Jason Lockard, MBA, CMOM/HEM-ONC

As an oncology practice manager, some of the key responsibilities you are tasked with include assessing the performance of your team members and identifying opportunities for improvement. To accomplish this requires the use of effective tools to measure key performance indicators, which will allow you to determine the health of your practice’s operations. Read More ›

There are several methods that can be used to gain a better perspective when determining the success of an oncology practice and its operations. Financial evaluation, access to care, quality metrics, and employee engagement are just a few of the operational elements that are important to consider, especially as they relate to the overall patient experience. Read More ›

It is no secret that the past 2 years have brought about major changes, not only in our personal lives, but in the ways that we manage our practices. Read More ›

Cancer remains one of the costliest diseases to treat in the United States. According to a 2020 report published by the American Cancer Society Cancer Action Network, the out-of-pocket costs patients faced in 2018 totaled $5.6 billion. Furthermore, evidence shows that the total amount attributed to direct cancer-1 related healthcare spending in 2015 was $183 billion, a number that is estimated to increase to approximately $246 billion by 2030. Read More ›

The majority of leadership opportunities currently available in the medical practice community require individuals to be responsible for the operations of previously established businesses and teams. As a result, new and seasoned leaders alike are often finding themselves facing unique challenges as they navigate the nuances of assuming leadership of existing practices. This transition can be equally challenging for the staff members. In this article, we offer some strategies you can use to facilitate the process. Read More ›

At one time or another, we have all found ourselves on the phone with a customer service representative, trying to resolve an issue. Unfortunately, it seems as though no matter what we say, the person on the other end of the line offers the typical “scripted” response and does not address our problem. We continue trying to get our point across, hoping that the representative will eventually understand and provide some type of real assistance. Read More ›

“Why?” That is the question that parents of toddlers hear countless times a day. It is a word that may elicit an internal—or perhaps an external—groan because it is the start of a litany of “whys” that will not cease until a satisfactory answer is given. What causes toddlers to ask “why?” so frequently? According to a study conducted at the University of Michigan, it is because they really do want an explanation. Read More ›

As we continue to navigate through today’s evolving healthcare landscape, the need for thoughtful innovation is at an all-time high. As oncology administrators, we are responsible for leading our teams through change, which requires engagement, buy in, and input from our front-line workers. One strategy for navigating meaningful change, which has been gaining momentum in many industries, is the process of design thinking. Although the term “design” may create the impression that this process would be best served in engineering or product design, it adds a sense of creation and innovation that is critical to the process. Read More ›

As oncology management professionals, the sentiment is never lost that people are our strongest asset. The proficiency of a practice’s front-line staff can affect the efficacy of treatment, support the initiatives of professional organizations, and greatly influence the mood and mindset of patients. Therefore, as we continue to navigate through the ever-changing healthcare environment, it is critical to take the necessary steps to support those who are critical to the care of our patients. Read More ›