Capstones: Wellness and Health Promotion Management : 2022

MCQUEARY, Andrea. (2022). The effects of prolonged stress and mental health challenges on an individual are well
documented. Depression can cost employers nearly $18,864 per employee per year (in 2002 dollars) in medical and pharmacy spend, absenteeism, and work impairment (productivity) for those self-reporting depression, anxiety or emotional disorders as their primary health concern (Collins et al.,
2005). Since the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic, depression and other mental health challenges have only grown in prevalence. Data at this project proposal site, a cancer research and treatment center located in the western United States supports that depression, provider burnout, employee satisfaction with efforts to support work and life balance, and perceived levels of job stress represent significant risks to employee mental health. Health professional employees at this organization may delay seeking help with a mental health challenge due to lack of awareness of their benefits, and hesitation due to misconceptions (concerns about stigma, confidentiality, and thinking they can be handled alone) that can result in the progression of depression. The proposed solution is a program designed to address resilience, mental health and well-being of health professional employees that will create a mentally healthy workplace and influence behavior change to seek care early and prevent the progression of illness in this setting. The proposed program will target health professionals within each of its entities including its medical center, medical group (physicians), foundation, philanthropy, research and business support services at an NCI-designated cancer setting located in the western United States. The urgency of such a program cannot be overstated. Healthcare providers have faced unprecedented circumstances that began with healthcare reform and the introduction of healthcare’s triple-aim and documentation standards, and most recently culminating with catastrophic effects of the pandemic. Employees at this organization report significantly increased perceptions of work stress, feeling overworked and lack of work-life balance.

AYLWARD, Danielle. (2022). A comprehensive wellness program enhancement is proposed for a Midwest, mediumsized rehabilitation center to move the current wellness program to a strong Traditional Wellness Program Model. This change in programming is necessary because the current model does not address the needs and interests of the employees, which is leading to low participation rates in all wellness activities. The current programming has been offered for many years with some small improvements but is no longer tied to insurance benefits. This proposed program, as it is designed, will increase participation and decrease health risks even without insurance premium discounts. The resources required include wellness department personnel time, increase in the incentives currently offered, and supplies. The supplies include an updated learning management system that would offer wellness educational videos, an annual Health Risk Assessment and an annual Wellness Interest Survey. The organization has annual mandatory compliance videos on the LMS platform currently and each employee completes the videos the same month they were hired.

PACKARD, Anabel. (Spring 2022). Faculty and staff at universities play an important role to the success of the university. The health and wellness of the employees can impact their work. After long hours and stress of the job, the wellbeing of faculty and staff can be affected. The capstone project proposes a comprehensive wellness program for the faculty and staff at a small private university in the Midwest. The focus of the project is on developing a program for the organization that currently has no formal faculty and staff wellness program. The short term anticipated outcomes are to obtain organizational support, recruit a faculty and staff wellness committee representative of the employee population, and develop the faculty and staff wellness program following the six-steps outlined in this proposal. Year one outcomes include launching the program the beginning of the 2022-2023 academic year and implementing the interventions proposed throughout the academic year. The program was designed using the Feel Good Wellness Program Model which is awareness oriented and focuses on building employee morale, fun events, and group activities.