Cancer Workforce Shortages Could Affect Patient Care

A new national report highlights a growing challenge that could affect people diagnosed with cancer: there may not be enough trained professionals to meet rising demand for care. The research, entitled “Ensuring a Strong Future for America’s Cancer Workforce” and released by the President’s Cancer Panel, describes how workforce shortages, increasing treatment complexity and administrative burdens may lead to longer wait times, reduced access to specialists and fewer opportunities to enroll in clinical trials.

For patients, these issues can translate into delayed diagnoses, longer travel distances for treatment and difficulty accessing cutting-edge therapies. The report emphasizes that strengthening the cancer workforce is essential not only for research progress but also for ensuring timely, high-quality care from screening through survivorship.

Why the cancer workforce matters for patients

Advancements in cancer care have improved survival, yet require multidisciplinary teams with specialized training. At the same time, the number of people diagnosed with cancer continues to grow, driven by an aging population, rising incidence in some younger groups and longer survival after diagnosis.

The report estimates that approximately 2 million new cancer cases were expected in the U.S. in 2025, alongside more than 18 million survivors. This expanding population increases demand for oncologists, surgeons, oncology nurses, advanced practice providers, pharmacists, navigators and research staff.

However, shortages already exist, particularly in rural areas, where approximately two-thirds of counties lack an oncologist. Patients in these regions often travel long distances for care and may have limited access to clinical trials or subspecialty expertise. These gaps can contribute to later-stage diagnoses and worse outcomes.

Administrative workload also plays a role. Complex prior authorization requirements and time-consuming electronic health record documentation reduce the time clinicians spend with patients and contribute to burnout, which can lead to workforce attrition.

Key findings: partnerships, training and productivity

The report identifies three priority areas to strengthen the cancer workforce:

• Partnerships to expand access to care and trials
  • Collaborations between academic cancer centers and community practices can help patients receive high-quality care closer to home. Newer models should allow local providers to manage routine treatment, with referrals to specialized centers for complex care. Telehealth, virtual tumor boards and shared clinical trial infrastructure can extend expertise into underserved areas.
• Expanded education and training pathways
  • Cancer care relies on a broad team, including advanced practice providers and allied health professionals. Increasing oncology-focused fellowships, certificate programs and career pathways may help address shortages, especially in underserved regions. Early exposure to oncology careers through schools and community programs could also strengthen the future workforce.
• Improving productivity by reducing administrative burden
  • Streamlining prior authorization and improving electronic health record usability may allow clinicians to spend more time on patient care. Better technology interoperability can also improve care coordination and reduce duplication of work.

A changing cancer care landscape

The U.S. has led many major cancer advances, from early detection methods to molecularly targeted therapies and immunotherapy. These breakthroughs were made possible by a highly trained workforce across clinical care, laboratory research, clinical trials and supportive services.

Historically, much cancer research occurred in academic institutions supported by federal funding. In recent decades, private-sector investment in oncology research has grown substantially, creating new career pathways and shifting workforce dynamics. At the same time, clinical demands have increased, making it more difficult for physician-scientists to balance patient care with research responsibilities.

The report frames the workforce as a “highway” rather than a pipeline, with multiple entry points, roles and career paths. Sustaining progress requires supporting all segments, from laboratory scientists to community oncology teams.

How the findings were developed

To assess workforce challenges, a national panel convened a two-day public meeting in September 2024 with stakeholders across the cancer community. Participants included clinicians, researchers, professional societies, patient advocates and health system representatives.

The panel reviewed workforce data, examined trends in cancer incidence and survivorship, evaluated training pathways and analyzed barriers to care delivery and research participation. Additional consultations and literature reviews informed the final recommendations.

Who is affected?

Workforce shortages do not affect all patients equally. Rural communities face the greatest gaps in oncology access, with higher cancer mortality rates and longer travel times for treatment. Patients treated in smaller community practices may also have fewer opportunities to enroll in clinical trials.

Individuals with complex or rare cancers may require subspecialty expertise available only at high-volume centers. Without strong referral networks and telehealth connections, accessing that expertise can be difficult.

Cancer survivors represent another growing population requiring long-term follow-up, surveillance for recurrence and management of treatment-related effects. This ongoing care further increases demand on the oncology workforce.

Additional findings: technology and research capacity

Technology plays a dual role. Telehealth and virtual collaboration can expand access to expertise, particularly for tumor boards and second opinions. Remote clinical trial support teams can help community practices participate in research. However, poorly designed electronic health record systems can increase documentation time and reduce efficiency.

The report also notes challenges in research training. Traditional academic pathways may not align with current career opportunities in industry, potentially limiting workforce development. Cross-sector training programs and mentorship models could help trainees prepare for diverse oncology careers.

What this means for patients

Addressing these unmet needs means shorter wait times, access to specialists, availability of clinical trials and coordinated care across treatment settings for people newly diagnosed with cancer. It also supports survivorship services, palliative care and patient navigation.

Although the report identifies significant challenges, it also outlines practical solutions. Strengthening partnerships between academic and community centers, expanding oncology training programs and improving care delivery systems may help ensure that patients receive timely, high-quality care regardless of where they live.

Ultimately, maintaining progress against cancer depends not only on new treatments but also on the people who deliver them. A well-supported, well-trained cancer workforce is a critical part of improving outcomes and ensuring that advances in research reach every patient.

References

1. “Ensuring a Strong Future for America’s Cancer Workforce: A Report from the President’s Cancer Panel to the President of the United States,” by Dr. by Mitchel S. Berger, et al. https://prescancerpanel.cancer.gov/reports-meetings/cancer-workforce-2026/2026-jan-cancer-workforce-report-prescancerpanel.pdf

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