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Lehigh Valley Hospital in Allentown, Pa., successfully developed a cardio-oncology program designed to implement best practices and guideline-based care, which resulted in an average growth in patient volume of 50 percent per year.
ACCC recently partnered with Hallmark Health Care Solutions to host a live broadcast, where expert panelists discussed barriers and effective practices to ensure the recruitment and retainment of a quality workforce.
This is the first post in an ACCCBuzz series on effective leadership practices in cancer care, written by Dr. Barbara Schmidtman.
Although community-based psychological first aid training is most often provided to prepare for front-line emergencies, Avera Cancer Institute recognized the potential for this training to help foster a culture of resilience and mutual support.
This cancer program needed to build an organizational and operational structure that would support change and encourage adoption and growth. The answer: the Daily Improvement Program.
Successful leaders will be those who adopt innovative and flexible staffing models, workflows, and processes.
Learn the 10 feasible and impactful “how-tos” Summit participants identified within three domains—care coordination and communication, clinical trials, and acknowledging and mitigating implicit bias.
While the number of oncology patients and survivors is increasing, the growth of medical oncologists has lagged behind, and advanced practice providers (APPs) play a critical role in filling this care gap.
Noble experts make some of the best teachers who often do their work in the trenches, consistently performing with humility and compassion. Their influence extends beyond the workplace into both their own lives and the lives of others, and often into history. In this blog, Robin Atkins, RN, OCN, remembers The James River Clinic and its noble experts.
The idea for a Transitional Oncology Nurse Academy originated from two executive RN administrators, whose collective years of experience working as leaders in the inpatient setting at hospitals, such as Baptist Hospital of Miami, and creating training programs for specialties, such as orthopedics and neuroscience, made developing a transitional nursing program in oncology a natural fit.
In my breakout session at the 37th ACCC [Virtual] National Oncology Conference, held Sept. 14-18, 2020, I shared that mentorship is often the missing link to facing these staffing challenges.
Due to the COVID-19 pandemic and its associated risks for patients with cancer, all Life with Cancer programming was cancelled on Mar. 12, 2020. Staff, struggling with their own anxiety over personal safety, quickly went into action on how best to continue to meet the psychological and educational needs of patients and families.
A holistic Self-Care and Resiliency Program for Oncology Professionals has helped to decrease oncology staff burnout rates. Key components include Patient Remembrance Ceremonies, staff support groups, educational opportunities, and social events.
Using its EHR and billing data to examine key metrics—including charge lag, patient registration, and insurance verification—the Nancy N. and J. C. Lewis Cancer & Research Pavilion at St. Joseph’s/Candler identified four key effects of the “silo mentality” on its cancer program. Focusing on efficiency and urgency, the program broke down its silos, reducing waste and incorrect denials, improving cash …
More oncology programs across the country are hiring scribes in their practices to improve patient-centered care, reduce physician burnout, and create administrative efficiencies.
Dr. Farley directs Christiana Care Health System’s strategy to promote the professional fulfillment and personal well-being of its caregivers—and, subsequently, its patients.
Being aware of how burnout manifests itself can help supervisors and staff identify the condition early.
Gossip. Infighting. Complaints. Cliques. Drama is what occurs when team members aren’t given the tools or support they need to rise above stress, selfishness, and disagreements. Team drama wreaks havoc on organizational health. It damages morale, productivity, engagement, and retention. Drama leads to customer complaints, lost revenue, and a talent exodus. —No More Team Drama, by Joe Mull, …
When Kathleen LaRaia led the consolidation of Munson Healthcare’s 15 cancer care departments into a comprehensive community cancer center, she knew she had her work cut out for her. “The workplace and cultural environment were going to change significantly,” says LaRaia, MS, Executive Director of Oncology Services at Munson in Traverse City, Michigan. “We had to determine how to help staff members …
Re-structuring care delivery to be more patient centered is among the many demands the U.S. healthcare system is striving to meet. The imperative to center care around engaged patients is recognized by regulators, health systems, hospitals, professional societies, providers, payers, and patients and families—and it is a central component of value-based care. Of the Institute for Healthcare Improvement …
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