Geiger.ppt (3)
- 1. OFFICE OF HEALTH PROMOTION & WELLNESS Program Assessment Jessica Altice, Erin DeCaro & Kate Hendricks
- 2. The Office of Health Promotion and Wellness • In 2007, the University of Alabama Office of Health Promotion and Wellness was established to: • Integrate and coordinate currently available resources for wellness • Assess the perceived needs of employees for health promotion • Management and engage and establish a culture of wellness • It is a part of the Office for Academic Affairs • The Office director is Dr. Rebecca Kelly PhD, RD, CDE
- 3. The Office of Health Promotion and Wellness • WellBAMA is the Office of Health Promotion’s signature wellness program for faculty and staff. The program is designed to help UA employees understand their current level of health and identify health goals. • WellBAMA provides : • Free health screenings for faculty and staff followed up with individual health coaching • Diabetes education series • Healthy cooking demonstrations and other nutrition instruction(ex: family-based healthy eating programs) • Group fitness sessions and workday walking programs • Stress management technique classes • Tobacco cessation programs.
- 4. University Employees • The University has over 5,300 employees. • 55.6% female • 19% minorities • Categories of employment: • Professional staff (28.5%) • Faculty (28%) • Secretarial/clerical ( 17%) • Service/maintenance (12.6%) • Paraprofessional and staff (8.5) • Skilled craft workers (3.4%) • Executive, administrative and managerial staff (2%) • Approximately 84% of employees work full-time.
- 5. Program Assessment Project • In order to assist the Office of Health Promotion in continuing to provide effective and comprehensive health programming, the UA/UAB student project team was asked to design, deliver and analyze the data from an employee needs assessment survey. • The intended audience for the findings of this needs assessment are the staff of the Office of Health Promotion and, ultimately, the university administrators. • The assessment findings are intended to: • Provide a continued business case for the Office of Health Promotion to the university administrators by documenting strong employee desire for health programming • Develop new and refine existing wellness programs, making them more responsive to the needs of university employees • The survey is also an opportunity for employees to voice their needs and interests for work- based health programs. • The survey was designed with regular consultation with OHPW staff and the questions are reflective of the literature and staff experience.
- 6. Objectives and Activities • I. Create and deliver a program assessment survey to assess employee’s use and satisfaction with the office’s health promotion programs, with a special emphasis on identifying reasons for not participating, by April 1, 2012 with a 15% response rate over a 2 week period. • Initial Meeting with office director • Conduct literature review • Review previous UA health-related surveys • Identify existing UA health promotion and wellness programs • Meetings with office staff and a communications specialist • Draft Survey • Project team meetings (phone, in person, email) • Obtain approvals through the UA hierarchy and refine as necessary, adjust timeline • Transfer survey into Survey Monkey • Disseminate survey online via emails and Dialogue • Recruit employees without university computers at wellness events using paper surveys
- 7. Objectives and Activities • II. To complete a comprehensive summary report of survey findings to the Office of Health Promotion and Wellness by May 8, 2012 (comprehensiveness to be determined by acceptance of report by Dr. Kelly). • Monitor data • Analyze findings • Review with UA staff • Project team meetings • Finalize report • Submit to Dr. Kelly and refine as needed
- 8. Timeline
- 10. The Planning Model • PRECEDE – Early planning phases completed by UA’s OHP in committee meetings and staff reviews. Initial creation of un-validated survey instrument based on review of resources and UA faculty & staff demographic. Initial offerings of programs (Strive for 5, Couch to 5k) based off this portion of planning model. • Population assessments • Social assessment • Epidemiological • Ecological • Policy review • PROCEED – Our team’s task was to pilot an instrument created for the purpose of specific evaluation. • Implementation – is WellBAMA reaching clientele on the issues about which they care? • Process evaluation – how are programs operating in terms of marketing and reach? • Impact evaluation – if we are focusing on the right interest areas, are the programs working well? • Outcome expectations – customer satisfaction?
- 11. All in the Questions… • Implementation – is WellBAMA reaching clientele on the issues about which they care? • What are your health concerns? • If programs on the following were available, would you be interested? • Process evaluation – how are programs operating in terms of marketing and reach? • Have you ever participated in the following programs? Have you heard of them? • If you ceased participation, why? • Impact evaluation – Impact evaluation – if we are focusing on the right interest areas, are the programs working well? • How are our incentives? • How can we best reach you with information? • Outcome expectations – customer satisfaction? • Please rate your satisfaction with the following programs…
- 12. Review of the Literature • Health Service Needs • Needs Assessment in Other Areas • University Wellness Programs
- 13. Health Service Needs • Literature specific to employees in a university setting was not available. • In the past 25 years there has been an increase in worksite wellness programs. • It is hypothesized that roughly 90% of companies offer some type of health and wellness intervention. • Usually, the main purpose of implementing programs is to decrease absenteeism, control health care costs, and improve the health of employees . • Little or no published information was available on worksite needs assessments. • It appears that most companies utilize national and local data to plan and implement programs.
- 14. Health Service Needs • Literature is not available on broad scale employee assessments but literature was found on individual assessments. • According to the 2004 National Worksite Health Promotion Survey, nearly 50% of employers provide a health risk assessment or biometric screening. • These assessments focus on the needs of the individual and not the worksite population. • These types of assessments are popular because they are easy to administer, provide valuable information, are accessible to the majority of employees, and can allow for follow up. • In order to gather additional information, needs assessments in other disciplines were reviewed.
- 15. Needs Assessments in other Areas • What is the purpose of a needs assessment? • Assessments are utilized to identify gaps between current conditions and the desired conditions. • Assessments are frequently used in healthcare, education, community planning and social service organizations. • Why is it important to review needs assessments from other disciplines? • Researchers in other disciplines can provide insight into strategies that could be useful in the health education field.
