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Healthy Collaboration: Key Indicators for Measuring Workplace Health

Healthy Collaboration: Key Indicators for Measuring Workplace Health. Healthy Workplace Initiative. Healthy Workplace Initiative (HWI): Centrepiece of the recruitment and retention stream of the Health Human Resource Strategy developed by Health Canada

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Healthy Collaboration: Key Indicators for Measuring Workplace Health

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  1. Healthy Collaboration: Key Indicators for Measuring Workplace Health

  2. Healthy Workplace Initiative • Healthy Workplace Initiative (HWI): Centrepiece of the recruitment and retention stream of the Health Human Resource Strategy developed by Health Canada • Funding for projects announced late 2004 • Health Authorities collaborated with HEABC and the Ministry of Health to develop a package of proposals to submit • BC MOH agreed to match all funds received from Health Canada

  3. Objectives of Healthy Workplace Initiatives • Improve health and well being of healthcare workers • Decrease absenteeism, turnover, overtime of healthcare workers to improve health system productivity • Establish policy/settings that enhance the workplace, thereby improving provision of quality healthcare.

  4. BC Healthy Workplace Initiatives Funded • An Integrated Model to Support Psychological Health in the Workplace: Lead by OHSAH, partners included: VCH, NHA, IHA, FHA, PHSA, VIHA, BCNU, HEU • Development of a healthy Workplace Prevention Action Plan Through Integrated Data Analysis: FHA • Employee Health Services Program: NHA • An Evidence Based Approach to Implementing and Sustaining Wellness: VIHA • Shifting to Wellness in Healthcare: VCH • Participatory Ergonomics in Healthcare Facility Design: IHA

  5. OHSAH in partnership with: VCH, NHA, IHA,FHA, PHSA, VIHA, BCNU, HEU An Integrated Model to Support Psychological Health in the Workplace (Province-wide Initiative)

  6. An Integrated Model to Support Psychological Health in the Workplace • Goal: To identify the work conditions that positively and negatively impact the mental health and retention of frontline workers in acute care. • Method: 28 front line worker focus groups and 26 1:1 interviews with CEO’s, VP’s, Directors, Managers and 6 union representative interviews.

  7. Findings • In many areas, front line workers and administrators agreed on the factors that negatively impact workers psychological health. • Top reported concerns included: workload, leadership, communication, value, respect, resources, work/life balance, and impact of stressors on provision of quality care

  8. Next Steps • Funding received from CHSRF to continue the research through development of a survey tool, based on the findings from the focus groups and interviews, and completion of the survey via telephone in selected acute care units of Fraser, Interior and Vancouver Coastal Health. • Based on the findings of the surveys, unit level initiatives to be undertaken to address the factors identified in the surveys. Managers and staff will be assisted through facilitators funded by the project.

  9. Fraser Health Development of a Healthy Workplace Prevention Action Plan Through Integrated Data Analysis

  10. Deliverables • A validated holistic/integrated analysis method • Provision of an Accountability Framework • Development of associated KPIs, alignment with accreditation • Establishment of 5-year FH and 1-year local Action Plans • Communication and education to all FH stakeholders • Annual reports, publications, presentations

  11. Outcomes • Concise, meaningful reporting of Healthy Workplace Profiles • Targeted interventions • Reduction in incidence and costs • Greater management accountability • Greater integration of Workplace Health programs

  12. Ongoing Work • Intervention strategies • Coordination among Workplace Health Teams • Identification of resources/opportunities • Correlations among indicators • Leveraging the work performed • Benchmarking internally/externally • Research funding

  13. Vancouver Island An Evidence Based Approach to Implementing and Sustaining Wellness

  14. Deliverables • Module 1: Awareness of Benefits of Physical Activity • Stepping into Wellness - pedometer challenges • Shifting to Wellness • VIHA Body Mechanics Running Team • Module 2: Develop Gold, Silver and Bronze standards for Wellness at the work unit level • Module 3: Identify research opportunities to improve wellness programming at VIHA

  15. Measures of Success • Module 1: Over 2000 VIHA employees including every member of VIHA executive participated in 2 VIHA-wide challenges. The challenges also included mayors and counsels of 2 of the communities VIHA serves. VIHA “Body Mechanics” have participated in 3 community running events • Module 2: Using NQI guidelines, Gold, Silver and Bronze standards for workplace wellness at the unit level have been developed. Three pilot sites are working towards Bronze accreditation. Early results, based on absenteeism data, indicate a steady decline in medical absenteeism in those units and staff surveys indicate improvements in unit morale.

