2025 Mini Grants Program

Career Pathways Laptop Loan Program: Providing Equitable Technology Access

Project Summary: The Career Pathways Laptop Loan Program was initiated to address a critical need for equitable technology access among staff participating in the UR Career Pathways program. By providing loaner laptops, the project aimed to remove financial barriers and ensure employees could continue their education and professional development without interruption.

Methods: The program established a clear process for tracking laptop loans and actively collected feedback from participants. This included quantitative data on the number of laptops loaned out and qualitative testimonials detailing the personal impact of the program.

Results & Impact: This initiative successfully loaned 5 laptops to employees, directly supporting their educational pursuits and career advancement. The program significantly reduced financial burdens, enabling staff to access online courses and continue their education, such as pursuing an RN degree. It also fostered a sense of employer support for educational development. Direct Impact: 5 employees received essential technology.

• Direct Impact: 5 employees received essential technology.
• Workforce Development: Supported career advancement and professional growth.
• Barrier Reduction: Eliminated financial obstacles to accessing necessary educational tools.
• Sustainability: This program has reported plans for ongoing implementation, demonstrating its lasting value.

Workforce Development: Supported career advancement and professional growth.

Barrier Reduction: Eliminated financial obstacles to accessing necessary educational tools. Sustainability: This program has reported plans for ongoing implementation, demonstrating its lasting value.

Voices from the Program:

• "The loaner laptop has helped me tremendously. I have a son who started college this fall so I had to give him my laptop and with having to pay part of his tuition I wouldn't have been able to afford a new laptop. This has allowed me to have access to my online courses to continue my education in becoming an RN."
• “Eliminating the financial burden of buying a laptop for school. The feeling of having your employer support your educational development.”

Key Takeaway: The Career Pathways Laptop Loan Program exemplifies how targeted support for educational technology can empower employees, reduce stress, and contribute directly to workforce development and retention within URochester Medicine.

Friday Night at the ER: Enhancing Team Collaboration and Systems Awareness

Project Summary: "Friday Night at the ER" is a simulation game designed to address the critical need for improved collaboration and systems awareness in healthcare. It tackles the challenges of siloed work by placing participants in interdependent hospital roles, requiring real-time problem-solving and coordinated decision-making. This experience fosters empathy, shared responsibility, and strategic thinking, ultimately supporting professional wellbeing through stronger relationships and a greater sense of purpose within the team.

Methods: The project utilized a post-game survey to gather feedback from all attendees immediately following the simulation. This method allowed for direct assessment of the game's impact on collaboration, communication, and systems thinking.

Results & Impact: The "Friday Night at the ER" simulation proved to be highly successful and well-received.

• Universal Agreement: 100% of participants (N=10) agreed or strongly agreed that the game promoted:
• Collaboration and communication within their team.
• A better understanding of systems thinking and complexity.
• The acquisition of practical problem-solving skills.
• A sense of shared responsibility.
• Positive Wellbeing Contribution: 90% of participants reported that the game positively contributed to their sense of wellbeing at work.
• Operational Insights: The activity encouraged participants to apply systems thinking to realistic scenarios, challenging leaders to make decisions based on resource management through a quality and wellbeing-focused lens.
• Feasibility & Acceptability: The project was deemed feasible and acceptable, with overwhelmingly positive feedback.
• Sustainability: This project has reported plans for ongoing implementation, demonstrating its lasting value and potential for broader organizational impact.

Voices from the Program:

• “Helped all players think collaboratively and work as team players.”
• “Great way to have collaboration among all the teams and see how our decisions impact the whole!!”
• “Great opportunity to collaborate with peers!”
• “Loved this game and would love to bring to our unit retreat.”
• “Loved the perspective this game gave!”

Lessons Learned & Future Considerations: Participants were highly engaged, embracing the game's concepts and relating scenarios to their daily professional roles. While the project successfully utilized peer facilitators, the team noted a preference for conducting the activity in a single room for future sessions. Recommendations for expansion include acquiring more game sets and collaborating with interdisciplinary leaders to create mixed teams from across the medical center, further enhancing diverse perspectives and collaboration.

Key Takeaway: "Friday Night at the ER" effectively demonstrated that engaging simulation-based learning can significantly improve team dynamics, foster systems thinking, and positively contribute to employee wellbeing, with strong potential for wider adoption across URochester Medicine.

