Kaluzny’s book addresses quality of care and access to research for cancer patients in the community setting
Reprinted from the UNC Gillings School of Global Public Health
A new book, published this month by Oxford University Press, calls for an increase in patient access to high-quality cancer care in the community and an improvement in community hospitals’ capacity to support research and genomically informed medicine.
Managing Disruptive Change in Healthcare: Lessons from a Public-Private Partnership to Advance Cancer Care and Research, co-authored by Arnold D. Kaluzny, PhD, and Donna M. O’Brien, MHA, describes the National Cancer Institute’s experience of a public-private partnership with 30 U.S. community hospitals.
Kaluzny is professor emeritus of health policy and management and director emeritus of the Public Health Leadership Program at the UNC Gillings School of Global Public Health. He also is a senior research fellow at UNC’s Cecil G. Sheps Center for Health Services Research and member of the UNC Lineberger Comprehensive Cancer Center. For more than 30 years, he has served as an active researcher, principal investigator and adviser for many National Cancer Institute programs.
O’Brien is president of Strategic Visions in Healthcare, a New York consulting firm focused on health-care strategy, policy and operations.
Kaluzny notes that the book was developed based upon his and O’Brien’s experiences as advisers to the National Cancer Institute and NCI’s Community Cancer Centers Program and features case studies on the implementation of the program at the NCI and at three healthcare organizations – urban, rural and a national health system.
“This has been quite a journey,” he said. “Our hope is that we’ve put our wealth of experience and that of our contributing authors to good use and that the book will provide a better understanding of the process by which better health care can be implemented and sustained in communities across the U.S. and around the world.”
All royalties will go to a National Cancer Institute fund that supports young investigators involved with cancer care delivery research.
Managing Disruptive Change in Healthcare has received high acclaim from respected colleagues in health policy and management from both the academic and practice communities.
“Implementing evidence-based innovations in treatments and care delivery is a major challenge facing all health care organizations,” said Stephen M. Shortell, PhD, MBA, professor of organization behavior and dean emeritus at the University of California at Berkeley School of Public Health. “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.”
Gail L. Warden, MHA, president emeritus of the Henry Ford Health System in Detroit and professor of health management and policy at the University of Michigan’s School of Public Health, said the book demonstrates how a desire to develop a coordinated plan for cancer care in the community setting can be achieved in a period of disruptive change in health care.
“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 managing health care in general. Its potential is overwhelming,” Warden said.
More information about the book and how to purchase it is available on the Oxford University Press website.