Agenda

Ted A. James, MD, MHCM, FACS
Medical Director and Vice Chair
Beth Israel Deaconess Medical Center
Associate Professor of Surgery
Harvard Medical School

As we navigate the modern health care landscape, we grapple with numerous challenges, including workforce shortages, burnout, limited resources, and ongoing fatigue. These realities are particularly acute in the high-demand area of cancer care delivery. More than ever, leaders need robust strategies to overcome these hurdles, and build strong teams and strong cultures capable of meeting the future demands of patient care.

This session delves into the critical role that leaders play in promoting a culture of innovation, inclusion, and excellence in cancer care delivery. Attendees will explore practical aspects of leadership, including team building, effective communication, and emotional intelligence, all foundational to creating an environment of engagement. Drawing on real-world scenarios and proven leadership strategies, this session will empower participants to inspire their teams, foster creative problem-solving, and drive meaningful change. Attendees will also gain valuable insights into enhancing professional satisfaction and, ultimately, improving patient outcomes. The talk will serve as an exploration of the transformative potential of effective leadership in cancer care.  

Jamie Ries, RN, CMSRN
Manager of Population Health Support Services
St Elizabeth Cancer Center

For several years, this health care system struggled to find a sustainable program to perform outreach to patients with outstanding orders for lung, breast, and colon cancer screenings. A financial analysis of associated expenses, reimbursement, payer mixture, and downstream revenue of these screening efforts demonstrated positive net return on investment, allowing for expansion and implementation of the Population Health Support Services team to perform this task. In 2022, 12 outreach specialists scheduled visits that accounted for 38% of completed lung cancer screenings and 15% of completed breast cancer screenings for this health care system.

Samantha Skubish, MS, RT(R)(T)
Chief Technical Director, Radiation Oncology Services
Mount Sinai Health System

Kimberly Smith, MPA, FACHE
Vice President, Radiation Oncology Services
Mount Sinai Health System

Learn how the creation of the first advanced practice radiation therapist (APRT) role in the United States established a new model of inpatient care, elevating the radiation therapy skill set and allowing for intervention at key points along the radiation oncology care pathway. Outcomes include improved quality, efficiency, and time and cost savings toward value-based care. Working in tandem with a rotation of radiation oncologists, the APRT aims to save physician time and reduce physician burnout by task-shifting and assuming lower-level responsibilities that support the care of resource intensive patient populations.

Molly Mendenhall, BSN, RN
Director of Quality and Compliance
Oncology Hematology Care, Inc (OHC)

A 1-year quality improvement (QI) project implemented and standardized comprehensive biomarker testing in patients with metastatic non-small cell lung cancer. Custom data reports and monitoring dashboards ensured practice-wide adoption and sustainability across multiple clinic sites. After increasing biomarker testing rates from 68% to 92.7%, this QI project is now being scaled across the country through The US Oncology Network, McKesson as a best-practice initiative.

Lauren Burling, LCSW
Collaborative Care Therapist, Supervisor
Rochester Regional Health – Lipson Cancer Institute

Earon Lehning, LMSW
Senior Collaborative Care Therapist
Rochester Regional Health – Lipson Cancer Institute

This cancer program adapted the University of Washington’s Collaborative Care model to embed counseling services into oncology and palliative care across 6 clinic locations. This model allows patients to receive counseling for depression, anxiety, or other psychosocial concerns while in active treatment and survivorship, eliminating many barriers to care. Counseling is provided in person or virtually, ensuring that critical support and mental health care are accessible to all, including patients in rural areas and those who are homebound.

Alyssia Crews, MBA
Assistant Vice President
Orlando Health Cancer Institute

Matt Paster
Clinical Data Analyst II
Orlando Health Cancer Institute

Dana Salcedo, MSN, APRN, AGPCNP-C
Oncology Nurse Practitioner, Express Symptom Management & Outpatient Infusion
Orlando Health Cancer Institute

A business intelligence-enabled dashboard collected and analyzed data on emergency department (ED) visits, admits, and discharges, which was then used to improve patient triage and evaluation. After targeted in-service training and education to clinical teams and patients on utilization of the Express Symptom Management program, only 2% of patients needed to be seen in the ED, with the rest receiving symptom management by phone, participating in a virtual clinic visit, and/or coming into the infusion suite for in-person assessment and treatment. Improvement efforts around patient self-management and triage to the Express Symptom Management program also included development of a pre- and post-initial infusion visit via MyChart, powered by Epic.

Afreen Idris Shariff, MD, MBBS
Director, Duke Endo Oncology Program, Duke Endocrinology
Duke Cancer Institute

Implementing e-consults for patients experiencing endocrine immune-related adverse events improved patient access and reduced health care utilization. Time to appointment and hospitalizations were reduced from 61 days to 39 days and from 11% to 2%, respectively. To propel integration and scalability, the next step is to ensure adequate reimbursement from payers for these types of e-consults.