Project Summary:This initiative established clear, evidence-based guidance and a mutual support community of practice to build safe, routine peer check-ins and strengthen debriefing capacity across URochester Medicine. The project aimed to address the ongoing uncertainty around effective debriefing approaches and the need for more staff trained in psychological first aid and mutual support. By fostering a distributed model of support, it sought to expand workforce readiness and protect helpers from cumulative stress.

Methods: The project included one core debriefing training session followed by three optional follow-up sessions, totaling four training opportunities. A pre- and post-debriefing training assessment, developed by Janine Rowe and Autumn Gallegos, was used to measure changes in skills, confidence, knowledge, applied judgment, wellbeing, growth, functioning, practice behavior, and perceived benefit. 

Results & Impact: The program demonstrated high engagement and significant positive outcomes:

• High Participation:A total of 141 individuals participated in the trainings, with an average attendance of 4 out of 4 sessions for those who completed the post-survey.
• Significant Skill & Confidence Gains:Participants showed large improvements in:
  • Skill and confidence to facilitate trauma-informed debriefing (0.9 increase).
  • Skill and confidence to facilitate debriefing when situations are complex (1.14 increase).
  • Understanding key components of trauma-informed debriefing (1.67 increase).
  • Knowing when and how to initiate debriefing after a difficult event (1.31 increase).
• Wellbeing & Practice Improvements:Modest improvements were observed in wellbeing indicators, including a small reduction in emotional exhaustion and a small-to-moderate increase in the perceived benefit of debriefing for recovery from difficult events. There was also a small increase in the frequency of team debriefing/staff support sessions.
• Feasibility & Acceptability:The project was deemed feasible and acceptable, with high employee engagement and overwhelmingly positive feedback.
• Sustainability: This project has reported plans for ongoing implementation, including a Teams chat for participants, a Box folder of resources, and additional education sessions to share best practices.

Voices from the Program:

• “Appreciate ‘The myriad resources that were given to us in the training: TEND resources, EAP, etc.’”
• “Thank you for having it; it would suggest offering it again next year :)”
• “This was a really nice program I enjoyed the different stories and perspectives and it was well spaced out to allow time to absorb the information between sessions.”
• “This is the best professional development session I have ever attended.”
• “Gave good information on primary and secondary interventions that I'd like to see across our service. We're too focused on the tertiary/reactive interventions.”

Lessons Learned & Future Considerations: The project benefited from strong staff interest and commitment to learning, as well as leveraging existing university expertise to manage costs. A key challenge identified was the lack of dedicated administrative support for program oversight (e.g., room reservations, CEU facilitation, assessment management, Zoom hosting). Future iterations would benefit from committed administrative support and more time for peer-to-peer connection to discuss specific scenarios in small groups. The feedback also highlighted a desire for recorded sessions and a broader focus beyond units and nursing to include all staff roles, such as receptionists dealing with difficult visitor interactions.

Key Takeaway:The Mutual Support and Debriefing Community of Practice successfully enhanced the organization's capacity for trauma-informed debriefing and peer support, leading to significant improvements in staff confidence and knowledge. This initiative provides a valuable model for fostering psychological safety and resilience across URochester Medicine.

Project Summary: This project focused on enhancing the patient check-in and waiting area to directly address issues of long wait times, inefficient check-in/out workflows, and space congestion. The goal was to create a smoother, less stressful experience for both patients and staff. 

Methods: The core intervention involved the installation of electronic signage with a remote control. The success of this initiative was measured through: 

• Direct comments and feedback from both staff and patients.
• Analysis of Press Ganey survey results.
• Ongoing monitoring of waiting room noise levels.

Results & Impact:The implementation of the electronic signage yielded significant positive changes:

• Staff Comfort & Efficiency: All 7 staff members reported feeling very comfortable using the remote, which activates a voice function guiding patients. This has led to a more even distribution of workload between front and side counter employees, reducing stress and improving workload balance.
• Improved Patient Flow & Experience:
  • Patients no longer form long, noisy lines extending out of the waiting room or express frustration about perceived slow service. 
  • Patients are observed actively reading the sign and following voice prompts to proceed to check-in.
  • Returning patients and "regulars" have specifically commented on the noticeably shorter lines and the significantly quieter waiting room environment.
• Enhanced Communication: The signage includes additional voice functions, such as prompting patients to have insurance information ready, which has eliminated the need for staff to repeatedly ask for it.
• Streamlined Check-out & Scheduling: Patients are no longer backed up waiting to schedule appointments, as the sign provides options to check out at any desk or call a number to schedule appointments independently.
• Positive Survey Outcomes: The most recent Press Ganey survey reported no negative comments regarding the front end, noise levels, or long wait times, indicating a direct positive impact on patient satisfaction.
• Reduced Stress: The improvements have led to less stress for patients, which in turn is reflective of less stressed-out staff, creating a more positive overall environment.

