Wellness at the Williams Building - Department of Pediatrics, Division of Critical Care

Due to the Williams Building's displaced location in Research Park, accessing wellness resources is challenging. Our aim is to increase access to wellness activities available on-site. Our wellness initiatives intend to create an environment at the Williams Building that meets the unique needs of staff through leveraging existing wellness offerings and opportunities, as well as creating new opportunities. The Division of Critical Care Wellness Team has forged relationships with contacts from the Wellness Center, the Resiliency Center, RD-Approved, and PEAK. These relationships and the identification of a Wellness Ambassador will be important in communicating available wellness offerings and providing feedback on potential new offerings.

WELLNESS AT THE WILLIAMS BUILDING Department of Pediatrics, Division of Critical Care Eduardo Zamora; Diane Hartford; Lisa Winter; Stephanie Busch; Maggie Mair INTRODUCTION METHODS FOR IMPROVEMENT RESULTS & NEXT STEPS Due to the Williams Building's displaced location in Research Park, accessing wellness resources is challenging. Our aim is to increase access to wellness activities available on-site. Our goal is to create an environment that meets the unique needs of staff at the Department of Pediatrics Division of Critical Care located in the Williams Building. These needs are multifaceted and fluid. The Division of Critical Care Wellness Team has forged relationships with contacts from the Wellness Center, the Resiliency Center, RD-Approved, and PEAK. These relationships and the identification of a Wellness Ambassador will be important in communicating available wellness offerings and providing feedback on potential new offerings. Our wellness initiatives intend to create an environment at the Williams Building that meets the unique needs of staff through leveraging existing wellness offerings and opportunities, as well as creating new opportunities. Problem Investigation Our Wellness Team conducted a baseline analyses to identify barriers that prevented the Division of Critical Care staff at the Williams Building from engaging in wellness activities.  Voice of the Customer: interviews & surveys of the Division staff reported barriers to participation including awareness and accessibility (located off campus, shuttle availability to main campus, etc.). Crowdsourcing Ideas: In order to crowdsource potential ideas and activities, the Wellness Team at the Division utilized a web-based idea management software platform called IdeaScale. Launched in late in October 2018, the group developed a campaign to solicit ideas from Division staff on the types of wellness activities they would be interested in (figure 3).  Brainstorm Sessions: identified wellness issues and organized using a cause/effect diagram (aka fishbone). Categories were: method, awareness, transportation, environment, and culture (Figure 1).  Root Cause ‘5 Whys' Analysis: identified the complexity of wellness and the need to diversify to meet the needs of individual wellness perceptions (Figure 2). Identify a department Wellness Ambassador and establish ongoing relationship with WIH team to design potential new offerings based on IdeaScale suggestions. 2 Continue to moderate the IdeaScale campaign to encourage ideas and assess interest in wellness activities at the Williams Building. PROJECT INSIGHTS PROGRESS  Developed key partnerships with wellness resources.  Implemented a crowd sourcing tool to collect ideas for additional wellness activities based on wellness wheel categories. Figure 1: Cause/Effect Diagram ASK "WHY" 5 TIMES Based on our investigation findings, the team will focus on the following: 1. Improving access to activities to Division employees in the Williams Building 2. Increasing awareness of ongoing U Health official and unofficial wellness activities available 1 What is the abnormal condition? Limited access of wellness activities in the Williams Building Why is there limited access to wellness activities? Because there is limited coordination of wellness activities at the Williams Building Why are wellness activities not coordinated? Because wellness activities are sponsored/organized by multiple entities across the U of U campus Why are wellness activities are organized across multiple entities across the UU campus? Because information is shared/accessed based on your network or the path you access it Why is information shared/accessed differently? Because wellness is valued differently across groups and people Why is wellness valued differently? Root Cause - Because wellness is multifaceted, unique, and fluid to the individual. The current environment does not meet the needs of staff at the Williams Building Figure 2: 5 Why's Root Cause Exercise Figure 3: IdeaScale Promotion The campaign was launched in conjunction with a ‘Lunch & Learn' presentation from the Wellness & Integrative Health (WIH) team. Onequarter of the Division staff attended the presentation and many expressed surprise at available resources which they had not heard about prior to the presentation. LIMITATIONS & BARRIERS  Wellness team members changed during the project.  Scheduling time with leadership to discuss purpose and goals was challenging. VALUABLE LESSONS LEARNED  Engage with your leadership early and often.  Clearly message goals and intentions of project to gain inclusive support.