- 16. Needs Assessments Reviewed • Assessment conducted by the Tri-County Health Department after Hurricane Katrina • Assessment conducted in a north Georgia school district • Community forums
- 17. University Wellness Programs University of California “UC Living Well” • Goal is to encourage all employees and students to start and maintain a healthy lifestyle. • Annual health assessment for employees, retirees, spouses, and domestic partners. • Provide nutrition and healthy lifestyle workshops, cooking classes, and resources to employees and students. University of Michigan “MHealthy” • Needs assessment was conducted from 2009-2011 and revealed stress was the most prevalent risk factor. • Annual health questionnaires are also administered. • Provide resources, online screenings, and information on classes for employees.
- 18. University Wellness Programs Cornell University “Cornell University Wellness Program” • Services are offered to employees, retirees, and spouses/domestic partners. • Services include seminars, cooking demonstrations, education classes, and screenings. • Additional services are offered to individuals who join the wellness program. • An annual report was complete for the 2009-2010 fiscal year. University of Alabama “WellBAMA” • Aims to improve the health and well being of faculty and staff. • Services include health screenings, a personal health coach, education programs, and health challenges. • All programs fall under one of the following categories: Move, Balance, Nourish, or Live.
- 19. Implications for WellBAMA • OHP should try to promote a second wave of implementation for the wellness survey . Future programming can be based upon the results of the wellness survey, Healthy People 2020 guidelines, and local data. • Forums can be conducted on campus in the form of a “Lunch & Learn” in order to reach faculty/staff that may not have completed the survey. • Form a relationship with the benefits office in order to assess where the majority of healthcare dollars are spent. • Provide participants the opportunity to evaluate programs directly after implementation. • If funds are available, enrollment in WellBAMA can be offered to spouses/domestic partners; dependent children; and retirees.
- 20. Online Survey and Findings • Sent out to 1800 employees online with results coming in daily. • Link in Dialogue (all employees with computer access) • Paper copy data being entered now. Distributed to 47 employees, only 3 refused. Second paper copy data collection 4/24/2012.
- 21. Data Collection • In-person collection at WellBAMA events to bridge the digital divide: • Tuesday, 17 April • Tuesday, 24 April
- 22. Barriers and Resolutions • Barrier: Conflicting schedules • In person and conference calls. • Project team meetings with updates. • Careful notes and email confirmations. • Barrier: Complex University Relations • Communications through preceptor • Altering timeline • Findings ways to modify survey without losing key information • Sharing ownership with stakeholders • Barrier: Abrupt change in University of Alabama Leadership • Modify survey link distribution plan • Add new methods of data collection
- 23. Final Slide Resources • Office of Health Promotion and Wellness http://wellness.ua.edu/ • WellBAMA http://wellness.ua.edu/?page_id=966 • Questions? • Thank You!
- 24. Works Cited Cornell University. (2011). Cornell University Wellness Program. Retrieved from http://wellness.cornell.edu/ Ghosh, T.S., Patnaik, J.L., & Vogt, R.L. (2007). Rapid Needs Assessment among Hurricane Katrina Evacuees in Metro-Denver. Journal of Health Care for the Poor and Underserved, 18(2), 362-368. Hunt, M.H., Meyers, J., Davies, G., Meyers, B., Rogers-Grogg, K, & Neel, J. (2002). A Comprehensive Needs Assessment to Facilitate Prevention of School Drop Out and Violence. Psychology in Schools, 39(4), 399-416. Linnan, L., Bowling, M., Childress, J., Lindsay, G., Blakey, C., et al. (2008). Results of the 2004 National Worksite Health Promotion Survey. American Journal of Public Health, 98(8), 1503-1509. Parks, K.M & Steelman, L.A. (2008). Organizational Wellness Programs: A Meta-Analysis. Journal of Occupational Health Psychology, 13(1), 58-68. Soler, R.E., Leeks, K.D., Razi, S., Hopkins, D.P., Griffith, M., et al. (2010). A Systematic Review of Selected Interventions for Worksite Health Promotion: The Assessment of Health Risks with Feedback. American Journal of Preventive Medicine, 38(2), S237-S262. University of Alabama. (2012). The University of Alabama Health Promotion & Welness. Retrieved from http://wellness.ua.edu University of California. (2011). UC Living Well. Retrieved from http://uclivingwell.ucop.edu/welcome.html University of Michigan. (2010). MHealthy- University of Michigan Health & Well-Being Services. Retrieved from http://www.hr.umich.edu/mhealthy/
Editor's Notes
- #3: Current Vision is “to advance the health and well-being of the employees of The University of Alabama and their families through quality comprehensive wellness programs through education, research and service” (http://wellness.ua.edu). Its mission is to “work collaboratively with our key stakeholders in order to: Create and sustain a culture of health and well-being that empowers employees and their families to maintain and improve health. Coordinate the highest quality health and wellness programs, resources, and opportunities. Reduce health risks, prevent disease, and manage chronic conditions. Build an environment that supports the health and safety of our employees. Provide programs and support to meet individual needs and rights. Document the effectiveness of the program through outcome metrics.”
- #10: A quality framework used by health promotion planners to design and analyze a program, PRECEDE-PROCEED offers a theoretical model around which to plan an intervention. The model is thorough and all-encompassing, offering a useful, comprehensive structure for assessing needs and designing, implementing, and evaluation health programs. Often used in parts by planners on the ground, it provided a natural resource for this project. (Green, 1980) The PROCEED portion provides a useful framework from which to approach the task of conducting WellBAMA’s needs assessment, primarily because the programs offering by the Office of Health Promotion (OHP) have already been planned and delivered. The needs assessment is measuring the process, impact, and outcome of these programs and the effectiveness of the office as a whole.