Voices from the Program:

• Returning patients and "Regulars" have commented on how much shorter the line is and how much quieter the waiting room has become.

Lessons Learned & Future Considerations: While the electronic signage ultimately proved to be a wonderful success, there was an initial challenge with a defective unit requiring communication with the manufacturer and new programming. Despite this, the team persevered, and the sign exceeded expectations. An additional component of the grant, a handicapped door opener for the patient restroom, unfortunately, could not be completed due to a lack of follow-through from URochester Medicine Maintenance Management. This highlights the importance of consistent administrative support and follow-up for all project components.

Key Takeaway: The "Enhancement of patient check-in and waiting area" project successfully leveraged technology to dramatically improve patient flow, reduce waiting room ;congestion and noise, and significantly enhance both patient and staff experience within the PM&R department. This initiative serves as a strong example of how targeted improvements to physical spaces and workflows can lead to measurable benefits in operational efficiency and overall wellbeing.

Expanding Non-Consumable Snack Cart Offerings: Enhancing Daily Workplace Experience

Project Summary: This project aimed to improve the daily workplace experience and accessibility for staff in PM&R by expanding the offerings of a non-consumable snack cart and mini-fridge. The goal was to provide convenient access to snacks and cold drinks, particularly for therapists with busy schedules, thereby boosting morale and fostering team interactions.

Methods: The project primarily gathered qualitative feedback from therapists regarding their experience with the snack cart and mini fridge. The Sunshine Club treasurer was responsible for tracking the finances related to the use of these items to gauge overall usage.

Results & Impact: The initiative was well-received by the therapy team, demonstrating a positive impact on staff morale and team dynamics:

• Convenience & Appreciation: Therapists highly valued the convenience of the snack cart and mini fridge, allowing them to quickly grab snacks or cold drinks between patients and during busy schedules.
• Boosted Morale: The project contributed to a noticeable boost in overall staff morale.
• Increased Team Interactions: There was a reported rise in interactions among the Occupational Therapy (OT) and Physical Therapy (PT) teams outside of direct patient care, fostering a stronger sense of workplace connection.
• Usage Impact: While specific financial information is unknown due to the project lead's departure, initial tracking indicated a positive impact in terms of usage.

Voices from the Program:

• Therapists have shared feedback and reported that they have really appreciated the convenience of the snack cart and mini fridge, which allows them to grab a quick snack or cold drink between patients and busy schedules.”
• “Overall, we have seen a boost in morale and a rise in interactions with the OT/PT team outside of patient care.”

Lessons Learned & Future Considerations: A key challenge for this project was the inability to fully track financial information and overall usage metrics due to the departure of the project lead, Leah Kramer. This highlights the importance of establishing clear handover protocols and ensuring continuity of data collection for projects, especially those with ongoing operational components. Despite this, the qualitative feedback strongly indicates the project's success in achieving its goals of improving staff morale and convenience.

Key Takeaway: The "Expanding non-consumable snack cart offerings" project successfully enhanced the daily workplace experience for PM&R staff by providing convenient access to refreshments, leading to improved morale and increased team cohesion. This initiative underscores the value of small, accessible amenities in positively impacting employee wellbeing and workplace culture.

The Wellness Library: A Resource for Resilience and Professional Fulfillment in the Advanced Heart Failure Clinic

Project Summary: The Wellness Library was established to promote resilience, mental wellbeing, and professional fulfillment among staff in the Advanced Heart Failure Clinic. This initiative aimed to support staff in managing the emotional demands of their work while enhancing team connection and overall workplace satisfaction through accessible resources.

Methods: The project primarily gathered feedback through "lunch and discuss" sessions, which provided a platform for staff to engage with the library's resources and share their experiences.

Results & Impact: The Wellness Library successfully fostered a stronger culture of self-care and mindfulness within the team, achieving its intended goals despite initial challenges with engagement due to a clinic move.

