Share

    


In This Section

Home / Learn / Oncology Team Well-Being

Oncology Team Well-Being

Mini-Z Survey Results

Results from Mini Z Burnout Survey

To gauge the level of burnout in the multidisciplinary cancer care team, ACCC recently surveyed its membership using the clinically validated Mini Z survey developed by the American Medical Association. While only a small number of respondents (14.9%) report dissatisfaction with their current job, burnout and stress levels are significant.
Download Survey Infographic

ACCC Institute for the Future of Oncology


The sixth annual ACCC Institute held in Washington, D.C., on June 27, 2018, convened more than 30 experts in cancer care, wellness, and resiliency to share insights on what is fueling burnout among members of the cancer care team and what needs to happen on both on both a micro and macro level to support and improve team well-being. The day-long forum discussion focused on ACCC President Tom Gallo’s 2018-2019 presidential theme: Reflect, Renew, Reignite: Creating a Resilient Oncology Team in Your Community.
Read the Executive Summary

Community-Based-Psychological-First-Aid

Community-Based Psychological First Aid for Oncology Professionals
By Sam Gaster, Christina Early, Amanda Reed, and Brandon Gray


Training in community-based psychological first aid is a promising intervention that promotes adaptive functioning by instilling individuals with the knowledge and skills necessary to support oneself and others when stressful events occur. The Avera Cancer Institute, Sioux Falls, S.D., has conducted Community-Based Psychological First Aid for Oncology Professionals for its workforce since August 2017.

Changes Ahead? Resilience Helps Make the Leap


March 07, 2019
icon-leave-a-comment
Fish escape to freedom concept

When Kathleen LaRaia led the consolidation of Munson Healthcare’s 15 cancer care departments into a comprehensive community cancer center, she knew she had her work cut out for her. “The workplace and cultural environment were going to change significantly,” says LaRaia, MS, Executive Director of Oncology Services at Munson in Traverse City, Michigan. “We had to determine how to help staff members best accept the upcoming changes.”

But when planning for the transition, LaRaia didn’t fully recognize just how much foundation-laying she had to do. When she held the first of two information sessions for the 160 staff members who would be relocating to the new cancer center, she took note of employees’ perplexed expressions as they entered the room. “They didn’t recognize anyone,” says LaRaia. “I saw the siloed mindset that they had developed. They didn’t know who else was involved in taking care of their patients. I didn’t expect that.”

Bringing into one building all of the individuals involved in the many facets of oncology care at Munson required LaRaia to take into account the importance of promoting cultural resiliency when planning for large-scale institutional change. On Friday, March 22, LaRaia will share her story about the creation of Munson Healthcare’s comprehensive community cancer care center at the Clinician Resiliency and Workforce Issues Workshop, part of the ACCC 45th Annual Meeting & Cancer Center Business Summit in Washington, D.C.  Here is a preview of some of the lessons learned that she will be discussing.

  • Spot the opportunities: When she saw the confused faces of Munson’s oncology staff at that first information session, LaRaia sensed an opportunity. “This was a chance to build relationships,” she says. Munson Healthcare’s oncology clinicians and support staff were scattered in multiple counties throughout Michigan. LaRaia had one year before all of those people would be working under the same roof.

     

  • Empower staff to lead: LaRaia resolved to enable staff members to take the lead in their own consolidation and work together to make the transition as smooth and efficient as possible. LaRaia says she felt those directly affected by the move were best positioned to answer the big question the new cancer center posed: How do you get a large group of people long acclimated to specific cultures and different environments prepared for new ways of doing things?

     

  • Reduce fear of change by engaging staff in the process: “In examining how to approach this project, we identified more fear than excitement about the upcoming change,” recalls LaRaia. “So we spent a full year planning with people from each group that was transitioning. We got them involved in the process, and we assembled topical work groups to keep people engaged.”

