Achieving a multilevel evidence-based approach to improve cancer care in the U.S. post-COVID era: What is the role of management?

In 2013, the Institute of Medicine already had declared the state of U.S. cancer care as "a delivery system in crisis." Beginning in early 2020, the ongoing COVID-19 pandemic has dramatically revealed the fragile nature of the U.S. health system. As a microcosm of that larger health system, cancer care can provide us with opportunities for innovative thinking and new solutions. This paper describes a series of public and private-sector cancer care initiatives that are the building blocks for a multilevel evidence-based approach to improve cancer care in the post-COVID era. Achieving these objectives requires significant managerial policy decisions, some risk taking, and the development of organizational strategies that involve collaboration within the managerial and clinical leadership. Such strategies should reflect adaptability to navigate the complex and changing science, policy and financing environment, while retaining the central values of patient-centered care. As suggested by Edward Deming, an early pioneer in quality-improvement initiatives, the problems are with the system, and the system belongs to management. Though future challenges are undefined and likely to be significant, the foundational elements of a multilevel, evidence-based approach for improving cancer care are established and able to be built upon and will offer application in the post-COVID era

Perspectives on public health: health professionals view the functions of local public health departments.

For many years spokesmen for public health have offered a range of opinions about the mission of public health and the functions of health departments. These statements, although extremely useful, fail to account for the diverse roles that are loosely defined as public health occupations, and they fail to reflect the views of line workers in local health departments. The public health movement therefore remains undefined in important dimensions. Often public health department personnel cannot function as a cohesive unit, because the organization lacks a common and clearly defined mission. The public health movement as a whole would benefit from a sharpened identity in the garnering of public support, in the recruitment of competent people, and in the task of giving direction for public health workers at all levels

Improving clinical research and cancer care delivery in community settings: evaluating the NCI community cancer centers program

Abstract Background In this article, we describe the National Cancer Institute (NCI) Community Cancer Centers Program (NCCCP) pilot and the evaluation designed to assess its role, function, and relevance to the NCI's research mission. In doing so, we describe the evolution of and rationale for the NCCCP concept, participating sites' characteristics, its multi-faceted aims to enhance clinical research and quality of care in community settings, and the role of strategic partnerships, both within and outside of the NCCCP network, in achieving program objectives. Discussion The evaluation of the NCCCP is conceptualized as a mixed method multi-layered assessment of organizational innovation and performance which includes mapping the evolution of site development as a means of understanding the inter- and intra-organizational change in the pilot, and the application of specific evaluation metrics for assessing the implementation, operations, and performance of the NCCCP pilot. The assessment of the cost of the pilot as an additional means of informing the longer-term feasibility and sustainability of the program is also discussed. Summary The NCCCP is a major systems-level set of organizational innovations to enhance clinical research and care delivery in diverse communities across the United States. Assessment of the extent to which the program achieves its aims will depend on a full understanding of how individual, organizational, and environmental factors align (or fail to align) to achieve these improvements, and at what cost

Translating research into evidence-based practice: The National Cancer Institute Community Clinical Oncology Program

The recent rapid acceleration of basic science is reshaping both our clinical research system and our health care delivery system. The pace and growing volume of medical discoveries are yielding exciting new opportunities, yet we continue to face old challenges to maintain research progress and effectively translate research into practice. The National Institutes of Health and individual government programs are increasingly emphasizing research agendas involving evidence development, comparative effectiveness research among heterogeneous populations, translational research, and accelerating the translation of research into evidence-based practice, as well as building successful research networks to support these efforts. For over 25 years, the National Cancer Institute's Community Clinical Oncology Program has successfully extended research into the community and facilitated the translation of research into evidence-based practice. By describing its keys to success, this article provides practical guidance to cancer-focused provider-based research networks as well as those in other disciplines

Cancer Care Delivery Research: Building the Evidence Base to Support Practice Change in Community Oncology

Understanding how health care system structures, processes, and available resources facilitate and/or hinder the delivery of quality cancer care is imperative, especially given the rapidly changing health care landscape. The emerging field of cancer care delivery research (CCDR) focuses on how organizational structures and processes, care delivery models, financing and reimbursement, health technologies, and health care provider and patient knowledge, attitudes, and behaviors influence cancer care quality, cost, and access and ultimately the health outcomes and well-being of patients and survivors. In this article, we describe attributes of CCDR, present examples of studies that illustrate those attributes, and discuss the potential impact of CCDR in addressing disparities in care. We conclude by emphasizing the need for collaborative research that links academic and community-based settings and serves simultaneously to accelerate the translation of CCDR results into practice. The National Cancer Institute recently launched its Community Oncology Research Program, which includes a focus on this area of research