• Culture of Self-Care: The library created a dedicated physical space for wellbeing resources in the EP workroom, promoting a stronger culture of self-care and mindfulness.
• Open Dialogue: It facilitated more open conversations about mental health, resilience, and professional fulfillment among staff.
• Enhanced Peer Engagement: Two discussion sessions were held, each with 5-10 participants, fostering meaningful connections among coworkers outside of direct patient care.
• Leadership Commitment: The project demonstrated a visible commitment from leadership to support staff wellness and psychological safety.
• Personal Impact: One staff member shared that borrowing "Deep Work" from the library inspired her to set boundaries around uninterrupted time, leading to increased focus and reduced daily drain.
• Improved Morale: Team members reported feeling more supported and appreciated, with several noting improved morale and perspective after stressful weeks. Staff felt more connected to one another and to the AHF team’s mission, and better equipped to manage emotional fatigue and compassion stress.

Voices from the Program:

• “A thoughtful reminder to pause and reset.”
• “A meaningful way to connect with coworkers outside of patient care.”
• One staff member shared that borrowing Deep Work from the Wellness Library inspired her to set boundaries around uninterrupted time, helping her feel more focused and less drained at the end of the day.

Lessons Learned & Future Considerations: Staff engagement was strong, and the library quickly became a valued space for relaxation and reflection. The discussion sessions encouraged connection and improved team morale. However, finding time in busy schedules for group discussions proved challenging, making ongoing participation difficult. If repeated, the project would benefit from more structured check-ins to gather early feedback and an earlier partnership with leadership to integrate dedicated wellness time into staff schedules.

Key Takeaway: The Wellness Library proved to be a feasible and acceptable initiative, providing a valuable resource that promotes resilience, mental wellbeing, and professional fulfillment. It successfully sparked lasting conversations about balance, purpose, and connection, demonstrating that even simple, accessible resources can have a profound and positive ripple effect on staff wellbeing and workplace culture.

Project Summary: The "Crucial Conversations" book discussion, modeled after an existing lunch-and-learn program for supervisors, aimed to enhance managerial skills. The project focused on improving communication, conflict resolution, and employee relationship-building. The ultimate goal was to strengthen leadership and positively impact organizational culture, thereby boosting employee engagement and wellbeing through two concise 1-hour sessions.

Methods: The project involved purchasing copies of the "Crucial Conversations" book for participating supervisors and program directors. These individuals then engaged in a book discussion led by Vicky Hines. An 11-item survey, developed based on the principles of "Crucial Conversations," was administered pre- and post-discussion to measure changes in skills and confidence. Evaluative questions about the overall experience of the book discussion were also collected.

Results & Impact: The "Crucial Conversations" book discussion was deemed feasible and acceptable, receiving positive feedback from participants.

• Skill Enhancement: 90% of participants (N=11 post-survey) reported feeling more equipped to dentify challenges and navigate difficult conversations after completing the sessions.
• Resource Provision: The mini-grant enabled the provision of a copy of the book to all supervisors, offering a valuable resource for ongoing development in communication, conflict resolution, and leadership skills.
• Fostered Learning: The initiative fostered continuous learning and encouraged supervisors to apply these skills in their daily interactions, contributing to a more collaborative and engaged organizational culture.
• Baseline Proficiency: While there was minimal change in pre-post survey scores, this was largely because most participants already agreed they were skilled in navigating crucial conversations, indicating a high baseline level of confidence.
• Ongoing Engagement: There is expressed interest in meeting periodically to continue informal discussions about the book's concepts, suggesting the content was meaningful and valuable.

Voices from the Program:

• “I feel that these frameworks are very helpful to create a roadmap to manage conversations.”
• “Sessions were helpful-practicing is huge.”
• "I came in confident, but this was good."

Lessons Learned & Future Considerations: The book discussion, facilitated by Vicky Hines, was highly praised for its engaging style and valuable content. However, a primary challenge identified by participants was finding sufficient time to read the book, which limited their ability to fully engage with the material. The short timeframe for fund expenditure also created logistical planning challenges.

If the project were to be repeated, considerations would include:

• Re-evaluating the food budget and gathering a more accurate measure of interest, especially given the voluntary nature of participation.
• Potentially offering more facilitated sessions or scheduling them outside of the summer months when many individuals are typically on vacation.
• Emphasizing the importance of considering evaluation questions for project outcomes from the outset.

