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a new or growing program through consultation or mentorship. 3. Summarize how engaging with peers or networks of peers can support efforts to grow or improve a palliative care program. A recent survey of California hospitals showed that the prevalence of palliative care services (PCS) doubled over the past 8 years to 33%, but that 20% of these programs have been operational for a year or less. Whether launching a new program, growing nascent one, or expanding a mature one, PCS leaders need to be able to perform a wide variety of tasks including providing clinical excellence, demonstrating quality and value to a variety of stakeholders, leading a team, engaging with senior leaders at their hospital or health system, cultivating philanthropic support, and crafting job descriptions that are sustainable, among many others. Program leaders need to know what to do, when to do it, and what to avoid. They also need the tools to support and document quality care. Unfortunately, too often program leaders go it alone and fail to take advantage of the many resources available to help. We propose that no one should do this alone and that new programs should develop plans for leveraging the wealth of external resources that are available in our field to support them and help them avoid mistakes, overcome barriers, and adapt and adopt rather than recreate. The goal of this session is to describe some of the external resources that are currently available to people starting or growing a PCS. We will show that assistance can come from many sources: professional organizations, peers and networks, and experts. By taking advantage of these resources new programs can get the support they need to more easily negotiate the challenges they will inevitably face. Perhaps more importantly, leveraging external resources will allow us as a field to pool our knowledge and further our collective goal to provide patients and families with the best care possible. |
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