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NASPA 2018
8
Healthy Campus Initiative: One Campus’ Journey Toward Health and Wellness Campus Culture Change
Julie Weissbuch Allina, MSW
Center for Student Health & Counseling
Director of Health Promotion
Healthy Campus Initiative Coordinator
WHO ARE
WE?
Who is in the room?
Portland State University
- Total Enrollment: 27,000
- Total Faculty, Staff & Administrators: 3,700
- Urban Campus: 50 acres, 50 buildngs
- Primarily Commuter (2,000 Residents)
- Average age is 26
About PSU
The Charge
HISTORY
- HCI historically SHAC and Campus Recreation
- Broaden to Campus-Wide
Consultant
- PSU Culture
- Leadership Investment
- Recomendations
Decisions, Decisions...
ORG CHART
ORG CHART
Leadership Change
- VP EMSA & VP FADAM
- Regroup - SHAC & HR
Bump in the Road
Membership
Recruitment Materials
Invitation List
Membership
Starting with the End in Sight
Long Term Goals:
- Increasing the culture of health at PSU
- Use assesment and evaluation
- Use Best Practices
The Path Forward
Short Term:
- Baseline Knowledge
- Data and Health Objectives
- Action Groups
Our mission is to promote the health and well-being of the Portland State University community.
Our Mission
THEORY & DATA
- Managable for Steering Committee
- Managable for Action Groups
- Campus-wide
THEORY & DATA
Theory
- Needed to embrace "campus-wide"
- Everyone already has a full-time job
- Minimal budget
Approach
Socioecological Model
Social Movement
Theory
Social Movements...
...seek to change norms and values
...come together to make change
...are value based in the understanding of health
...are NOT a list of behaviors/programs/actions
Social Movement
Theory
Solutions
- Showcase healthy behaviors (change perception)
- Make healthy choices easy
- Make unhealthy choices harder
Cost
Reach
High
Low
Specialty
Care
Population Based Activities
Campus Wide Activities
Limited Resources
Departmental, Community, Neighborhood Collaborations
High
Communication, Environmental Approach, Social Marketing
Low
Policies
Data
The Numbers
Student Snapshot
IPV (advocacy and response)
Clery Report
Campus Security and Fire Report
NCHA
EAP
Employee Leave Stats
Campus Rec - Imact Survey
SHAC Appointment Types
Food Insecurity Assessment
CARE Team Report
Decision Matrix
The Decision
Healthy Eating
Safe Campus
Stress Management
Marketing and Communication
Then What?
Updated Org Chart
Action Groups
Healthy Eating
- Director of Health Promotion
- Commitee for Student Food Security
- Campus Recreation
- Housing and Residencial Life
- Office of Sustainability
- SHAC Counseling Services
- Commercial Property Manager
- Student
- Campus Dinning ***
Action Groups
Safe Campus
- Student Conduct
- Global Diversity & Compliance
- Sexual Violence Prevention
- Campus Public Safety
- Queer Resource Center
- Student Legal Services
- Student
Stress Management
- Counseling
- Campus Recreation
- International Student Affairs
- Finanical Aid
- Faculty
- Graduate Student
Marketing and Communications
- Center for Student Health and Counseling
- Student Activities and Leadership Programs
- Campus Rec
- University Communications
What is happening right now?
THE HERE & NOW
Steering Committee
- Meets quarterly
- Healthy Department Certification
- Oversee Action Group Activites
- Developed objectives
Healthy Eating
Healthy Eating
- Survey
- Guidelines
- Objectives
- Number of students receiving information on nutrition: 44% --> 52%
Safe Campus
- Drafting Medical Amnesty Policy
- Objectives:
- Percent of students receiving information on Violence Prevention: 75%-->85%
- Percent of students who feel Somewhat/Very Safe on campus at night: 72%-->80%
- Percent of students who feel Very Safe on campus during the day: 75%-->80%
Stress Management
- Looking to develop "value statement" for University.
- Compiled list of "stress managment" resources
- Objectives:
- Percentage of students receiving information on "stress management" 60%-->65%
- Percent of students reporting no stress or that stress didn't impact their academics 62%-->68%
Marketing & Communications
- Major website updates
- Visit with each Action Group
- Internal communication
Marketing & Communications
Forward Thinking
- Action Groups to move Objectives forward
- Healthy Department Certification
- "Roadshow"
- Baseline data for Faculty/Staff
- Engage with Faculty
LESSONS LEARNED & THE FUTURE
Lessons Learned
- VP level co-chairs is optimal
- Develop Objectives after deciding on priority areas - before getting Action Groups together
- HCI Staff be part of Action Groups from beginning
- Roadshow earlier
- Faculty involvement!
Lessons Learned
Learning from Administrators
What do administrators have to say about their experience with HCI?
Words from the Wise
Why did you decide to join HCI?
VP asked me to.
The HCI started as a ground-up organization. But we learned that it was better to have some top-down buy-in and that helped get me to buy in to the HCI.
Why did you join HCI?
...cross sector collaboration. It's one thing to study it, and another to implement it.
Inspire positive change on campus.
Why have you continued with HCI?
I think it is important to have individuals in positions with a lot of authority discussing and making decisions on actions the university can take to improve the health of its students and employees because their health is so important to their success and happiness as a student or employee, and we are in a position to make an impact on their health.
Why do you continue?
I like the mission and the ability to impact students, faculty and staff.
Working with a great group of passionate colleagues.
I think we have made it manageable and do-able. It is important to prioritize so we are not trying to do everything.
What would you want someone to know who was considering joining an HCI?
It doesn't need to be overwhelming and that many people are already doing good work.
You have a chance to make a lasting impact.
Others need to know...
Most people want to work in a healthy and safe environment, but at a university, shared governance means you have to step up to the plate and make it happen.
Movement can be slow, especially without dedicated resources.
What have been your biggest frustrations regarding your role on the Steering Committee?
Sometimes we get in the weeds. We need to set goals and stay out of the execution.
Frustrations?
We might be more successful if we can get academics more involved.
Health and well-being are not part of the University strategic plan.
What have you found the most rewarding part of being part of the Steering Committee?
Working with colleagues from other departments.
Rewarding
I think there was quite a bit of value in assessing our priorities. The process was a bit hard but it gave us direction to work from.
Setting trackable goals!
Do you have any "lessons learned" that you would like to share with other administrators?
If you want to make progress, it is very difficult without dedicated staff.
Lessons Learned
Make sure you have Action Group chairs that are action oriented and you have confidence will lead the Steering Committe towards its goals effectively.
It is important to get top-down buy-in and direction.
Progress takes time.
Why it works
Socioecological Framework
- We all do what we do well
- Gives us a reason to think beyond "programming"
- Heavily influenced by Portland
Theory to Practice
Social Movement Theory
- Had to be low budget
- Had to be high impact
- Had to be something that could be worked on over time with limited human resources