Key Takeaway: The "Crucial Conversations - Book Discussion" successfully provided supervisors with valuable resources and a platform for leadership development, enhancing their confidence in navigating complex communication scenarios. This initiative underscores the importance of accessible professional development opportunities in fostering a positive and effective organizational culture.

Connect & Grow at CCHP: A Mentorship Initiative

Project Summary: The "Connect & Grow at CCHP" Mentorship Initiative aimed to enhance workplace connection and support professional growth by strategically pairing staff across different teams in meaningful mentoring relationships. This initiative was designed to bridge gaps between siloed teams and increase overall staff engagement, satisfaction, and development.

Methods: The initiative kicked off with a career panel during an all-staff retreat, allowing staff to learn about diverse career paths within CCHP. Following this, interested staff submitted forms to participate as either mentors or mentees. Five pairs were successfully matched and met three to four times between September and December. Pre- and post-mentorship pairing surveys, developed by Veronica Leva and Autumn Gallegos, were used to measure team belongingness and the perceived impact of mentorship.

Results & Impact: The mentorship initiative was well-received, demonstrating positive impacts on staff engagement and professional development:

• Successful Pairings: Five mentor-mentee pairings were established, fostering new cross-team relationships.
• Enhanced Connection: Survey results indicated a slight increase in participants' connection to their immediate team and their feeling valued by their immediate team. There was also a small increase in feelings of connection to colleagues outside of immediate teams.
• Professional Growth: Participants valued connecting with colleagues from different areas, learning about diverse career journeys, and gaining insights into unique opportunities and challenges.
• High Recommendation Rate:100% of participants who completed the post-surveys recommended continuing or expanding this initiative.
• Career Panel Success: The initial career panel at the all-staff retreat was unexpectedly impactful, stimulating conversation and connecting staff across teams, indicating strong interest in mentor-style initiatives.
• Tailored Goals: Each pair set unique mentoring goals, contributing to positive outcomes, whether for career path awareness or targeted educational/professional next steps.

Voices from the Program:

• “I was happy to connect with another member of CCHP during the mentorship experience and learn more about the opportunities and challenges unique to that person's position.”
• “My mentorship experience was a breath of fresh air. It was so refreshing to connect with someone outside of my team and learn about their journey, while also sparking new conversations. This was definitely an experience I'll remember throughout my professional career.”
• “My pairing match was perfect for me, especially for my future academic goals. I would love for this experience to be much longer! A meeting template or one/two deliverables for the pair to have by the end of the meetings may also help direct the meetings a bit. Thank you for such a great experience!”
• “This experience was a wonderful chance to get to know someone on a different team in a new, more in depth way.”

Lessons Learned & Future Considerations: The initiative's success highlighted the value of the career panel in sparking interest and the positive impact of cross-team pairings. However, some challenges and areas for improvement were identified: 

• Mentor-Mentee Imbalance: There was more interest from potential mentors than mentees, meaning some mentors could not be matched.
• Survey Completion: Getting participants to complete both pre- and post-surveys, especially the post-survey during the holiday season, was a minor challenge.
• Structure & Duration: Feedback suggested that more structure, such as meeting templates or guided prompts, would be beneficial, particularly in the initial stages of pairings. Participants also expressed a desire for the initiative to be longer than six months.
• Survey Customization: It was suggested that separate pre- and post-surveys for mentors and mentees might be more relevant to their respective roles.

If repeated, the team would consider developing a more robust interest form, providing more structured meeting guidance, using role-specific surveys, and potentially extending the program's duration.

Key Takeaway: The "Connect & Grow at CCHP" Mentorship Initiative successfully fostered a greater sense of connection and supported professional development across the Center for Community Health & Prevention. It demonstrated that empowering staff to engage in mentorship can significantly boost morale, engagement, and overall satisfaction, with strong potential for continued growth and impact.

Improving the Emergency Department Lactation Room: Enhancing Privacy, Comfort and Accessibility for Staff

Project Summary: This project focused on improving the existing lactation room within the Emergency Department to significantly increase privacy, comfort, and accessibility for staff. The goal was to create a more supportive and functional environment for pumping employees, directly contributing to their wellbeing and ability to manage clinical duties effectively.

Methods: The project measured its impact through:

• Swipe Access Count: Tracking the number of unique users accessing the room via card swipe.
• Qualitative Feedback: Collecting testimonials and comments from staff who utilized the improved space.

