Advance care planning with your patients.

Studies have shown that patients want their doctor to talk to them about their advance care plans, and they want that discussion sooner rather than later.

A financial counselor on the practice staff: a win-win.

Patients with cancer are often burdened by financial stresses during treatment. The presence of a financial counselor can help alleviate these concerns for both patients and providers.

Subspecialization in community oncology: option or necessity?

Specializing in a particular type of cancer is one way to manage the explosion of knowledge in oncology. What would subspecializing mean for practitioners, patients, and the community?

Performance appraisal: a tool for practice improvement.

Yours may be among the many oncology practices without an appropriate performance review system in place. Lack of an effective evaluation system increases the risk of inefficiency, poor office morale, and high turnover rates.

Strategic use of clinical pathways.

Clinical pathways are detailed, evidence-based processes for delivering cancer care for specific patient presentations. Some oncologists have embraced clinical pathways, while others resist.

Expanding practice to provide integrated cancer care.

Specialists involved in cancer care are considering integrating their practices or have already done so. What's involved in forming a multispecialty practice? Could it work for you?

How to implement change in practice.

Learn what it takes to overcome the status quo and implement change because stagnation can jeopardize the future of your practice.

How to negotiate with health care plans.

With practice expenses increasing, boosting reimbursement from private payers is one way to stay in business. But successful negotiation is easier said than done.

Use of locum tenens physicians in oncology practice.

Who would step in to care for your patients if you had to be away from work for several weeks? Calling in a locum tenens oncologist may be a good solution.

Essentials of staff development and why you should care.

Physicians may reason that their energy, education, and training should be focused on patient care and research, whereas staff education should be the responsibility of practice managers. But physicians have an important role in staff development.