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; as well as 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.Donna M. O'Brien, MHA, is President of Strategic Visions in Healthcare (NY), a consulting firm focused on healthcare strategy, policy, and operations. She is frequently engaged by CEOs and Boards for large transformation projects and driving innovation. She has held executive positions in academic medical centers and health systems, including MD Anderson Cancer Center. As a Special Advisor to the Director, she led the design and implementation of the National Cancer Institute Community Cancer Centers Program.

• 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

"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 involvedin 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 rightperson 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 NCCCPaddressed 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 ourcountry 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 Schoolof 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 CommunityCancer Centers

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; as well as 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.Donna M. O'Brien, MHA, is President of Strategic Visions in Healthcare (NY), a consulting firm focused on healthcare strategy, policy, and operations. She is frequently engaged by CEOs and Boards for large transformation projects and driving innovation. She has held executive positions in academic medical centers and health systems, including MD Anderson Cancer Center. As a Special Advisor to the Director, she led the design and implementation of the National Cancer Institute Community Cancer Centers Program.

• 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

"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 involvedin 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 rightperson 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 NCCCPaddressed 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 ourcountry 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 Schoolof 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 CommunityCancer Centers

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; as well as 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.Donna M. O'Brien, MHA, is President of Strategic Visions in Healthcare (NY), a consulting firm focused on healthcare strategy, policy, and operations. She is frequently engaged by CEOs and Boards for large transformation projects and driving innovation. She has held executive positions in academic medical centers and health systems, including MD Anderson Cancer Center. As a Special Advisor to the Director, she led the design and implementation of the National Cancer Institute Community Cancer Centers Program.

• 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

"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 involvedin 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 rightperson 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 NCCCPaddressed 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 ourcountry 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 Schoolof 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 CommunityCancer Centers