The diagnosis of cancer in a child, adolescent, or young adult is an emotionally overwhelming time. To improve the quality of education and support provided to patients and caregivers with a new cancer diagnosis, we executed a quality improvement initiative to (a) define key education milestones for the delivery of essential education during the first 2 months following diagnosis and (b) to define role accountability within the multidisciplinary team for delivery of content and execution of tasks. To develop education milestones, we (a) identified educational content from review of the literature, (b) determined the sequence of content delivery through qualitative interviews with patients and caregivers, and (c) developed education milestones by evaluation of existing workflows. To develop task lists, we (a) determined which multidisciplinary team member was best suited to deliver specific content and (b) defined discrete tasks required to execute education milestones. Key content topics and preferred sequence are as follows: Emotional Adjustment to Diagnosis, When and How to Call the Doctor, Medication Management, Practical Needs, Line Care, and Access to Nontherapeutic Clinical Trials. Eight education milestones were defined across the initial 2 months following cancer diagnosis. The education milestones are paired with task lists. The education milestones and task lists guide the execution of complex education across a multidisciplinary service line in an emotionally challenging time. Early information focuses on essential content, role responsibility is clearly defined, and psychosocial support services are purposefully and iteratively integrated into care during the initial weeks following a cancer diagnosis.

This paper provides an overview of social and environmental management practices in the oil and gas industry. It outlines the evolution of international oil companies' approaches over the last 20 years, reviews what social and environmental management amongst such companies means in practice, and highlights some of the unresolved issues emerging today. While most companies now model their approach to social and environmental management on international norms, they face a variety of drivers of their practices. These range from complying with international standards in order to gain access to finance, to complying with new host country legislation and regulation, and gaining and maintaining a good reputation and a 'social licence to operate'. This paper argues that the complexity of these drivers problematizes the portrayal of the industry's social and environmental management as 'voluntary' corporate social responsibility, and somewhat renders the latter term misleading.Acknowledgements: This paper is largely based on my experience of working as a social practitioner in the extractive industries over the last ten years, including many conversations with colleagues. I would particularly like to thank Ramanie Kunanayagam for sharing with me her everinsightful perspectives, which have helped shape my views on social performance in the industry over the years, as well as my arguments for this paper. I would also like to thank Dr Alan Roe for his feedback on earlier drafts. I am extremely grateful to Dr Evelyn Dietsche for reading earlier drafts of the paper and giving me very helpful editorial and content feedback, which helped strengthen the paper. Last but not least, I would like to thank my husband, Dr Ronald Ranta, for reading and commenting on various drafts, as well as holding the fort while I was immersed in the writing.1 This paper represents a social practitioner's perspective on social and environmental performance in the oil and gas industry. In terms of methodology, although I refer to the academic literature on corporate social responsibility in the oil and gas industry, the paper is largely based on a review of primary materials such as company sustainability reports and NGO reports, as well as my own observations and experiences of working within the extractive industries, particularly the oil and gas industry, over the last 10 years.

Background: Parents of children newly diagnosed with cancer require specialized knowledge and skills in order to safely care for their children at home. The Children's Oncology Group (COG) developed expert consensus recommendations to guide new diagnosis education; however, these recommendations have not been empirically tested. Methods: We used a sequential two-cohort study design to test a nurse-led Structured Discharge Teaching Intervention (SDTI) that operationalizes the COG expert recommendations in the setting of a tertiary children's hospital. Outcomes included parent Readiness for Hospital Discharge Scale (RHDS); Quality of Discharge Teaching Scale (QDTS); Post-Discharge Coping Difficulty (PDCD); Nurse Satisfaction; and post-discharge unplanned healthcare utilization. Results: The process for discharge education changed significantly before and after implementation of the SDTI, with significantly fewer instances of one-day discharge teaching, and higher involvement of staff nurses in teaching. Overall, parental RHDS, QDTS, and PDCD scores were similar in the unintervened and intervened cohorts. Almost 60% of patients had unplanned healthcare encounters during the first 30 days following their initial hospital discharge. Overall nurse satisfaction with the quality and process of discharge education significantly increased post-intervention. Discussion: Although the structure for and process of delivering discharge education changed significantly with implementation of the SDTI, parent RHDS and QDTS scores remained uniformly high and PDCD scores and non-preventable unplanned healthcare utilization remained similar, while nurse satisfaction with the quality and process of discharge education significantly improved, suggesting that further testing of the SDTI across diverse pediatric oncology settings is warranted.

Background Parents of children with cancer must learn and retain crucial information necessary to provide safe care for their child. Smartphone applications (apps) provide a significant opportunity to meet the informational needs of these parents. We aimed to develop, refine, and evaluate a smartphone app, informed by the Children's Oncology Group (COG) expert consensus recommendations, to support the informational needs of parents of children with cancer. Procedure We employed a user‐centered iterative mixed‐methods approach in two phases (prototype development/refinement and pilot testing). We engaged parents and clinicians in evaluating the app via qualitative interviews and standardized tools that measured app quality (Mobile Application Rating Scale [MARS]), usability (System Usability Scale [SUS]), and acceptability (System Acceptability Scale [SAS]). We evaluated early usage patterns after public release. Results Thirty‐two parents and 17 clinicians participated. Mean (± standard deviation [SD]) scores for app quality, usability, and acceptability were: MARS: 4.5 ± 0.7 on a 5‐point scale; SUS: 86.7 ± 23.8 on a 100‐point scale; and SAS: superior (61%); similar (28%); inferior (11%) to written materials. Qualitative findings largely confirmed the quantitative data. Downloads of the app during the first year following public release have exceeded 5000. Conclusions The COG KidsCare app prototype was found to be of high quality and received high usability and acceptability ratings. Further testing is needed to determine app effectiveness in improving parental knowledge regarding care of children with cancer.

This chapter provides an overview of social and environmental performance and management practices in the oil and gas industries, outlining the evolution of international companies’ approaches over the last twenty years within the wider extractive industries context. The chapter reviews what social and environmental management amongst such companies means in practice, and highlights some of the unresolved issues emerging. While most companies now model their approach to social and environmental management on international norms, they face a variety of drivers to their practices. These range from complying with international standards in order to gain access to finance, to complying with new host country legislation and regulation, and gaining and maintaining a good reputation and a ‘social licence to operate’. This chapter argues that the complexity of these drivers problematizes the portrayal of the industry’s social and environmental performance as ‘voluntary’ corporate social responsibility, and renders the latter term somewhat misleading.