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Despite the availability of vaccines, drugs, and monoclonal antibodies, the healthcare field is more challenged than ever with the Omicron variant.
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.
As we turn the corner toward 2022, for oncology to drive equity forward: We need every member and every discipline, patient, leader, payer, industry partner, and innovator working together to provide the most equitable care possible in a sustainable way.
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.
Put yourself first: this mantra is especially important today as we continue to grapple with the implications and fallout from the COVID-19 global pandemic.
This program helps newly licensed nurses practice safely and accurately to become competent clinicians in oncology, enhancing their critical thinking and clinical decision-making skills when treating older adults with cancer and delirium.
Thirty-six medical oncologists, practicing at 21 sites in groups that ranged in size between 1 and 8, were paid according to 14 variations of 9 individual practice plans. We felt that the window of opportunity was optimal to convert individual sites into a functionally cohesive and interactive group using financial goals and rewards to encourage behavioral changes.
In an interview with Oncology Issues, Dr. Weiss shares why she believes this work is important in all levels of healthcare—from the clinic to the boardroom.
Many times, being present, allowing the grief, and letting our patients know they aren’t alone is the only “treatment” we have. So, what sustains us? How do we do this every day?
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.
As the senior director of cancer services at Spectrum Health Lakeland in St. Joseph, Mich., I led a breakout session at the 37th [Virtual] ACCC National Oncology Conference in September 2020, where I shared tips for effective and positive leadership in oncology. The first step to becoming an effective leader is to understand the type of leader you are—even if you hold an informal leadership …
Rather than fielding its annual Trending Now in Cancer Care survey while cancer programs were experiencing unprecedented challenges due to the extended public health emergency, ACCC chose to facilitate conversations with its members to capture the lived experiences of the most pertinent issues impacting oncology practice and care delivery.
Caring for patients with cancer is inherently stressful, but many cancer team members say that their difficulties go beyond the expected emotional strain. Robin Hearne, RN, MS, director of Cancer Services and Chronic Disease Care at The Outer Banks Hospital, elaborates on the burdens of bureaucracy and shares the programs she’s developed to provide staff with necessary tools for patient and …
When Kettering Health Network reorganized its operations by service lines, oncology had major problems—internal competition, communication deficits, inefficiencies, and a lack of infrastructure. Learn how Kettering united its oncology staff under “one best practice,” streamlined operations, increased patient volume, and decreased internal competition.