Shah F, Sells JR, Werthman J, Abraham C, Ali AM, Callaway-Lane C. A Multi-Site Evaluation of A National Employee Wellness Initiative at the Department of Veterans Affairs.
Glob Adv Health Med 2022;
11:21649561211053805. [PMID:
35273830 PMCID:
PMC8902194 DOI:
10.1177/21649561211053805]
[Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/02/2021] [Revised: 09/24/2021] [Accepted: 09/29/2021] [Indexed: 11/16/2022] Open
Abstract
Background
The Department of Veterans Affairs (VA) seeks to transform its health care
delivery from disease-centered, episodic care to a holistic and
patient-centered model known as the Whole Health System (WHS) of care.
Employee engagement and buy-in are crucial to this cultural transformation.
The VA aspires to provide employees with opportunities to experience whole
health in their personal and professional lives through a national Employee
Whole Health (EWH) program. Although there are national recommendations,
different local facilities may have unique strategies and challenges as they
implement this program.
Objective
This study aimed to conduct a program evaluation of EWH at three different VA
facilities across the United States in order to identify facilitators and
barriers to the implementation of EWH.
Methods
The team used the RE-AIM framework to develop an interview guide to assess
various domains of implementation. Quantitative data on whole health
offerings at each site were gauged using a national employee education
platform. Standardized employee-related metrics at each site were assessed
using the annual, national VA employee survey.
Results
EWH has had variable implementation at the three sites. Sites noted main
facilitators as employee interest as well as available skills and expertise
for delivering complementary and integrative care to employees. Limited
staffing for EWH and a lack of dedicated employee time were cited as
barriers. The infrastructure to perform local program evaluations to
demonstrate effectiveness and impact were missing.
Conclusion
Employee engagement in whole health activities has the potential to support
the VA’s mission to transform its health care delivery model. Currently, the
use of EWH and its potential impact are difficult to discern based on
available information. Local sites need guidance to conduct program
evaluations and find creative solutions to enhance employee participation. A
robust measurement system to demonstrate effectiveness is paramount to
ensure the success of this initiative.
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