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Because of the COVID-19 pandemic, Wilmot Cancer Institute's integrative oncology team shares how integrative oncology-based services can be delivered via telehealth.
To meet patients’ needs during the height of the pandemic, this cancer program created a collaborative and more efficient hybrid-style Integrative Therapy Program for all of its oncology sites.
Since those early days so much has changed in our world. The COVID-19 pandemic led to unprecedented challenges, both within the healthcare industry and the world at large. Though we have witnessed much unrest, we have already made it through some very difficult times with stories of great heroism and innovation, especially within the healthcare industry.
This cancer program continues to meet patients’ psychosocial needs through enduring telehealth expansion, livestream groups and classes, and on-demand digital repositories.
Cancer programs are facing multiple challenges related to treating patients in a COVID-19 environment. Cancer programs need to deploy systems and processes to help navigate these patients into the healthcare system and to work through the backlog of new patients with cancer as quickly as possible within existing resources.
While navigating the complexities of cancer care, healthcare professionals must remember the origin of their passion. They must remember their 'why.'
Industry leaders share insights on the transformation of hospitals and health systems. All agree that the healthcare of the future will be delivered in ambulatory settings and that success will rest on implementing a technology-enabled delivery system.
ACCC partnered with the Hawaii Society of Clinical Oncology to conduct a landscape analysis of current regional activities, barriers, and interventions around the health care workforce shortage in Hawaii.
In the absence of a successor to the Oncology Care Model (OCM), the future looks bleak.
Moffitt’s Curbside Clinic gives patients another option for accessing care.
A national survey was conducted to analyze the approach cancer programs adopt toward patient access today, highlighting the current challenges, and operational methods of different cancer care delivery models.
In 2016, the Association of Community Cancer Centers (ACCC) initiated a three-year multiphase project to develop an Optimal Care Coordination Model (OCCM) for Medicaid patients with lung cancer that would help assess and strengthen care delivery systems by facilitating and expanding access to multidisciplinary coordinated care.
Dr. Vijay Rao and Dr. Eric Stephen Rubenstein returned from a Global Cardio-Oncology Society meeting g with the realization that they could do much more to protect patients with cancer from potential cardiac toxicity of chemotherapy. The two shared one goal: to prevent the cancer survivor of today from becoming the heart failure patient of tomorrow.
In 2020 ACCC offered quality improvement programs designed to optimize care for patients with multiple myeloma.
Cancer prevalence is increasing, and there is a gap between the growing number of patients and the number of oncology providers. Effective use of advanced practice providers (APPs) can help bridge this care gap.
The Centers for Medicare and Medicaid Services highlighted the vision of healthcare organizations and professionals for the coming year.
Presbyterian Healthcare Services developed a unique service, offering patients with cancer certain clinical interventions and wellness checks in the comfort of their home that is provided by the Albuquerque Ambulance Service Mobile Integrated Health team.
Highlands Oncology Group took key steps toward implementing an ePRO platform aimed at reducing emergency department utilization and unplanned hospitalization, while improving the patient’s quality of life.
Cancer programs of all types across the U.S. face similar challenges in providing quality care for women with ovarian cancer. Multiple stakeholders can contribute to QI solutions with a team approach and clear communication around quality gaps.
When the COVID-19 public health emergency heightened, everyone’s priorities shifted and the Patient and Family Advisory Council moved to the virtual space.
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