The purpose of this paper is to provide a case study of a multifaceted institutional approach to minimizing cancer health disparities, presenting a novel organizational framework entitled, “A.C.C.E.S.S.” to guide those efforts.
This paper presents a case study of an organization that operates under the theory that cancer health disparities are a result of the cumulative incongruence of differences that exist between people in various contexts and interactions over time. Consequently, the A.C.C.E.S.S. framework is used to demonstrate the range of opportunities within an organization to intervene and mitigate gaps that result in inequality.
Addressing A.C.C.E.S.S. in various interactions and contexts over a sustained period of time results in a continuous improvement cycle that attenuates cancer health disparity.
The antecedents and impacts of cancer health disparities are well documented. However, there is a dearth of directionality for institutions and organizations in achieving equality in cancer treatment and care. This paper provides a framework to consider in organizing such endeavors.