     

  • Create a feedback loop: LaRaia started holding events that focused on relationship-building, and she worked with staff volunteers to create workflow processes for the new center. A transition monitoring team regularly met with designated staff members from each department and communicated regular updates to their colleagues. “Empathy workshops” invited staff to share their trepidations about the changes to come and suggest practical solutions.

Three years after cutting the ribbon on Munson’s consolidated cancer center, LaRaia has collected a wealth of best practices to share. At her Deep Dive Workshop, she will address how the lessons learned at Munson can apply to other organizations facing significant cultural shifts. “There is no textbook for doing this,” says LaRaia. “You have to learn to confront issues as they arise.”

From Oncology Issues

  • Small in Stature, Large in Impact
    By ACCC Editorial Staff
    Caring for patients with cancer is inherently stressful, but many cancer team members say that their difficulties go beyond the expected emotional strain. Robin Hearne, RN, MS, director of Cancer Services and Chronic Disease Care at The Outer Banks Hospital, elaborates on the burdens of bureaucracy and shares the programs she’s developed to provide staff with necessary tools for patient and self-care.
  • Removing the Blame from Burnout
    ACCC Editorial Staff
    Burnout among U.S. healthcare clinicians is a national concern, and cancer care is no exception. To gauge the level of burnout in the cancer care team, ACCC surveyed its membership and created a hub for team well-being resources.
  • One Best Practice: Streamlining Workflow, Unifying Staff, and Reducing Redundancy
    Elizabeth Koelker, MHA, FACHE
    When Kettering Health Network reorganized its operations by service lines, oncology had major problems—internal competition, communication deficits, inefficiencies, and a lack of infrastructure. Learn how Kettering united its oncology staff under “one best practice,” streamlined operations, increased patient volume, and decreased internal competition.
  • Turning Off Turnover
    Tom Gallo, MS, MDA
    Though stemming burnout at the source is vital work, it is also important to recognize and alleviate symptoms as they appear. One such symptom is decreased workforce retention.
  •  Views: Making the Most out of Drug Representatives
    Connie Renfroe
    Medical science representatives possess critical information about new drug regimens, protocols, and indications. However, scheduling them often requires a part-time position that few practices can afford—it’s a catch-22.
  •  President: Recapping the 2018 ACCC Institute for the Future of Oncology
    Tom Gallo
    On June 27, 2018, ACCC convened the sixth Institute for the Future of Oncology forum in Washington, D.C., to bring together interdisciplinary experts and key stakeholders to discuss my Presidential theme: “Reflect, Renew, Reignite: Creating a Resilient Oncology Team in Your Community.”

Burnout is on the rise as oncology becomes increasingly complex with new treatment options, growing financial toxicity, an aging patient population, and an increasingly burdensome healthcare system. It has received much media attention, with some calling it an epidemic.

Thomas A. Gallo, MS, MDA, ACCC President, selected his 2018–2019 president’s theme: Reflect, Renew, Reignite: Creating a Resilient Oncology Team in Your Community, in order to shed light on the pain points that frustrate physicians, nurses, social workers, administrators, pharmacists, and all of the other professionals who collaborate to provide the highest level of patient care.

The ACCC 35th National Oncology Conference, October 17 – 19, in Phoenix, AZ, featured stories and strategies for fostering resilience and a healthcare culture that mitigates burnout among all members of the cancer care team. Three featured speakers inspired while providing practical strategies to help increase engagement, transform your work culture, and embrace experimentation. 

6 essential standards for a healthy work environment

ACCC is committed to identifying shared strategies and solutions to help combat the burnout and frustration that many of its members experience. This Building a Resilient Oncology Team: Issues and Solutions infographic details key findings on clinician burnout and a bevy of solutions to help you mitigate stress and bring the joy back to your workplace. 
Download as PDF
Or click each thumbnail below to view full size version:

Resilient Oncology Team Page 1Page 1
Resilient Oncology Team Page 2Page 2