In October 2023, Tennessee Oncology, which treats nearly half of the cancer patients in the state, took a courageous and intentional step forward—launching a transformative journey from a decentralized education model to a unified, centralized department with one clear purpose: to support strategic objectives, standardize initial orientation processes, and deliver consistent, evidence-based education across the organization. Nursing professional development at Tennessee Oncology was regionally separated for years—educators were assigned to specific clinics, onboarding agendas varied across departments, and preceptor selection lacked standardization. Learning experiences were inconsistent, delivery methods unaligned, and educator roles differed.

Recognizing the need for consistency, quality, and innovation, the organization embraced centralization—not just as a structural change, but as a professional development necessity. This advancement reflects ANPD’s second Standard: Education, reinforcing that well-designed, standardized, and strategically aligned educational programs are vital to meeting both learner needs and organizational outcomes.

Laying the Groundwork: From Vision to Structure

The formation of Tennessee Oncology’s Education Department began with a clear focus: building the right team to support our mission. We carefully designed a people-first structure to ensure comprehensive educational support across the organization. Key roles identified included a director of education services, a professional development consultant, a provider systems trainer, education specialist-RNs, education specialists, and education coordinators. We strategically merged talent from our existing patient services, nursing, and laboratory departments to bring this vision to life. This collaborative approach not only leveraged internal expertise but also strengthened the foundation of our new department, uniting experience, knowledge, and a shared commitment to excellence in education.

With the people structure in place, our Education Department moved forward with a systematic implementation plan designed to build a strong foundation and guide long-term success. We began by gathering documentation on the current state of education processes, such as curriculum and preceptor programs, establishing leadership connections, and assessing existing structures. In the early phases, our focus was twofold: strengthening team development and sustaining current professional development efforts, all while laying the groundwork for a more streamlined and effective future state. From January to March 2024, we introduced targeted, incremental improvements—carefully reviewed each month with leadership team members and subject matter experts to ensure alignment, accountability, and practice-wide relevance. This thoughtful, collaborative approach positioned us to evolve with purpose while honoring what was already working well.

From Pilot to Practice: Innovating Education Through Collaboration and Training

By April 2024, our Education Department established a structured orientation process, established initial orientation plans for all clinical roles, and implemented a formal education request process to manage requests for education and training. Our Education Department welcomed a new instructional designer and a new systems trainer to support this growth. The instructional designer role has been key in establishing consistent, high-quality standards for all educational content—from web-based modules to printed materials. The systems trainer role has supported onboarding growth by creating, editing, and facilitating our new hire EMR systems training for the entire organization.

Over the next few months, our Education Department created and introduced a dynamic, hands-on classroom training program designed to better prepare new hires before they step into the clinic—and the results have been nothing short of game-changing. By providing structured, interactive training up front, we’ve significantly reduced the burden on our already busy clinic preceptors. The pilot program was such a success that it’s now been adopted system-wide as the new standard for onboarding all incoming patient services team members. To ensure this high-quality training continued seamlessly every two weeks, our team expanded by adding two dedicated education trainers. Their mission? To equip our new front-office staff with the confidence, skills, and knowledge they need to deliver outstanding patient care from day one.

Continuing on the journey, our department prioritized collaboration and forward-thinking innovation. We partnered with leadership to support a medical assistant training program in partnership with Nashville State Community College, to provide staff looking to advance their healthcare careers with clinical skills development that builds long-term workforce capacity. At the same time, we designed and launched a specialized training program to prepare clinical teams for treating CAR-T patients in the community care setting—bringing cutting-edge cancer care closer to home. Additionally, we explored tools to strengthen long-term competency and preparedness. This included evaluating electronic competency management systems to better track skills and training, as well as developing a fully immersive simulation training program for clinic staff. This simulation experience played a vital role in preparing teams for the successful opening of a new clinic in a brand-new geographic area—ensuring staff were confident, capable, and clinic-ready from day one.

The Numbers Tell the Story

By December 2024, our Education Department hit a major milestone—completing an impressive 271 education requests, with 31 more actively in progress. This achievement reflects not just our team’s dedication, but the power of true system-wide collaboration. Together, we partnered across departments to design impactful training, develop essential learning resources, and support the seamless onboarding of nearly 600 new team members. From frontline staff to clinical roles, our work helped set each person up for success—strengthening our organization from day one.

One Year Strong: Standardized, Synchronized, and Strategic

One year into our journey, the centralized Education Department is fully operational—overseeing onboarding and training across all five regions with a unified, strategic approach. No matter the location, education specialists follow a standardized week-one onboarding agenda and partner closely with managers to tailor orientation plans that meet both team and regional needs. Clearly defined roles and a structured hierarchy have brought consistency and clarity to every aspect of training—streamlining the development, delivery, and evaluation of educational content across the system.

We’re also embracing innovation: Our electronic competency management system is currently in the pilot phase, and our immersive simulation training is already supporting staff at our third brand-new clinic, ensuring every team launches with confidence and readiness. It’s been a transformative year—one of growth, discovery, and meaningful change. As we look ahead, we remain committed to building a learning culture that empowers every team member, every step of the way.

A Foundation for Learning and Excellence

What began as a vision to unify and strengthen has become a model of what’s possible when strategy meets collaboration. With a structured team, strategic foresight, standardized practices, and unwavering commitment, our Education Department at Tennessee Oncology is well-positioned to support continuous learning and professional excellence. This journey is more than an operational shift—it demonstrates how thoughtful implementation and cross-functional collaboration can elevate education services in a healthcare setting. As we look to the future, our foundation is firm, our momentum is strong, and our mission is clear: to empower every team member through consistent, innovative, and high-impact education that ultimately enhances care for our patients.