-making in cancer care and promotes a consistent approach to diagnostic and treatment strategies. Regular monitoring of MDT protocols supports compliance with established requirements. Further assessment using quantitative indicators of adherence to MDT recommendations, treatment modifications, and patient outcomes is warranted to objectively evaluate the impact of MDTs on the quality and outcomes of cancer care.
Objective: To evaluate the organization of multidisciplinary team activities and their role in collaborative clinical decision-making in cancer care.
Materials and Methods: Six specialized MDTs were established: thoracic surgery, abdominal surgery, head and neck oncology, gynecologic oncology, urologic oncology, and medical oncology, along with a chemotherapy council. MDT meetings review newly diagnosed patients with histologically verified malignancies, patients with diagnostic challenges, recurrent or progressive disease, treatment-related complications or contraindications, and cases requiring modification of the treatment strategy. Decisions are made collaboratively based on medical records, diagnostic findings, clinical protocols, and recommendations of the European Society for Medical Oncology (ESMO), American Society of Clinical Oncology (ASCO), and National Comprehensive Cancer Network (NCCN). MDT protocols are continuously monitored for compliance with established requirements.
Results: In 2025, a total of 4,142 patient cases were reviewed at MDT meetings. The MDT process included collaborative selection of diagnostic and treatment strategies, determination of further patient management, assessment of the need to modify previously prescribed treatment, referral for specialized and highly specialized medical care, and evaluation of indications for targeted therapy. MDT decisions were documented in meeting protocols and incorporated into patients’ medical records. The established MDT process ensured systematic multidisciplinary review of clinical cases and continuous monitoring of clinical decisions.
Conclusions: The implementation of specialized multidisciplinary teams provides a structured framework for collaborative decision-making in cancer care and promotes a consistent approach to diagnostic and treatment strategies. Regular monitoring of MDT protocols supports compliance with established requirements. Further assessment using quantitative indicators of adherence to MDT recommendations, treatment modifications, and patient outcomes is warranted to objectively evaluate the impact of MDTs on the quality and outcomes of cancer care.