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T.R.A.C.E.: Thriving in Radiology through Appreciation, Collaboration, and Empowerment
No full textRadiology staff face challenges in engagement and job satisfaction due to systemic and cultural barriers identified in recent UBetter surveys and WMTY meetings. Goal/Aim: Using the IHI Framework for Improving Joy in Work (Perlo et al., 2017) as our foundation, T.R.A.C.E. aims to foster a culture of appreciation, collaboration, and empowerment to enhance communication, strengthen team cohesion, and improve staff well-being. Actions: Spread the Love, Radiology (Jan-Feb 2025): Staff expressed gratitude through an online survey, with messages shared during a department-wide Valentine\u27s celebration. Kudos Board Launch (Jan 2025-Present): Implemented a recognition platform on the Radiology Staff Site to foster peer-to-peer appreciation. Radiology Staff Town Hall (Jan 23, 2025): Hosted a What Matters to You? discussion featuring a presentation from the Resiliency Center on burnout and joy at work. We Appreciate You Event (Feb 10, 2025): Distributed gratitude journals and shared appreciation messages submitted through the survey. Planned Actions: - Phase 1 (Months 1-2): Establish a Steering Committee, conduct team meetings, and gather employee input through surveys and focus groups. Develop detailed plans for organizational changes, create awareness materials, and implement feedback tools like a staff suggestion box. - Phase 2 (Months 3-4): Roll out well-being initiatives, including the Reflect Wellbeing app. Provide mindfulness and stress management resources, introduce flexible work options, and launch peer-to-peer recognition programs. Host a town hall to discuss improvement feedback and set priorities. - Phase 3 (Months 5-6): Monitor participation and engagement with implemented initiatives, analyze feedback, and adjust strategies accordingly. Evaluate the effectiveness of flexible work arrangements, peer recognition, and well-being programs. Continue gathering staff input to refine efforts. - Phase 4 (Months 7-12): Sustain long-term impact through workshops, periodic check-ins, and recognition events. Assess the impact of changes on staff satisfaction, productivity, and morale. Adjust initiatives based on feedback and ensure continued engagement and support. Summary of Results: While this project is in its early phases, we anticipate that these initiatives will lead to increased staff engagement, improved communication, and a more inclusive and supportive work environment. We will continue with ongoing evaluation to ensure long-term success in fostering a thriving radiology department. Citation: Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. Cambridge, MA: Institute for Healthcare Improvement, 2017
McTickled: Pictomed Puzzlers Prime Positivity
No full textFinding time to nurture wellness on a neurosurgical critical care unit. Goal: Create weekly Pictomed Puzzles to cultivate intellectual, emotional, and social wellness on a neurosurgical critical care unit by nurturing creativity and open communication among interdisciplinary teams. Participatory Approach: Listen-Sort-Empower sessions identified a need to develop creativity and interdisciplinary communication throughout the workday on a neurosurgical unit. Identified mini brain breaks as a time friendly way to promote interdisciplinary wellness and engagement. Strategy: Pharmacy team created weekly Pictomed Puzzles and posted puzzles on the pharmacy office door. Maintained open door policy to foster engagement with interdisciplinary staff. Remained available to answer questions from interdisciplinary staff throughout the day. Results: Generated opportunities for creativity among pharmacy staff. Provided mini brain breaks for interdisciplinary staff on the unit. Enhanced open communication among interdisciplinary team members by creating opportunities for interdisciplinary staff to ask pharmacy related questions. Enriched intellectual, emotional, and social wellness on a neurosurgical critical care unit. Conclusion: Mini brain breaks may be a useful tool to nurture wellness and interdisciplinary team building in an intensive care unit
Finding Increase Meaning and Purpose in Leadership
No full textThe latest Better U survey showed an increase in leader burnout, with some decreased engagement. Leaders identify barriers that affect finding meaning and purpose in their work, and this contributes to burnout and decreased engagement. Leader engagement directly affects team engagement as well as leader wellness. This project is focused on helping leaders find meaning and purpose in work, thereby improving burnout and engagement. Aim/SMART goal: Improve leadership engagement by 2%, and increase energized/no burnout score by 5% as shown in the April Better U results. This is completed by leaders choosing one or more tactics to make regular connections to meaning and purpose
Creating and Implementing Oncology-Focused Onboarding Program for New Clinical Staff to Improve Oncology Knowledge and Confidence
No full textCancer is the second leading cause of death in the United States, yet there is little focus on oncology topics in nursing programs. Staffing shortages and the cancelations of classes during COVID exacerbated the lack of oncology preparation for clinical staff. A needs assessment was performed on newly hired clinical staff in an academic oncology hospital which identified numerous educational gaps in the field of oncology. Purpose: Our purpose was to create a standardized program that would give all clinical staff the same foundational oncology understanding and create a unified high standard of care for oncology patients in our institution. Interventions: We collaborated with hospital administration and clinical managers to set expectations of learning and time commitment for learners. We met with new clinical staff to identify knowledge gaps. We reviewed incident reports to determine areas which needed further education. We worked together to incorporate the above finding and ONS criteria to develop a week-long foundation oncology course with generalized oncology information, role specific training, and unit specific education. Evaluation: Prior to the oncology course, clinical staff did not feel confident in caring for the unique needs of oncology patients. Pre and post assessments were given to staff to identify if the interventions were effective. Pre and post assessments indicated statistically significant results in increasing participant\u27s confidence and knowledge in caring for oncology patients. Discussion: As the data indicates, it was necessary to provide a foundation of oncology education for clinical staff to provide knowledge and confidence to care for the complex needs of an oncology patient. When provided oncology-focused educational opportunities staff felt better prepared to give high quality care to our patients. In empirical data received, learners expressed appreciation for the foundational learning opportunity. Managers stated they felt their new employees were more prepared in oncology care. To evaluate future impact, we would like to analyze how this course affects patient outcomes and staff retention
