BY KRISTA NELSON, MSW, LCSW, OSW-C, FAOSW
This past April, I attended the inaugural ACCC Leadership Summit in Washington, DC—a new kind of meeting for the Association grounded in delivering actionable insights at the highest level of oncology leadership. What stood out to me most wasn’t just the content, but the candor. This was a room of oncology leaders speaking honestly about what’s working, what isn’t, and where we need each other to move forward. In the weeks following the Summit, a few themes have stayed with me.
First, AI is no longer theoretical. It is already helping teams work more efficiently and spend more time with patients, but only when it is implemented thoughtfully, with the right structure and support in place. AI can only drive positive change when it is part of a system-wide approach that considers technology, protocols, and staff engagement. Hearing C-suite executives speak about their experiences implementing AI cemented the importance of planning for these big-picture factors before introducing new tools.
Second, policy continues to shape everything we do. With ongoing shifts in reimbursement and funding, staying engaged and adaptable isn’t optional—it is essential. For smaller oncology programs in particular that are struggling to navigate reductions in reimbursement, collaboration and advocacy efforts have never been more crucial.
Third, value-based care is evolving, but defining value remains complex, especially with the rise of AI and new data models. What felt most grounded in these discussions was the push to center value-based care in what matters most to patients—namely, addressing financial toxicity and social drivers of health.
Throughout the day, one message was clear: We can’t do this alone. Strong partnerships—both across disciplines and organizations and with patients themselves—are critical to building a sustainable oncology ecosystem.
That same thread runs through this issue. You will see it in the call to move beyond the traditional leadership triad and make space for advanced practice at the decision-making table—an important shift as advanced practice providers continue to expand access, shape care delivery, and lead in meaningful ways. You will see it in the push to integrate mental health, cancer care, and gender-affirming care, reminding us that treating the whole person isn’t aspirational; it’s foundational to outcomes. And you will see it in practical, scalable efforts to support clinician well-being and rebuild connection, as well as in programs that equip frontline teams to have more productive conversations about clinical trials, where access often begins with a single, informed interaction.
For me, this issue is a reminder that progress does not come from one solution. It comes from aligning people, purpose, and systems in more intentional ways. The future of cancer care will not be built on innovation alone, but on how well we listen, partner, and lead through complexity together.
Recognizing the critical role advanced practice providers and allied health professionals play in the care continuum, the American Oncology Network provides infrastructure, leadership, and professional growth opportunities to empower these members of the cancer care team to practice at the top of their license.
