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This article examines the hallmark of successful oncology programs—an action-oriented strategic planning process, specific to the unique nature of cancer care—and assesses the “must haves” for cancer program planning, offering a roadmap to follow for effective oncology strategy.

At the ACCC 45th Annual Meeting and Cancer Center Business Summit, I announced my 2019-2020 President’s Theme: Collaborate. Educate. Compensate: A Prescription for Sustainable Care Delivery.

It is incredibly important for managers and administrators to be able to report the true impact navigation programs have on cancer patients, as well as the cancer program.

2017 ACCC Innovator Award winner Mitchell Cancer Institute developed a universal oncology nurse navigation acuity tool that measures 11 factors directly impacting the need for and level of navigation services, including staging and diagnosis, co-morbidities, hospitalizations, and family support.

As the team of Northwest Medical Specialties discussed its approach to meeting OCM requirements, we realized that the program required rigor and processes like those found in clinical research programs, and an idea surfaced. Employing practices, procedures, and rules commonly used by those who work in a clinical research setting looked like a promising avenue for OCM implementation.

A number of excellent strategic planning tools have been published by consultancies and academia, but we have found that they often lack the necessary specificity for oncology and, more importantly, do not fully address the all-important question for healthcare organizations—how do we plan for an uncertain, value-based future?

What is the correct number of physicians and support staff needed to meet the requirements of the cancer program? There may not be a single answer to this complex question.