Led by LeanTaaS

Join us to discuss Artificial Intelligence's emerging role in transforming healthcare. We'll examine the technology's current uses, future potential, and inherent implications. Can AI improve medicine without compromising care? Let's explore its promising yet precarious position.

Justin Kelley, RN
Nurse Informaticist and AI Healthcare Technology Expert

Led by TailorMed

Addressing Occupational Burnout in Financial Navigation Borrowing from our unique perspective into hundreds of navigation programs, we explore the key factors contributing to occupational burnout and share practical methods various programs have implemented to work smarter, not harder.

Clara Lambert
Director of Financial Navigation
TailorMed

Led by Sirtex

During this time, we will discuss the value and benefits of this NCCN category 2A recommendation using Y90 therapy to control liver metastases. Participants will discuss patient safety and tolerability, and Y90 early treatment protocols that produce high Overall Survival and Progression Free Survival rates and tumor downsizing to resection.

Dr. Laksmi Priya Kannan, MD
Medical Oncology, Hematology
Texas Oncology-Methodist Charlton Cancer Center

Broc Pollinger, MSW, LSW, OSW-C
Manager, Patient Support Services
St Luke’s University Health Network, St Luke’s Cancer Center

This community cancer program mined its electronic health record data to determine the number of uninsured women in its service area who met the criteria for cervical and breast cancer screenings. The number was significant and resulted in a network-wide initiative to increase insurance rates and access to primary care, financial counseling, and case management. A partnership comprised of representatives from hospital administration, rural health clinics, and wellness centers collaborated on the project to support staffing costs, with the network covering screenings, diagnostic testing, radiology studies, and office visit costs. This network of 10 hospitals, spanning 7 counties and 2 states, has plans to screen approximately 1000 uninsured patients. Additionally, network funding partners helped support this project.

Steve Kennedy
Senior Vice President, Human Resources
Tennessee Oncology

The Tennessee Oncology Leadership Academy launched in July 2020 with the purpose of building a culture of collaborative and agile leaders. Since its launch, the academy has enrolled 157 team members, with 88 leaders graduating from the program. The practice has seen a 96% retention rate of these graduates, and 13 graduates have been promoted to new positions. Currently, 69 high-potential team members and/or leaders are enrolled in the academy. Built around a cohort structure and a blended instructional format, the academy offers 4 pathways based on readiness that guide participants through 3 leadership domains: self, other, and organization. The key to the academy’s success is the transition of its instructors into coaches for those who graduate from the program.

Anne Marie Rainey, MSN, RN, CHC, CPHQ
Director of Quality and Value-Based Care
Clearview Cancer Institute

Cleo Valdez, CRNP, AOCNP
Nurse Practitioner
Clearview Cancer Institute

A multidisciplinary team comprised of an advanced practice provider, software developer, and members of the Department of Quality and Value-Based Care developed and implemented an automated process for early identification of adolescent and young adult patients with a cancer diagnosis to enhance fertility counseling and referrals to a reproductive endocrinologist. This new process required provider education and training on fertility preservation, how to conduct needs assessments, patient counseling, and the new referral process. In 2022, referrals to fertility preservation services increased 325%, compared to 2020 and 2021.

Laura Matthews, MBA, MPH
Vice President and Administrator
Inova Schar Cancer Institute

Natalie Brawner, MHA
Senior Director, Cancer Service Line
Inova Schar Cancer Institute

Workforce challenges, including burnout, high turnover, and staff shortages, are some of the most significant issues facing today’s cancer programs and practices. To address these needs, Inova Schar Cancer Institute recently established programs for pipeline development in clinical research, medical dosimetry, medical physics, and phlebotomy, among others. Join the session to learn how to build relationships with educational partners in your community and across the country to develop an oncology pipeline of future candidates for critical job roles.

Renea Austin-Duffin, MPA
Vice President, Cancer Support and Outreach
Mary Bird Perkins Cancer Center – Baton Rouge

Learn how an innovative cloud-based technology platform transformed manual and time-consuming activities into an automated tracking process that operates in real time. The platform collects and reports on cancer screening and detection trends by participant, cancer type, and geographic location. These data improve scheduling and resource allocation, helping to identify screening locations and the community members who should be targeted for specific cancer screenings. Scheduling can be flexed to support demand and/or tailored to include more visits in regions with underserved and at-risk patient populations, for example, those with higher than average cancer mortality rates.

