Managing Disruptive Change in Healthcare: Lessons from a Public-Private Partnership to Advance Cancer Care and Research

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9780199368778: Managing Disruptive Change in Healthcare: Lessons from a Public-Private Partnership to Advance Cancer Care and Research
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Healthcare faces unprecedented global challenges. Rapid advances in genomics, computational sciences, and technology -- as well as the new focus on value-based care and an increased trend toward healthcare commercialization -- represent disruptive changes to an already-fragmented delivery system. The healthcare establishment has been slow to adapt, and now faces rising cancer-care costs and lags in outcome improvement and genomically informed interventions.

Managing Disruptive Change in Healthcare codifies the US National Cancer Institute's lessons from utilizing a public-private partnership with community hospitals to navigate the change needed to increase patient access to high-quality cancer care, and enhance hospitals' capacity to conduct and support research initiatives. The treatment of complex diseases requires a delivery system capable of translating scientific advances into care that is coordinated across the full continuum; this book offers a blueprint to just such an infrastructure.

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About the Author:


Arnold D. Kaluzny, PhD, is Professor Emeritus of Health Policy and Management and Director Emeritus of the Public Health Leadership Program, UNC Gillings School of Global Public Health. He is also a Senior Research Fellow in the Cecil G. Sheps Center for Health Services Research and a member of the Lineberger Comprehensive Cancer Center at the University of North Carolina at Chapel Hill. For over 30 years, he has served as an advisor to many NCI programs.
Donna M. O'Brien, MHA, is President of Strategic Visions in Healthcare (NY), a consulting firm focused on healthcare strategy, policy, and operations. She has held executive positions in academic medical centers and health systems, including MD Anderson Cancer Center, and served as a Special Advisor to the Director of the NCI for Community Healthcare Programs.

Review:


"Kaluzny and O'Brien provide an inside view of a cooperative arrangement between the National Cancer Institute and thirty community hospitals across the United States to advance scientific breakthroughs and improve cancer care. The book documents the value of public-private partnerships in conducting and financing key healthcare initiatives and implementing complex programs. Managing Disruptive Change should be on the reading list for everyone involved in developing healthcare public policy." -- U.S. Senator Robert P. Casey, Jr.


"Great advances in biomedical science and technology have occurred in academic medical centers, but most people with cancer are treated, suffer and die in the communities where they live. Bridging this gap requires disruptive change beyond just expanding access to state of art care. It requires creating a delivery system that serves as a platform for discovery by constantly monitoring, understanding and improving how we provide the right care for the right person and achieve the right outcome. That is the story and legacy of the NCI Community Cancer Centers Program so well described in this book." --Andrew C. von Eschenbach, MD
Former Commissioner of the US Food and Drug Administration
Former Director of the U.S. National Cancer Institute
President, Samaritan Health Initiatives


"Implementing evidence-based innovations in treatments and care delivery is a major challenge facing all health care organizations. Using cancer care as an example, Kaluzny and O'Brien show what can be achieved through well executed public-private partnerships. There are important lessons here for all striving to seize the opportunities to provide better care to all Americans." -- Stephen M. Shortell, PhD, MPH, MBA
Blue Cross of California Distinguished Professor, Health Policy &Management
Professor of Organization Behavior, Haas School of Business
Dean Emeritus, School of Public Health
University of California, Berkeley


"Innovative programs, committed leadership, and the ability to change are necessary to provide state-of-the-art healthcare. Kaluzny and O'Brien brilliantly show how the NCI Community Cancer Centers Program (NCCCP), a unique public-private partnership, led to sustainable changes in cancer care programs. The case studies provide clear focus on the dynamics of several community hospitals that successfully implemented the program, and the book shows how NCCCP addressed challenges in care for the underserved and moved the bar in providing quality cancer care." --Otis W. Brawley, MD, MACP
Chief Medical Officer, American Cancer Society
Professor of Hematology, Medical Oncology, Medicine and Epidemiology, Emory University


"This book demonstrates how a desire to develop a coordinated treatment plan for cancer care in the community setting can be achieved in a period of disruptive change in healthcare. The unique role of government as a catalyst and the power of public/private partnerships to facilitate large-scale and sustainable change backed by learnings from cancer research and cancer care delivery has created a set of principles applicable to health care in general in our country and worldwide. Its potential is overwhelming." -- Gail L. Warden, President Emeritus Henry Ford Health System Detroit and Professor of Health Management and Policy University of Michigan School of Public Health, Ann Arbor


"Drawing upon the experience of the NCI Community Cancer Centers Program, the authors have created a must-have resource for community cancer care providers. With practical case studies, including lessons learned, this publication offers clear insight into the future of community-based cancer care and will serve as a guide to develop and improve quality and value in all programs." --Christian Downs, JD, MHA, Executive Director, Association of Community Cancer Centers


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