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 CanadaFunding for projects announced late 2004Health Authorities collaborated with HEABC and the Ministry of Health to develop a package of proposals to submitBC MOH agreed to match all funds received from Health Canada

Objectives of Healthy Workplace Initiatives

Improve health and well being of healthcare workersDecrease absenteeism, turnover, overtime of healthcare workers to improve health system productivityEstablish policy/settings that enhance the workplace, thereby improving provision of quality healthcare.

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, HEUDevelopment of a healthy Workplace Prevention Action Plan Through Integrated Data Analysis: FHAEmployee Health Services Program: NHAAn Evidence Based Approach to Implementing and Sustaining Wellness: VIHAShifting to Wellness in Healthcare: VCHParticipatory Ergonomics in Healthcare Facility Design: IHA

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)

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.

FindingsIn 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

Next StepsFunding 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.

Fraser HealthDevelopment of a Healthy

Workplace Prevention Action Plan Through Integrated Data Analysis

DeliverablesA validated holistic/integrated analysis methodProvision of an Accountability Framework Development of associated KPIs, alignment with accreditationEstablishment of 5-year FH and 1-year local Action Plans Communication and education to all FH stakeholdersAnnual reports, publications, presentations

OutcomesConcise, meaningful reporting of Healthy Workplace ProfilesTargeted interventions Reduction in incidence and costsGreater management accountabilityGreater integration of Workplace Health programs

Ongoing Work Intervention strategies

Coordination among Workplace Health TeamsIdentification of resources/opportunitiesCorrelations among indicators

Leveraging the work performedBenchmarking internally/externallyResearch funding

Vancouver Island

An Evidence Based Approach to Implementing and Sustaining

Wellness

DeliverablesModule 1: Awareness of Benefits of Physical Activity

Stepping into Wellness - pedometer challengesShifting to WellnessVIHA Body Mechanics Running Team

Module 2: Develop Gold, Silver and Bronze standards for Wellness at the work unit levelModule 3: Identify research opportunities to improve wellness programming at VIHA

Measures of SuccessModule 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.

Measures Of SuccessModule 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.

ProjectsWork life Balance for VIHA ManagersSupporting Healthy Food Choices for Shift Workers at an Extended care Facility.

Results of the research will be shared at all managers meetings across VIHA.

Vancouver Coastal Health & Providence

Shifting to Wellness in Healthcare

Partnership between Keyano College, Vancouver Coastal Health and Providence Healthcare

PurposeTo 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 & SleepFatigue & Safety (including safe napping)Personal ChangeManaging Stress & TimeHealthy EatingActive Living

ResultsTestimonials:

“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.”

EvaluationResults pending (July 2007)

- 12 sites (experimental & control)

Measures:- pre, post and 3-month post surveys- sicktime- musculoskeletal injury - attrition

Papers accepted for conference presentations

Interior HealthParticipatory Ergonomics in

Healthcare Facility Design

Project DescriptionProactively 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.

Achievements / SuccessErgonomic 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.

Northern Health

Employee Health Services Program

Project descriptionDevelopment 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)

Project descriptionGoals:

To reduce MSI’s by 25% over 2 years and additional 25% after 3rd yearTo reduce sick time by 10% over 2 years and additional 10% after 3rd year

Achievements to date

Recruitment and training of staff (except one MSIP position)Development of integrated primary, secondary, tertiary prevention and disability management programEHS Steering Committee Evaluation period (statistics) began January 15, 2007MSI rates trending down

Provincial Health Services Authority

Creating a Healthy Workplace by Implementing a

Patient Safety Program

Project GoalsImprove quality of work life for healthcare providersImprove 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.

StrategyBased on Johns Hopkins Comprehensive Unit-based Safety Program (CUSP) modelUses e-CUSP softwareIncludes:

Safety culture surveySafety education, teamwork trainingIssues and solution identificationQuality project work using PDSA improvement modelSafety RoundsLeadership Walk roundsSharing stories

Findings to dateInitial pilot took longer than anticipatedRoll-out is taking less time than expectedConnecting staff and senior leaders through Walk rounds has been powerfulStaff are empowered!Seeds sown for other initiativesCelebrating successes and sharing positive feedback reinforces changes

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