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ACCC President's Message
In the oncology landscape, where clinical complexity and emotional intensity intersect daily, the well-being of our care teams is not just a moral imperative—it’s a strategic necessity. During a time when cancer programs nationwide grapple with rising patient volumes and persistent workforce burnout, Oncology Issues features an innovative care model from White Plains Hospital that presents a deeply thoughtful and timely exploration of how structured, holistic interventions can meaningfully support oncology teams. At the heart of this model is Care Code®, which blends mindfulness, self-care, and integrative healing modalities to address the emotional toll of caring for seriously ill patients.
Oncology care providers are especially vulnerable to moral distress, burnout, and compassion fatigue—phenomena exacerbated in the post-COVID era. The strength of the Care Code model lies not only in its proactive and responsive structure (Levels 1 and 2) but also in its intentional integration of holistic practices like aromatherapy, breathing, guided meditation, and healing touch. These approaches offer both immediate emotional relief and long-term resiliency strategies. The program’s outcomes speak for themselves, with 94% of respondents affirming emotional or spiritual support and 83% reporting stress reduction after a Care Code intervention.
What is particularly powerful about Care Code is its recognition that healing must extend beyond the bedside and into the caregiver’s experience. By weaving together spiritual care, social work, holistic nursing, and clinical leadership, White Plains Hospital has created a replicable model that honors the humanity of the health care workforce.
At Montefiore, we recognize this same need through our own program, Code Lavender, an evidence-based rapid response for staff experiencing acute emotional distress. Initially launched to provide immediate psychological first aid, Code Lavender has evolved into a broader institutional commitment to staff well-being. It brings together spiritual care, wellness teams, and behavioral health clinicians to offer on-the-spot support following a traumatic event, loss, or morally distressing clinical experience. Like Care Code, it honors presence, active listening, and restorative care.
Both programs align directly with my 2025- 2026 ACCC Presidential Theme, “Designing Oncology Care to Meet the Needs of a Growing Patient Population.” As we face a growing cancer population, escalating workforce demands, and persistent burnout among providers, we must elevate models that care for the caregiver. Compassion is not an infinite resource; it requires replenishment, structure, and cultural permission. Programs like Care Code and Code Lavender exemplify how institutions can lead with empathy and accountability.
This theme calls us, as cancer care leaders, to institutionalize resilience—not as a platitude, but as a critical strategy. That means investing in trauma-informed leadership, formalizing peer support systems, integrating holistic modalities into clinical workflows, and prioritizing onboarding and education around moral resilience and self-care.
As the ACCC community continues to champion clinical innovation, let us also reimagine the emotional architecture of our cancer programs. The sustainability of our workforce—and the quality of our patient care—depends on it.
