You can start to minimise risk in proton therapy today.

Minimising risk starts with a transparent and unambiguous definition of what needs to be achieved, under which circumstances, taking into account how these circumstances may change over time. This forms the basis to identify whomever has the right expertise to achieve it.

The challenge in proton therapy is to fully utilise and align the expertise the vendor and the initiative possess. This requires not a focus on the machine, but on what needs to be achieved. Initiatives have to share what they want and what the situation is in which a project is to be realised. Vendors have to ask and probe further, based on the experiences made with other customers. Then it is up to the vendor to make it clear, in an easy to understand way, why their vision, their solution, and their experiences make them the best candidate to help the initiative to achieve their aim.

There are many steps in this process. An unambiguous aim is only the first step. The conditions need to be taken into account in making a business case. A business case is not a static snapshot of how much money is needed. A business case is a living entity which asks the initiative questions, which helps to identify the biggest risks and challenges. A business case helps to identify what solutions an initiative is looking for.

Trees with Character helps to make aims transparent, and capture the initiative’s conditions in a business case which will aid in identifying the right vendor. Trees with Character’s experience and network will provides access to the expertise you are in need of most.

You can start to minimise risk  today.

 

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If you found this to be of interest perhaps you may want to read the following original contributions: Solutions in proton therapy — for initiatives (a report), Procuring proton therapy equipment (a case) and A Business Case for a proton therapy initiative (a case).

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This is how we make proton therapy a success

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Patient selection and patient referral are pivotal.

Many proton therapy centers struggle because of an unrealistic projection of the number of patients that will be treated. In the past, and even in the present, the number of patients projected to be treated was simply the number that was required to make the business case look good. Today we know that the most successful centers treat, on average, no more than 300 patients per treatment room. But to achieve even this number takes great effort. There is the challenge of identifying the patients who will benefit from proton therapy, and there is the challenge of getting these people referred to the center.

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