Health, Wellbeing and Safety Strategic Plan
Objectives
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Raise awareness of HWS programs and services available to students
INITIATIVE PROGRESS Maximize newly created health information on a variety of media formats Micromobility Safety Campaign Utilize technology to share information related to holistic health strategies to encourage help-seeking behaviors R'Pantry 10 year Anniversary
Work with colleges and E&G centers to integrate basic well-being and mental health programming into already established student cohorts and learning communities Increase enrollment in Mental Health Allies program Increased Faculty representation within Mental Health Allies Program Increase faculty and student participation in the Collective Impact Team (C.I.T.) proposals Work with enrollment management and admissions to increase marketing efforts for incoming students -
Demonstrate impact of HWS programs and services on student success, retention, and graduation
INITIATIVE PROGRESS Identify and/or create tools to collect and share data for improved campus-wide health goals Improve the collection of Division-wide demographically representative data Attend national conferences and present on HWS data and outcomes 4 national conference presentations by HWS subject-matter experts Foster partnerships to assess health status of the campus community Three university-wide studies: Highlander Well-being Connect (above), NCHA, WISHES
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Enhance the student experience, holistically, through population health best practices
INITIATIVE PROGRESS Prioritize Collective Impact strategies to highlight the importance of health and well-being across departments and units beyond HWS 3,600+ reached through mental health and trauma support activities Integrate the Okanagan Charter which uses common language, principles, and framework to promote health and well-being on campuses Spring 2024 rollout of Okanagan Charter Strengthen ties to the A.S. and S.A. to implement best practices related to well-being into classroom culture (e.g., syllabus statements w/ wellness resources, red folder, etc.) Integrate brief intake questions during direct service visits for appropriate (and quick) referrals to other HWS units Formalize integrating inclusive and equity focused PH strategies (e.g., ethnic, gender, accessibility, etc.) and evaluate regularly -
Stabilize HWS infrastructure for long-term growth, resiliency and sustainability
STRATEGIES
PROGRESS Continuously review and realign resources as needed, and identify new revenue streams (grant funding) Four grant submissions in 2024-2025 Incorporate core public health competencies into all HWS job descriptions Establish a communication plan designed to improve the effective delivery of critical internal organizational communication Look for nationally recognized health organizations for departments/the division to become appropriately accredited in respective HWS units Maximize financial growth in current HWS departments to help supplement funding in other HWS areas Work with ITS on improving outdated technology systems across the division -
Create a culture of wellness for students, [HWS] staff, and faculty
INITIATIVE PROGRESS Embed well-being into all aspects of campus culture, including administration, operations, events, and programs Develop an orientation program that includes a “Public Health 101” module for HWS staff Broaden the campus community’s understanding of Collective Impact Incorporate health equity and diversity in all programs, services, and hiring processes Create ongoing events, lectures, and interactive groups for HWS staff to connect and feel supported on their own personal well-being journey Create opportunities for an early career professional pipeline for recently graduated students interested in holistic well-being careers