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.

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.

Preface Introduction Part One: The Challenge of a Changing Science 1: The Changing Science and the Rationale for a Public-Private Partnership John Niederhuber and Maureen Johnson 2: The Turbulent Environment of Cancer Care Mary Fennell, Donna O'Brien and Arnold Kaluzny Part Two: Improving Cancer Care in the Community: Achieving Sustainability 3: The NCI Community Cancer Centers Program as a Public-Private Partnership Arnold Kaluzny, Donna O'Brien and Joy Beveridge 4: Taking Cancer Care to a New Level: Spartanburg Regional Healthcare System James Bearden, Bruce Holstein and Lucy Gansauer 5: Hartford at a Crossroads: Becoming a Community Hospital-based Research Resource Andrew Salner, Jeffrey Flaks, Donna Handley and Robert Siegel 6: Leveraging a Public-Private Partnership to Implement a National Cancer Service Line: The Experience of Catholic Health Initiatives Deborah Hood, John DiCola, Richard Deming and Dax Kurbegov Part Three: Moving Forward: Lessons from a Public-Private Partnership 7:Transforming Cancer Care in the Community: Key Considerations for Sustainability Donna O'Brien, Mary Fennell and Arnold Kaluzny 8: Global Implications for a Changing Healthcare Environment Donna O'Brien, David Kerr and Arnold Kaluzny Epilogue Arnold D. Kaluzny and Donna M. O'Brien Acknowledgements Glossary of Terms Appendix 1: Methodology Appendix 2: Program-related publications Appendix 3: Resources and Tools Index