An Exploration on Heterologous/Homologous Boosters and COVID-19 Using the BEEHIVE Study Population
No full textWith Novavax\u27s new 2023-2024 protein subunit vaccine, our primary objective was to compare the COVID-19 frequency of a specific heterologous booster combination (mRNA primer/Novavax protein booster) from a homologous mRNA one using the BEEHIVE study population. Our analysis included 973 participants (374 for Novavax, 368 for Pfizer, and 231 for the control). The COVID Rapid Antigen Test (RAT) results were then categorized by booster type: heterologous (mRNA primer/Novavax booster) or homologous (mRNA only). Each booster group was stratified by the number of vaccinations a participant received prior to joining the BEEHIVE study (2, 3, 4, or ‚â•5 doses). Odds ratios and chi-squared tests were calculated with a 95% confidence interval. Results showed that receiving a vaccination in general was associated with lower odds of testing positive for COVID-19: odds ratio was 0.549 (95% CI, [0.363, 0.838]). However, the analysis comparing heterologous vs homologous boosters found no significant difference in RAT COVID-19 positivity, except in the group receiving 3 mRNA doses prior to enrollment: odds ratio was 2.985 (95% CI, [1.190, 8.215]). Thus, the results of our analysis remain largely inconclusive as we were unable to reject the null hypothesis for the rest of the dosage groups. It is possible our study was too underpowered to detect a significant difference in this subgroup analysis. Additionally, hybrid immunity could be a potential confounder, as it was statistically associated with RAT COVID-19 positivity (p-value: 0.044), and further research investigating this relationship is needed
Establishing a Shared Governance Council to Advance Nursing Science Initiatives
No full textProblem Statement: The University of Utah Health Department of Nursing is pursuing Magnet designation, which requires approaches that create, implement, and maintain evidence-based practices (EBP) in nursing, representing a growth opportunity. When the nursing department developed a program for shared governance, also known as participatory management, they sought to build systems within this structure to promote these nursing science cultures and activities. Goal. Create and operationalize a council within the new shared governance framework to advance nursing science within the Department of Nursing. Objectives included establishing membership and leadership, setting priorities, assessing members\u27 educational needs, and recommending an EBP model for the department. Actions Taken. Adopted several measures to advance the council, including council member recruiting, a co-chair election, setting council goals, conducting a council learning needs assessment, identifying training resources, and selecting evidence-based practice (EBP) model options for the nursing department. Results. Several positive results followed over twelve months, including selecting council members, appointing council co-chairs, identifying council member learning needs and selecting relevant training materials, initiating the training, recommending an EBP model and getting it approved for the nursing department, and completing council goals. Conclusions. Shared governance programs can support advancing nursing science initiatives
Building on Success: Enhancing Workplace Engagement, Recognition, and Retention through Joy in Work
No full textGuided by the IHI Framework for Improving Joy in Work (Perlo et al., 2017), the Department of Pediatrics sought to better understand drivers of burnout and engagement using the Better U survey (N=627). Results indicated a strong sense of belonging, but also a 5% increase in burnout since April 2024. Staff identified meaningful recognition as a key need, citing financial incentives (30%), verbal praise and thank-you notes (25%), appreciation events (20%), and public acknowledgment (25%) as preferred approaches. Qualitative analysis of open-ended comments revealed recurring themes: recognition, communication, compensation, and work-life balance. These align with the Joy in Work components of Recognition & Rewards, Participative Management, and Wellness & Resilience. A "What Matters to You?" engagement feedback survey, planned for July 2025, will further inform team-led strategies. Planned interventions include launching a structured recognition program, increasing leadership visibility, expanding peer-to-peer appreciation efforts, and promoting resources to support work-life integration. Preliminary findings suggest that consistent, meaningful recognition contributes to improved morale and may help reduce burnout. By embedding these practices into leadership development and daily team routines, this initiative aims to build a culture where employees feel valued, engaged, and empowered to thrive. Citation: Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. Cambridge, MA: Institute for Healthcare Improvement, 2017
Aspects of Frontline Worker Occupational and Demographic Factors on COVID-19 Frequency
No full textAs research shows Frontline workers have a higher risk for contracting COVID-19 than non-essential workers, this study aims to analyze what occupational factors may be contributing to this. We analyzed data from the BEEHIVE Study, and grouped healthcare workers, first responders, and other essential workers as Frontline Workers (N=608), and compared them to non-frontline workers (N=455) to see their COVID-19 frequency. We stratified for vaccination status and looked at the boosted (N=455) and non-boosted (N=153) within frontline workers. There was a significant difference in COVID-19 cases for the following factors: ages 18-49, making less than 50,000-75,000, and working in intensive care. We did not observe other occupational factors to have a significant difference in COVID-19 cases in the boosted or non-boosted frontline worker populations. This may suggest that the vaccine had a protective effect in these areas for our study population. There were a few limitations to our study: weekly surveys did not include occupational details that may change weekly, a possible risk of response bias, and a limited statistical power for some of our groups. Future research should consider the role of vaccination in specific occupational environments