  16. Measures Of Success • Module 3: Two formalized research opportunities have been initiated. VIHA’s Wellness and Safety dept. has helped to develop proposals and is sponsoring two Master’s candidates at Royal Roads university. • Projects • Work life Balance for VIHA Managers • Supporting Healthy Food Choices for Shift Workers at an Extended care Facility. Results of the research will be shared at all managers meetings across VIHA.

  17. Vancouver Coastal Health & Providence Shifting to Wellness in Healthcare • Partnership between Keyano College, Vancouver Coastal Health and Providence Healthcare

  18. Purpose • To assist shift workers to learn to mitigate the effects of shift work, and decrease the incidence of adverse health effects. • Key Elements of Educational Modules: • Circadian Rhythms & Sleep • Fatigue & Safety (including safe napping) • Personal Change • Managing Stress & Time • Healthy Eating • Active Living

  19. Results Testimonials: “I’m more conscious of what I’m eating and the amount of fat in food. I’ve finally gotten over potato chips!” “I go home now and ignore the dirty dishes in the sink. I go straight to bed and get more sleep.” “I walk more and I’ve learned to handle stress better.”

  20. Evaluation Results pending (July 2007) - 12 sites (experimental & control) Measures: - pre, post and 3-month post surveys - sicktime - musculoskeletal injury - attrition Papers accepted for conference presentations

  21. Interior Health Participatory Ergonomics in Healthcare Facility Design

  22. Project Description • Proactively incorporate ergonomics in facility design. • Assist in optimizing front line staff participation in the design process. • Review design from a functional and safety perspective. • Incorporate workflow efficiencies into design.

  23. Achievements / Success • Ergonomic involvement in facility design projects – all phases. • Ergonomic input into Major Safety Equipment/System Selection and Standardization. • Front line staff participation in facility design process. • Development of ergonomic tools and resources. • Knowledge exchange.

  24. Northern Health Employee Health Services Program

  25. Project description • Development of an all-inclusive disability management and illness/injury prevention program available to all NH employees • Creation of 9.5 positions • 1 Ergonomic Practice Leader (prevention) • 4 MSIP Advisors (prevention) • 3 Employee Health Advisors (case management) • 3 WHITE Database Administrators (0.5 FTE)

  26. Project description • Goals: • To reduce MSI’s by 25% over 2 years and additional 25% after 3rd year • To reduce sick time by 10% over 2 years and additional 10% after 3rd year

  27. Achievements to date • Recruitment and training of staff (except one MSIP position) • Development of integrated primary, secondary, tertiary prevention and disability management program • EHS Steering Committee • Evaluation period (statistics) began January 15, 2007 • MSI rates trending down

  28. Provincial Health Services Authority Creating a Healthy Workplace by Implementing a Patient Safety Program

  29. Project Goals • Improve quality of work life for healthcare providers • Improve patient safety and outcomes At the heart of the project lies the belief that there is a strong connection between safe patient care and a healthy work environment for healthcare providers, and that by fostering a culture of safety, we can improve the work life experience for staff.

  30. Strategy • Based on Johns Hopkins Comprehensive Unit-based Safety Program (CUSP) model • Uses e-CUSP software • Includes: • Safety culture survey • Safety education, teamwork training • Issues and solution identification • Quality project work using PDSA improvement model • Safety Rounds • Leadership Walk rounds • Sharing stories

  31. Findings to date • Initial pilot took longer than anticipated • Roll-out is taking less time than expected • Connecting staff and senior leaders through Walk rounds has been powerful • Staff are empowered! • Seeds sown for other initiatives • Celebrating successes and sharing positive feedback reinforces changes

  32. Visit the Conference website at:http://www.bchealthauthoritiesconference.com/

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