CASE STUDY ALLAMBI HEALTH CENTRE
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 into Allambi,
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 the Healthy
Workplace Resource Toolkit’s implementation cycle.
Get the ball rolling
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.
Organise your program
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.
Work out what you need
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.
Develop your action plan
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.
Implement your action plan
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, so it 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
“This is the first workplace
the challenge grew and grew, the working group also
challenge I have ever participated
invited the nearby Anne O’Byrne building to be
in and I had no inkling of quite how
involved. Eventually, nearly 80% of the building
influencing it would be. I thought it
employees registered for the challenge.
would be a bit of a laugh (which it
The organisers were absolutely overwhelmed with the
was) but in fact it has significantly
response and engagement with the challenge – it
impacted on my life.”
seemed everyone was talking about it and the sense of
– ‘Step into Spring’ participant
camaraderie was huge. Throwing out the challenge to
Anne O’Byrne served to increase the competitiveness
and team spirit.
Monitor and evaluate your program
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:
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“…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 the executive management in early 2014.
They also realised creating a prize for the challenge was important, so a large shield designed 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 further commitment to the
program.
Update your program
Over the next 12 months, the working group will be looking to expand their program to include
guest speakers, team involvement 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.
“We have seen an enormous positive
change in the atmosphere of building
over the last 12 months.”
– Working group member