Issue link: https://www.massageandbodyworkdigital.com/i/943527
70 m a s s a g e & b o d y w o r k m a r c h / a p r i l 2 0 1 8 An employee model may offer various methods of support. Short describes her employer's support: "The hospice team is highly supportive. There are two RNs overseeing patient care in an administrative capacity. Both are supportive and responsive. The director of hospice is readily available for questions and concerns. Weekly team meetings are conducted on Monday mornings to review weekend business, connect, and address questions and concerns. Interdisciplinary meetings are held on a biweekly basis with MDs to review facility and community patients." With many of the clients I have served, team meetings have been available for me to attend. I have always found this to be a deeply integral component to my support. Here are some other ways to support practitioners: • Schedule a monthly or quarterly conference call that gives the opportunity for massage employees to communicate with the coordinator and share with the other practitioners. • Develop one specific contact to report to by email or phone if challenges arise between specific report dates. This might be the nurse or the caseworker for that specific client, or the coordinator of the massage program. 2. Schedule a one- or two-day CE hospice massage course at least two times a year, with the teacher being someone who has provided the service for at least two years. In the past five years, there seems to be a growing number of practitioners in this field offering training courses. I believe that with a bit of research, an appropriate educator can be found. Hospice Organizations The best-run hospice massage programs seem to be those coordinated by someone who has performed the service. In many instances, however, the program may be coordinated by someone in social services or an administrator with no massage background. If a hospice organization hires a massage coordinator who does not have hospice massage experience, then a responsible first step toward setting a healthy foundation is to educate that coordinator. This might be as simple as developing a hospice massage resource list that can be included in their hiring materials. This list will include webinars, live courses, articles, and at least one other organization that has a hospice massage coordinator to use as a resource. This networking is vital for the new coordinator and the foundation of the program. Hospice massage program coordinators should develop an application form as a first step toward screening qualified applicants. This can save significant time and effort in the interview process. In addition to asking about professional credentials and insurance, ask about the practitioner's education in adapting massage techniques to specialized populations. List the educational needs (see page 69) and give them a box to check their appropriate training. What if the majority of applicants do not have specialized training? Then train them, or direct them to a coordinator who can. In San Francisco, a few hospice organizations send applicants to me for training before they refer clients to them. Both hospices are private contractor models. The coordinators don't really understand all that the practitioners need; however, they know I do. SUPPORTING THE WORK Whether the program model is employee-based or a private contractor model, support is primary to its health. In addition to needing support for the actual massage session, practitioners who provide this work are impacted by it. They need a place to share the total sum of the experience.