Cancer Centers

Cancer center planning involves clinical services, staffing, reimbursement, facilities, and financial decisions. PYA advises community hospitals, health systems, NCI-designated cancer centers, physician practices, and for-profit organizations on the business and operational needs of oncology programs.

Our work spans radiation and medical oncology, surgery, imaging, pathology, radiology, clinical research, and supportive care. We help leadership evaluate how program changes fit the organization’s resources, operating model, and priorities.

Our Cancer Center Services

Strategy

Strategic Planning
Market and Organizational Assessments
Provider Needs Assessments
Cancer Facility Planning
Network Strategy and Development
Value-Based Care Readiness Assessments
Centers of Excellence Development

Transactions

Due Diligence
Financial Due Diligence Assessments
Transaction Execution
Integration Advisory
Quality of Earnings (QoE) Analysis
SCOUT–Comprehensive Transactions Support

Valuation

Business Valuation
Brand Valuation
Provider Compensation Valuation
Compensation Planning and Design
Machinery & Equipment Valuation

Performance Improvement

Operational Assessments
Quality Scorecard Development and Tracking
Care Pathway Development and Implementation Planning
Policy and Procedure Development

Compliance

340B and Pharmacy
Coding and Medical Necessity Reviews
Mock HRSA Audit Readiness Reviews
Corrective Action Plan (CAP) Response
Pharmacy Benefit Management (PBM) Audits
Post-Audit Support
Compliance Risk Assessments

Managed Care & Reimbursement 

Contract Negotiations and Rate Analysis
Revenue Cycle Assessments and Improvement
Pay-for-Performance Programs
Alternative Payment Models Participation

Clinical Research Administration Office

Financial Activation and Maintenance
Regulatory Activation and Maintenance
Post-Award Revenue Cycle Management

Oncology Advisory from Program Planning to Implementation

Oncology Strategy and Performance Advisory Services

Define the Program and the Resources It Requires

An expansion or affiliation needs a clear view of the services proposed, market demand, provider capacity, and financial feasibility. Provider needs assessment can inform the workforce portion of that review. PYA helps oncology leaders consider those findings alongside facility, network, and program-development plans.

Connect Operating Findings with Reimbursement

An oncology assessment can examine care processes, revenue cycle performance, and payer arrangements together. Managed care and reimbursement analysis helps distinguish payment questions from operational concerns. The findings can inform pathway implementation, quality scorecards, responsibilities, and corrective work.

Plan for the Administration of Clinical Research

Clinical research requires administrative work before a study begins and throughout its operation. PYA’s Clinical Research Administration Office supports budgeting, coverage analysis, business-term contracting, study activation, and ongoing management. This gives oncology programs a defined source of assistance with the financial and regulatory administration of trials.

Cancer Center Services – Frequently Asked Questions

What should a cancer center evaluate before expanding a service, facility, or network?

The evaluation should consider market demand, provider capacity, current organizational performance, facility requirements, and how the proposed expansion fits within the broader network strategy. Leaders should also assess readiness for value-based care and determine what clinical, operational, and financial resources will be needed to support the expanded program.

What transaction and valuation needs may arise in oncology?

An oncology transaction may require financial and operational due diligence, Quality of Earnings (QoE) analysis, business or brand valuation, provider compensation review, and valuation of machinery and equipment. The scope should reflect the transaction structure, the assets being transferred, the compensation arrangements involved, and the integration work required after closing.

How can a cancer center improve operational consistency across the care continuum?

Operational assessments can identify where clinical, financial, and administrative processes are not working together effectively. Care pathways, quality scorecards, implementation plans, and clear policies and procedures can then help establish more consistent expectations, responsibilities, and performance measures across oncology services.

Which compliance and pharmacy issues should cancer centers review?

Review coding, medical necessity, pharmacy operations, and compliance controls in the context of the services provided. For participating organizations, include 340B requirements and preparation for relevant audits. The scope may also cover pharmacy benefit management audits, corrective action plans, and post-audit follow-up.

What services does PYA’s Clinical Research Administration Office provide for oncology programs?

PYA’s Clinical Research Administration Office coordinates financial and regulatory activities associated with clinical research, including study activation, ongoing maintenance, and post-award revenue cycle management. This support helps connect the financial, regulatory, billing, collection, and administrative responsibilities that continue throughout the life of a clinical trial.

The PYA Difference

Over our 40-year history, PYA has consistently delivered high-value advisory services to our national client base. Our team is deployed to develop custom plans using proven approaches and work plans.

Independence

Private ownership means we answer only to our clients, not to third-party investors, giving us the freedom to be thorough and thoughtful in our work. We judge our success by our clients’ success.

Relationships

We value long-term relationships and work hard to maintain them. Our commitment to client relationships and the communities we serve remains constant.