Cancer registry programs are facing a challenging reality. The demand for high-quality cancer data continues to grow, accreditation requirements are becoming increasingly complex, and experienced cancer registrars remain in short supply. At the same time, cancer programs are under pressure to do more with limited resources while demonstrating measurable value from the data they collect.
Meeting this demand requires more than adding headcount to traditional registry tasks. Leading organizations should rethink how registry work is structured — creating a model in which experienced Oncology Data Specialists (ODS) focus on the highest-value activities, supported by a growing pipeline of newly trained professionals handling operational functions.
A thoughtfully designed hybrid workforce — pairing experienced U.S.-based registry professionals in leadership, quality, and consulting roles with a global team of trained registry staff — expands what cancer programs can accomplish and creates new growth pathways for registrars at every career stage.
Elevating the Role of the Experienced Cancer Registrar
For many years, cancer registrars have been viewed primarily as abstractors. While abstraction remains a critical competency, the value of an experienced ODS extends far beyond data collection.
Today’s cancer programs need professionals who can:
- Interpret registry data to support accreditation readiness
- Identify process improvement opportunities
- Advise leadership on performance metrics
- Develop workflows that improve data quality and timeliness
- Support multidisciplinary cancer committees
- Communicate effectively with physicians, administrators, and accreditation bodies
These responsibilities require years of registry experience, clinical understanding, analytical skills, and deep knowledge of accreditation standards.
As cancer registry operations evolve, experienced ODS professionals are increasingly moving into consulting, quality management, analytics, education, and leadership roles. This transition not only creates greater value for cancer programs but also supports career advancement and higher compensation for seasoned registry professionals.
A hybrid workforce allows experienced registrars to focus on the work that fully utilizes their expertise — and creates demand for more of them in supervisory, education, and quality roles.
Building the Next Generation of Cancer Registry Professionals
The cancer registry profession has long faced workforce shortages. Addressing these shortages requires intentional investment in training and education.
Omega Healthcare’s Academy for Cancer Registry was established to create a pipeline of future cancer registry professionals. Through structured education and mentorship, Academy students receive specialized training designed to prepare them to earn their ODS certification, helping address a workforce shortage that training pipelines have not been able to close.
As with any healthcare profession, certification is only the beginning. Most ODS-certified professionals continue developing their abstraction expertise during their first year of practical registry work. During this period, mentorship, quality review, and ongoing education are essential components of professional growth.
Matching Skills to the Right Work
Not all registry functions require the same level of experience. Experienced registry leaders understand that certain operational activities can be performed effectively by ODS-eligible and newly certified professionals when appropriate supervision and support structures are in place.
High-volume operational functions such as case finding, follow-up, and straightforward abstraction can be performed successfully by developing registry professionals — US-based or offshore — operating within a robust quality framework, with experienced ODS colleagues providing review, mentorship, and oversight. This tiered structure mirrors how other healthcare professions, from nursing to laboratory science, develop talent and distribute work.
Highly experienced ODS professionals are best positioned to focus on:
- Accreditation management
- Workflow consulting
- Data quality oversight
- Cancer committee support
- Registry analytics
- Strategic program improvement
- Client and stakeholder communication
This division of responsibilities allows every team member to contribute at the highest level of their training and experience.
The Value of Workflow Consulting
One of the most significant opportunities for cancer programs today is the optimization of registry workflows.
Too often, registry operations are evaluated solely on staffing ratios or case volumes. However, the greatest gains frequently come from improving processes before adding resources.
Experienced ODS consultants bring a unique perspective because they understand both accreditation requirements and the realities of registry operations. They can evaluate existing workflows, identify bottlenecks, and recommend solutions that align with the specific goals of the cancer program.
Importantly, this consulting approach should be technology-agnostic. Every hospital has different systems, resources, and priorities. Effective workflow consulting is not about promoting a specific technology platform. It is about understanding the program’s objectives and designing processes that improve quality, efficiency, and compliance regardless of the technology environment.
When automation opportunities exist, they should be implemented. Automated workflows can reduce repetitive work, improve consistency, and accelerate turnaround times.
Not all registry tasks can be automated. This knowledge work requires human expertise, judgment, and attention to detail. In a hybrid model, these activities can be performed efficiently by trained offshore registry professionals operating within a structured quality framework and under the guidance of experienced ODS leaders.
Using Cancer Registry Data to Drive Accreditation Success
Cancer registry data represents one of the most valuable assets within a cancer program. Experienced ODS professionals with strong analytical capabilities can help cancer programs move beyond data collection and toward data utilization. They can identify trends, support quality improvement initiatives, prepare accreditation reports, and inform strategic decision-making with registry data.
This expertise is especially valuable for accreditation programs, where demonstrating performance and continuous improvement is often as important as maintaining complete and accurate data. The goal is not simply to meet accreditation requirements. The goal is to leverage registry data to strengthen the cancer program itself.
A Quality-Driven Hybrid Model
A successful hybrid workforce depends on strong leadership, mentorship, and accountability.
In Omega Healthcare’s hybrid model, U.S.-based ODS professionals with more than five years of registry experience provide direct supervision to developing registrars. These experienced team members conduct quality reviews, deliver targeted education, provide supportive feedback, and help ensure adherence to registry standards.
This structure creates multiple benefits:
- Consistent quality oversight
- Accelerated professional development
- Improved operational scalability
- Enhanced client communication
- Stronger accreditation support
Most importantly, it creates a sustainable model for developing the next generation of cancer registry professionals while preserving the critical role of experienced ODS experts.
A Workforce Model Designed for the Future
Conversations about hybrid workforce models often start with cost — and cost efficiency matters when cancer programs are asked to do more with constrained budgets. But the more durable case is about value and sustainability: ensuring registries can meet growing data demands without burning out the experienced professionals they depend on.
Experienced U.S.-based ODS professionals are increasingly serving as consultants, educators, analysts, accreditation specialists, and operational leaders. Their knowledge becomes more valuable when supported by a broader team capable of handling routine operational work.
At the same time, hospitals gain access to a scalable workforce model that supports quality, compliance, and efficiency.
The future of cancer registry operations is not an either/or choice between US-based and offshore resources. It is a collaborative model that combines experienced leadership, thoughtful workflow design, appropriate automation, and a growing pipeline of trained registry professionals.
When each resource is utilized according to its strengths, cancer programs can achieve better outcomes, experienced registrars can focus on higher-value work, and hospitals can build sustainable operations that support accreditation success for years to come.
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