Palliating our colleagues in a system under strain.

56 Background: Burnout, compassion fatigue, and moral distress are frequently incorporated into the bedrock of many healthcare workers’ (HCW) experiences. Healthcare organizations continue to struggle with creating healthy environments for HCWs to thrive and flourish. Roswell Park Comprehensive Cancer Center (RPCCC) is committed to focusing efforts and resources to construct healthy environments for employees. Methods: Using our own model, RPCCC developed and implemented programming to strategically support the efforts of the Chief Wellness Officer and Division of Employee Resiliency. First, we use a Framework to Create a Strategy (e.g., American Medical Association’s Joy in Medicine program) and included HCW wellbeing in the strategic plan. Next, we Know Our Numbers by implementing screenings for burnout, leadership skills, teamwork, and intent-to-stay. Additionally, we Address Burnout Drivers through programming designed to cultivate relationships, fix inefficiencies, and foster recognition. We Match Interventions to Pain Points using Listening Campaigns and a “You Said...We Did” format, closing communication loops. Also, we Nurture Relationships through teambuilding and training. Finally, we Consider Innovations as there is not a one-size-fits-all approach to care for colleagues. Results: Quantitative and qualitative data are collected and analyzed. Through the development of a Framework to Create a Strategy, RPCCC earned Joy in Medicine’s Bronze recognition with the intent to pursue Silver. RPCCC’s data for Joy at Work, Highly Supportive Environment, and Manageable Stress and Pace for physicians are 12%, 39%, and 4%, respectively. Leadership assessments suggest that 82% feel supported by their leader at work and 81% are supported in their career development. However, only 62% reported believing their leader shared organizational information openly. Barriers to teamwork include the Electronic Health Record (EHR) not supporting collaboration on documents (77%) and a lack of nurses and medical assistants (50%). Approximately 75% of MedStaff reported intent-to-stay. Resources for addressing the six burnout drivers have been shared with leaders giving special attention to cultivating team recognition. Additionally, training is available to learn about burnout drivers and how individual teams can influence outcomes. Listening Campaign themes often reflect inefficiencies and barriers to communication. Therefore, a Get Rid of Stupid Stuff (GROSS) townhall was held to discuss solutions. Ninety individuals have attended emotional intelligence training. A trial for Cranial Electrostimulation (CES) has received IRB approval while approval is being sought for a trial using ketamine with HCWs who are gravely affected by burnout and moral distress. Conclusions: While HCWs continue to cope with burnout and moral distress, organized ways to assess and promote wellbeing are exemplified at RPCCC through our developed model.