Hlubocky, Fay J.

Adolescents and young adults (AYA; ages 15–39) with acute leukemia have significant unmet supportive care needs. This pilot study integrated same-day palliative care (PC) into an AYA leukemia clinic, measuring symptom burden (SB) with validated symptom assessment tools at baseline, 3, and 6 months. Among 31 patients, moderate-severe symptoms included tiredness, anxiety, and poor appetite. AYAs experienced high SB and psychological distress, regardless of care phase or sociodemographics. With PC integration, tiredness and depression improved significantly; no symptoms worsened. Half of the PC visits led to management changes. Early integration of symptom-focused PC was feasible, value-adding, and well-received by patients.

175 Background: In 2009, ASCO confirmed that addressing cancer care disparities is critical for the Society and committed to approaches to eliminate such disparities. Yet, gaps remain in identifying the best approaches to do so. It remains unknown which cancer care providers serve patients from “underserved populations'' (defined as individuals who have historically received inadequate health care and health care services), what unmet needs they experience in their cancer care delivery, and how best to engage and support these providers. The objectives of this study were to explore challenges faced by providers serving underserved patients to inform development of a broader online survey and identify solutions that ASCO can implement to better support these providers. Methods: A multi-phase mixed-methods approach was utilized. Phase 1 involved key informant semi-structured interviews with 12 oncology providers caring for adult patients in the US from April to May 2021. Phase 2 involved survey development based on themes identified in Phase 1. The survey assessed: provider needs; processes for eliciting, documenting, and addressing social and economic needs of patients; and how ASCO could best support these providers. Phase 3 involved email distribution of the online survey in May 2022 to 5800 individuals identified through ASCO’s customer database. Eligibility criteria included providing care for adults with cancer in the US and prior consent to receive ASCO survey communications. Results: Of 477 respondents, the majority were ASCO members (88%), in an academic practice (57%), medical oncologists (77%), non-Hispanic (89%) and/or Caucasian/White (67%) and had > 15 years’ clinical experience (57%). A majority (60%) provided ≥25% of their clinical time providing cancer care to underserved populations and routinely engaged with administration to secure resources (61%) and local community organizations to obtain services (42%) for patients. Most (43-77%) indicated that a social worker/case manager was primarily responsible for addressing patient social needs. The majority reported that identification and dissemination of best practices (55%) and development of a return-on-investment business model (60%) would best help address patient needs. Some respondents expressed a desire to collaborate with ASCO on policy reform (32%) and for ASCO to help build or strengthen partnerships with local initiatives (29%). Conclusions: This is the first US-based survey assessing barriers and solutions to delivering cancer care among underserved populations. The findings from this work provide insights about how ASCO can help equip practices to address the social needs of their patients. Further work will be conducted to develop and implement suggested solutions.

ABSTRACT Background Medication shortages prevent patients from receiving optimal care. Despite the frequency with which medical trainees care for inpatients, no assessment of their experiences in medication shortage management has been performed. Objective We evaluated trainees' experiences managing medication shortages. Methods We performed a cross-sectional survey of trainees postgraduate year 2 (PGY-2) and above in medicine, anesthesiology, and emergency medicine departments at 2 academic centers in 2018–2019. Categorical and ordinal assessments evaluated shortage awareness, substitution availability, pharmacy and therapeutics committee-based restrictions, communication, and education. Regressions were performed to determine effect of PGY, department, and institution on responses. Results A total of 168 of 273 subjects completed the survey (62% response rate). Most (95%, 159 of 168) reported managing medication shortages during training; 51% (86 of 168) described managing clinically relevant shortages daily or weekly. Seventy-seven percent (129 of 168) noted equivalent alternatives were unavailable at least one-quarter of the time, and 43% (72 of 168) reported clinically necessary medications were restricted at least weekly. Fifty-four percent (89 of 168) and 64% (106 of 167) of respondents discussed clinically relevant shortages with supervising physicians or patients “some of the time” or less, respectively. Most respondents (90%, 151 of 168) reported they would benefit from shortage management training, but few (13%, 21 of 168) reported prior training. Conclusions Although trainees reported frequent involvement in clinically impactful shortage management, medication shortage communication between trainees and supervising physicians or patients appears sporadic. Medication shortage management training is uncommon but perceived as beneficial.

Despite their benevolent care of others, today, more than ever, the cancer care professional who experiences overwhelming feelings of exhaustion, cynicism, and inefficacy is in grave jeopardy of developing burnout. Clinicians are repeatedly physically and emotionally exposed to exceedingly long hours in direct care with seriously ill patients/families, limited autonomy over daily responsibilities, endless electronic documentation, and a shifting medical landscape. The physical and emotional well-being of the cancer care clinician is critical to the impact on quality care, patient satisfaction, and overall success of their organizations. The prevention of burnout as well as targeting established burnout need to be proactively addressed at the individual level and organizational level. In fact, confronting burnout and promoting wellness are the shared responsibility of both oncology clinicians and their organizations. From an individual perspective, oncology clinicians must be empowered to play a crucial role in enhancing their own wellness by identification of burnout symptoms in both themselves and their colleagues, learning resilience strategies (e.g., mindful self-compassion), and cultivating positive relationships with fellow clinician colleagues. At the organizational level, leadership must recognize the importance of oncology clinician well-being; engage leaders and physicians in collaborative action planning, improve overall practice environment, and provide institutional wellness resources to physicians. These effective individual and organizational interventions are crucial for the prevention and improvement of overall clinician wellness and must be widely and systematically integrated into oncology care.