Background: Prior authorizations in medical oncology generate additional work and subsequent stress to providers, contributing to physician burnout. Denials of payments can also impact patient care and lead to loss of revenue for the institution. In 2018, first pass denial rates averaged 8.41% per month at our institution. Imaging/scans denials created the majority of this additional work for providers. We aimed to decrease the monthly first pass denial rate average of oncology scans by 25% by May 31, 2020. Methods: Following the creation of a process map of the current prior authorization process and a cause and effect diagram, we identified many factors that could not be controlled (i.e. Insurance company policies). We subsequently created a priority/pay-off-matrix using factors that we could control. Introducing standardized order template for oncology scans was identified as a high impact and feasible countermeasure. Plan-do-study-act cycles (PDSA) plan was developed using this countermeasure to achieve our aim. PDSA 1 included creating template for order entry, educating the nurse partners and advance practice providers (APPs). PDSA 2 included educating physicians and measuring the compliance rate of the template. PDSA 3 addressed the barriers for compliance and education on resources was provided. PDSA 4 included education of the prior authorization staff and reinforcement of template use. A sustainability plan created consisting of a designated RN liaison for review of peer-to-peer requests for oncology scans. Results: PDSA 1: 100% of the nurse partners and APPs were educated. PDSA2: 80% of physicians were educated and 32.8% compliance rate of template use. PDSA 3: 39.2% compliance. PDSA 4: 95% of the radiology prior authorization staff was educated. While our compliance rate for the standardized order template use did increase, we identified many other opportunities to improve the process. Unfortunately, due to COVID-19 pandemic outbreak, resources have been temporarily allocated to relief efforts and the sustainability plan continues to be a work in progress. Conclusions: Peer to peer requests for imaging/scans following authorization denials consume time and effort of providers contributing to burnout and potentially impacting patient care. While many factors cannot be controlled, standardizing ordering process and educating the involved personnel may decrease the number for peer to peer requests. ASCO’s quality training program process helped our institution identify a provider controlled barrier and helped standardize this approach.