From the President

By Richard L. Schilsky, MD
2008-2009 ASCO President

It has been common for each new ASCO President to bring forward one or more new initiatives for the Society and, in so doing, to leave a distinctive mark on the organization. As I look at ASCO, however, I see a mature, well-managed organization that is deeply engaged in virtually all aspects of cancer care, professional development, research, and education. As a profession, we are working to make rapid progress at a time of enormous scientific opportunity but in the face of declining resources, fragile research infrastructure, increased regulation, and a dwindling workforce. In view of these challenges, it is essential that ASCO develop a robust planning process, informed by the professional and political landscape, that continuously reviews our programs and advances strategic initiatives to achieve our mission. During a strategic planning meeting in March 2008, ASCO leadership looked carefully at many of the issues confronting our profession today, tried to envision what oncology might be like in the years ahead, and began to think about how ASCO can best prepare for that future. The ASCO Board of Directors, CEO Allen S. Lichter, MD, and I aim to enhance the strategic planning activities of the Board and to transition the Board from managing the Society to governing it, from focusing on the design of our programs to the impact of our programs on our membership and our patients. We have identified short- and long-term goals that we hope to achieve with respect to Board governance, leadership development, member services, practice improvement, survivor needs, and clinical research. We will examine how ASCO works with like-minded societies and federal agencies to promote the highest-quality of cancer care, to enhance clinical and translational research, to develop new researchers, and, ultimately, to improve outcomes for patients and their families.

As the Board takes responsibility for planning, the President can focus on bringing projects to fruition and implementing the high-priority initiatives approved by the Board each year. In this way, I hope to make the annual passage of the presidential gavel a seamless transition for the Society.

Recently developed initiatives that are being executed this year include the work of the Workforce Implementation Group (WIG), the Quality of Care Committee, as well as the Cost of Cancer Care Task Force. To address projected deficits in the oncology workforce, the WIG is charged with recommending and developing activities and resources designed to meet the challenge of a potential workforce shortage. Following the approval of the ASCO Board of Directors in 2007, the WIG is currently developing a workforce database and a researcher/faculty workforce study. The WIG is also developing pilot programs of health care delivery for survivors that rely on collaboration with nurse practitioners and physician assistants. The Quality of Care Committee will oversee the Society’s cancer quality activities, particularly QOPI^TM, and work with like-minded professional medical organizations and the health insurance industry to safeguard and promote quality cancer care. The Cost of Cancer Care Task Force—appointed in 2007 by Immediate Past President Nancy E. Davidson, MD—is examining cost of care issues from several perspectives that consider the expectations, rights, and responsibilities of oncologists, their patients, and society as a whole, to discuss, evaluate, and manage the rising costs of cancer care.

I am greatly honored to serve as ASCO President as we work together to conduct cutting-edge research, develop the next generation of physician-scientists, ensure that the oncology workforce can meet the needs of current and future patients, and achieve our commitment to “Making a World of Difference in Cancer Care.”