Debbie Rimmele, BSN, RN, OCN, CPC
Nurse Retention Specialist
Loyola University Medical Center

Once candidates are in the queue, there are many internal processes that need to go smoothly to offer potential employees the best experience. These steps in the employment process are critical to making a positive first impression. Many candidates are shopping places to work and ensuring a competitive edge means that we need to put our best foot forward in showing off our culture. Ensuring that you have an exciting website, an easily accessible job portal, and are using social media to your advantage are a few strategies to consider. Additionally, showcasing your best assets during the interview process can make a difference. For example, touring candidates and introducing them to potential team members or allowing candidates to shadow can impact how they see you and why they will choose your organization over another hospital or practice.

Tara Perloff
Clinical Research Program Manager
Penn Medicine, Abramson Cancer Center at Pennsylvania Hospital

Hear how this oncology practice enrolled more than 75 patients to interventional phase I clinical trials (Q3 2021 to the present) and, in 1 year, enrolled more patients to therapeutic clinical trials than the last 3 years combined. This pilot initiative to offer phase I clinical research trials is a model that can be successfully and safely replicated by other community cancer programs. Learn how to engage nonacademic physicians in research and operationalize clinical and business operations to create and sustain a successful research program in the community setting.

Tia Foster
Project Director
Northwestern Medicine

Over the past several years, labor costs have sky-rocketed and agency costs have impacted our loyal and dedicated staff. Even when salaries and market norms began to settle, our need to creatively and competitively recruit did not abate. Today, organizations must look at the full value proposition for employees to recruit and retain good staff. To do this, start by evaluating how well you are communicating to staff about other investments and benefits beyond salary and PTO. Then, think creatively about benefit options that provide wellness and family support. This session goes beyond salary and premium pay to brainstorms ideas that can help current employees recognize your organization’s interest in employee well-being and situations and help attract new candidates.

Alyson B. Moadel-Robblee, PhD
Professor of Clinical Epidemiology, Department of Epidemiology and Population Health
Albert Einstein College of Medicine
Founding Director, BOLD Cancer Wellness Program
Deputy Director, Community Engagement and Cancer Health Equity
Montefiore Einstein Center Cancer Care

After a survey of primarily Latino/Latina and Black patients showed that 46% were experiencing high levels of stress, this cancer program looked to improve referrals to supportive care services. A quality improvement initiative integrated an existing “treatment buddy” program into Epic’s distress screening workflow. This was adjacent to the social work referral to see if peer navigation could help reduce distress and barriers to care. An evaluation of patients who used this program showed improvements in many areas, including reduced stress levels, increased trust in their medical care, and the ability to maintain a healthy lifestyle and track their medical treatment and appointments. Providers have also reported high levels of satisfaction with the program, resulting in a dramatic increase in referrals.

Tiffani Darling
Director, Office of Wellbeing
Northwestern Medicine

Today’s workforce does not want to simply show up, do their job, and go home. People want to work for organizations who care about the totality of their lives. In many organizations, technology has created a blended life and work style, in a 24/7 model as we continuously stay connected, yet work/life balance and wellness have never been more important to staff. Successful organization find ways to support all areas of their employees’ lives and well-being. Begin your journey by taking the time to understand the needs of your staff through tailored surveys or focus groups. Think creatively about what your organization can do for its employees in areas like financial coordination, housing resources, access to transportation, and healthy living, such as food and exercise. This session will explore the comprehensive needs of our employees and how organizations and leaders can best support those needs.

Michael Koroscik, MBA, MHA
Vice President, Oncology
Allina Health Cancer Institute

In 2020, Allina Health Cancer Institute, a large comprehensive cancer program based in Minnesota, engaged in a population health reimbursement model with its largest payer. As lung cancer remains the deadliest and costliest cancer in the United States, this cancer program significantly expanded its lung and other cancer screening programs to include a primary care hub with mobile screening options. This expansion included the integration of artificial intelligence (AI) technology, precision medicine, and other key clinical, strategic, and operational considerations. Take home key insights and lessons learned in partnering with payers on value-based models, developing a population health strategy in oncology based on successful outreach and engagement strategies, and using AI and other new technologies and medical advancements to improve early cancer screening and detection.

Jason Fleming, MD, FACS
Chair and Program Lead, Gastrointestinal Oncology
Moffitt Cancer Center

Being an organization where everyone wants to work is not about the location or a building. Instead, it is about the leaders and being the type of leader who everyone wants to work for and with. Leaders who retain good employees do not do so automatically. Review the concepts, training, and steps required to become a leader people respect and appreciate, and one who can grow and mentor a strong team. Successful leaders are visible, personable, and know the roles and understand the needs of their staff. Empathetic leaders know when to listen intently and when to speak. Role model leaders embody and live the values of the organization and set the course for their teams. Learn how to retain key team players through opportunities to learn, train, and mentor. These skills will help deepen the bond and sense of belonging for your staff, your leaders, and your organization.