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Transform Webinar

Investing Strategically: Lessons from UVA Health & Northwell Health Cancer Institute on Scaling Infusion Operations

Speakers

Margaret Miller Headshot
Margaret Miller
Director of Operations, Northwell Health Cancer Institute
Katie L Headshot
Katie Lassiter BSN, RN, OCN
Director of Clinical Operations – Infusion, UVA Cancer Service Line
Allison Milo
Allison Milo
Senior Product Implementation & Customer Success, Infusion, LeanTaaS

Summary

As cancer programs grow in complexity and scale, health systems are being asked to do more with less—balancing system-wide efficiency with high-quality, personalized care. In this dynamic discussion, leaders from UVA Health and Northwell Health Cancer Institute share how they navigate today’s financial pressures while making bold, forward-looking investments in infusion operations.

This session explores how each health system built a case for scaling digital tools like iQueue across multiple sites, gained stakeholder buy-in, and turned those investments into measurable operational value. Panelists discuss what it takes to drive consistency across diverse infusion centers, maintain staff engagement, and translate clinical, financial, and operational priorities into sustained outcomes.

Key takeaways include:

  • Tactics for defending operational investments in tight budget environments
  • Lessons learned from multi-site implementation and standardization efforts
  • Strategies to keep frontline staff engaged and invested over time
  • Metrics and dashboards that align cross-functional teams around shared goals
  • Forward-looking practices to continuously evolve and prove the value of optimization tools

Leave with actionable insights for navigating budget scrutiny while investing in scalable, high-impact improvements across their infusion network.

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Chapter 1: The Looming Challenge

If you work in the healthcare industry, or even if you’re just an interested observer, you don’t need a book to tell you that the financial pressure is on as never before. A perfect storm of circumstances is swirling together, one that will make survivability, not to mention profitability, a greater challenge for healthcare companies than we’ve seen in the modern era.

As with banks, retailers, and airlines, which had to rapidly enhance their brick-and-mortar footprints with robust online business models—it is the early movers eager to gain new efficiencies that will thrive and gain market share. The slow-to-move and the inefficient will end up being consolidated into larger health systems seeking to expand their geographical footprints.

The pressures on healthcare

Let’s look at just a few of the looming challenges healthcare must meet head-on.

An aging population

By the year 2030, the number of adults sixty-five years of age or older will exceed the number of children eighteen years or younger in the United States. We are living longer than our parents did. Positive news for sure, but problematic for several reasons.

The older we get, the more medical help we need. Older people have more chronic diseases. By 2025, nearly 50 percent of the population will suffer from one or more chronic diseases that will require ongoing medical intervention. This combination of an aging population and an increase in chronic diseases will create a ballooning demand for healthcare services.

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