CASE STUDY -

ALLAMBIHEALTHCENTRE

Launceston’s Allambi Health Centre is the central hub for primary health care services provided by the Tasmanian Health Organisation(THO-N).

In early 2013, THO-N incorporated several primary health services intoAllambi, increasing the number of employees and community members using the building to approximately 100.

This was an ideal time to kick-start a new workplace health and wellbeing program for employees on that site.

Here we describe how the Primary Health Care team developed a program using theHealthy Workplace Resource Toolkit’s implementation cycle.

Allambi had previously been a pilot site for the Department of Health and Human Services’ Healthy Workplace Resource Toolkit, so had access to a suite of resources, tools and templates to help them get started. Executive management of the new centre were supportive of the program right from the start, as they believed a health workforce needed to lead by example.

Led by some dedicated team members, a new working group was created with representatives from many of the services within the building.Being such a new group, the main goal was to bring people together in a fun, social and active way – although how that would happen wasn’t yet clear.

Using the templates in the resource kit, the working group developed and distributed a survey to all employees in the centre, generating a 70% response rate. With this level of response, the group knew they had captured the wants and needs of the employees in the building.

Based on the results, the working group developed some short, medium and long term goals. Getting some ‘quick wins’ was the first priority, so the program became immediately visible. One of the first changes was the removal of the onsite unhealthy vending machine, and the replacement of the drinks vending machine with a water cooler. As there was also an onsite cafeteria,the group were keen to remove other food sources and support the canteen. It was realised that having high sugar and high fat foods for sale in the building was detracting from a professional business practice.There were minimal concerns with the changes, which were supported by the overwhelming majority of building users.

The working group then focussed on developing activities for team engagement and cohesion, a key strategy for the program. Incorporating physical activity was identified in the survey as an important element.

The program started with activities such as simple functions and a treasure hunt, which got people up out of their chairs and working together. These activities proved a great success, soit was decided that a larger event was work a try.

In August, the ‘Step into Spring’ challenge was launched, ready to start in September. This walking challenge was based on the ‘10000 Steps’ model, using a pedometer to measure daily steps taken. Allambi were able to acquire low-cost pedometers, which were distributed to participants. As interest in the challenge grew and grew, the working group also invited the nearby Anne O’Byrne building to be involved. Eventually, nearly 80% of the building employees registered for the challenge.

The organisers were absolutely overwhelmed with the response and engagement with the challenge – it seemed everyone was talking about it and the sense of camaraderie was huge. Throwing out the challenge to Anne O’Byrne served toincrease the competitiveness and team spirit.

The challenge lasted throughout September, with a follow up survey showing over 95% of participants had enjoyed it. Participants reported feeling their levels of activity both inside and outside of work had increased, with the majority of participants continuing their increased level of activity after the challenge was over. There are still walking groups throughout both buildings as a direct result of the challenge.

One of the most noticeable changes as a result of the challenge was the increase in team engagement and increased social connectedness. As one participant reveals “…I sometimes wonder if people don’t talk to one another because they don’t know what to say. This gave us a common interest in conversation. It made me realise how people working in isolation, in their own office, lack many opportunities for basic conversation.”

Many participants reported an increase in interactions with their colleagues:

  • “…the interaction with my team members has made for a very pleasant working environment”
  • “People are talking to each other more…I think having these challenges bonds people together”
  • “Huge sense of team, lots more smiles”

The working group identified early that keeping the program sustainable was key to its success. For example, workplace health and wellbeing is now on the agenda for the building’s monthly executive management meeting. A workplace health and wellbeing policy is currently in final draft and will go to theexecutive management in early 2014.

They also realised creating a prize for the challenge was important, so a large shielddesigned and made by a local community shed, with lots of room for future challenge prize winners to be recognised. Having the CEO present this shield to the winners showed furthercommitment to the program.

Over the next 12 months, the working group will be looking to expand their program to include guest speakers, teaminvolvement in fun runs and will also investigate the feasibility of facilities such as bike racks.The working group will also seek involvement from others in another major challenge for the workplace health shield later this year.