Amidst increasing demands on oncology providers’ time, workload, and emotional capacity, thoughtfully designing health systems to accommodate an ever-growing patient population has become more important than ever. As we navigate the evolving landscape of cancer care, the stories featured in this installment of Oncology Issues offer powerful examples of how innovation, collaboration, and equity are shaping the future of oncology and reflect the spirit of my 2025–2026 ACCC President’s Theme: Designing Oncology Care to Meet the Needs of a Growing Patient Population.
For example, the development of an exercise oncology rehabilitation program at Self Regional Healthcare in rural South Carolina reflects a keen ability for capacity building at scale. Community-based, rural cancer centers often contend with significant challenges, such as widespread financial toxicity, limited staffing, and transportation barriers. Yet this program has yielded measurable improvements in patients’ strength, mobility, and emotional well-being, and was thoughtfully designed with equity, sustainability, and future expansion in mind.
In response to the shortage of nurses exacerbated by the COVID-19 pandemic, Wilmot Cancer Institute in Rochester, New York, implemented an initiative to empower patients to self-disconnect from their 5-fluorouracil chemotherapy pumps at home. This thoughtful process involved a comprehensive education program involving visual guides, videos, and support resources to effectively train patients and caregivers. By embracing technology as a workforce multiplier, this program not only improved patient satisfaction and empowerment but also reduced health care costs and freed up clinical resources.
Another feature article explores the critical need for collaboration and trust between clinical and administrative leaders in health care, emphasizing that although these roles operate in different spheres, their alignment is essential in delivering high-quality, patient-centered care. Prioritizing shared decision-making, transparency, and interdisciplinary engagement all serve to optimize the oncology service line structure. This work is key in creating a seamless, holistic oncology care experience that prioritizes quality and accessibility for all patients.
Finally, this issue highlights VCU Massey Comprehensive Cancer Center’s innovative and scalable approach to addressing the national oncology workforce shortage through its education and training pipeline. Emphasizing equity, mentorship, and community engagement, this initiative demonstrates a strong commitment to workforce empowerment as it aims to cultivate diverse future cancer care leaders. Faced with rising cancer rates and a projected shortfall of oncology professionals, the model demonstrates that building a resilient, inclusive oncology workforce begins with intentional education and mentorship rooted in community partnerships.
Together, these stories underscore a critical truth: meeting the needs of a growing patient population requires more than clinical excellence—it demands creativity, compassion, and a commitment to systemic change. Whether through scalable workforce solutions, integrated leadership models, or equity-driven education pipelines, these programs are not just responding to today’s challenges: they are building the foundation for tomorrow’s care. As we look ahead, let us continue to champion initiatives that prioritize resilience, accessibility, and innovation across every corner of the cancer care continuum.
At the 2026 ASCO Annual Meeting, the Louisiana Oncology Society received the ASCO Jeffrey C Ward Affiliate Advocacy Award for advancing critical advocacy priorities that have translated into meaningful legislative victories. The Iowa Oncology Society and Washington State Medical Oncology Society were also recognized for their advocacy efforts in 2025 at the meeting, receiving second place awards.