Results & Impact: The enhancements to the ED lactation room have had a profound positive impact on staff wellbeing and operational efficiency:

• Increased Usage: Currently, 20 staff members are actively using the space, as confirmed by swipe access data.
• Enhanced Comfort & Privacy: The improvements have created a more comfortable and private environment for pumping employees.
• Improved Accessibility & Convenience: The addition of a refrigerator and microwave allows staff to combine food breaks with pumping, reducing time away from clinical duties and eliminating the need to travel between the lactation room and the main break room.
• Flexible Pumping Schedules: The ability for multiple staff members to pump simultaneously means that those on the same shift no longer have to stagger their pumping times, allowing them to maintain schedules that best suit their clinical work and their babies' needs.
• Overall Wellbeing Boost: The project has been cited as a significant positive contributor to staff wellness at work.
• Sustainability: This project is listed among those with plans for ongoing implementation, demonstrating its lasting value.

Lessons Learned & Future Considerations: The provided information does not explicitly detail specific challenges or lessons learned for this project beyond the overwhelmingly positive feedback and successful implementation. The project's success underscores the importance of providing dedicated, well-equipped spaces for staff wellbeing.

Voices from the Program:

• "The lactation room improvements have directly impacted my wellness as a physician mom and employee at Strong's ED. The ability for several of us to pump at the same time has meant that those of us that are pumping on the same shift don't have to stagger and can keep to whatever schedules are best for our clinical work and our babies at home! The addition of the fridge and microwave means that we can shorten the time we are away from our clinical duties by combining a quick food break with pumping - not having to go back and forth between the lactation room and the main break room has been super helpful! Overall, this has been the largest improvement that has positively contributed to my wellness at work in the last several years."
• Positive feedback also highlighted the proximity of the room to care areas for busy nurses and the convenience of having pumps/chargers and a safe place to store home supplies for an entire shift.

Key Takeaway: The "Improving the Emergency Department Lactation Room" project successfully addressed a critical need for enhanced support for pumping employees. By focusing on privacy, comfort, and accessibility, this initiative has significantly improved staff wellbeing, streamlined workflows, and fostered a more supportive work environment within the ED, demonstrating a direct and measurable positive impact on employee satisfaction and retention.

Project Summary: The MCT Fun Committee project aimed to expand recognition and celebration activities for staff within the Mobile Crisis Team. The core objective was to boost morale, strengthen workplace connection, and enhance emotional resilience among team members, recognizing the acute crisis response aspect of their programming.

Methods:

The team's engagement with fun activities was assessed at three distinct timepoints:

• T1 (June): Baseline assessment.
• T2 (August): Mid-project assessment.
• T3 (January): Final assessment.

Measures included the Mini Z for job satisfaction and burnout, the Work Group Inclusion (WGI) scale for belonging and uniqueness, and direct tracking of participation in fun activities. (Note: T1 score meanings for Mini Z and WGI were initially entered differently in REDCap, where a score of 2 meant 'agree' in T1, while 4 meant 'agree' in T2 and T3).

Results & Impact: The project demonstrated high engagement and positive feedback indicating its feasibility and acceptability.

• Consistent Satisfaction & Inclusion:Across all three timepoints (T1, T2, T3), participants consistently reported:
  • Job satisfaction (mean = 2 at T1, 4 at T2/T3, indicating 'agree').
  • Burnout levels (mean = 2 at T1, 4 at T2/T3, indicating "I am under stress, and don't always have as much energy as I did, but I don't feel burned out").
  • Feelings of belonging (mean = 2 at T1, 4 at T2/T3, indicating 'agree').
  • Feelings of uniqueness (mean = 2 at T1, 4 at T2/T3, indicating 'agree').
  • These consistent scores suggest that the activities helped maintain positive levels of satisfaction, managed burnout perceptions, and fostered a sense of inclusion.
• High Participation in Activities:
  • T2 saw 82% participation in fun activities.
  • T3 saw 60% participation in fun activities.
  • Participation remained above 50% throughout the project, indicating sustained interest and engagement.
• Enhanced Connection: At both T2 and T3, participants consistently agreed (mean = 4) that fun activities helped them feel connected to coworkers.
• Feasibility & Acceptability: The project was deemed feasible and acceptable, with high engagement from the team.

Voices from the Program:

• Participants provided ideas for future fun activities, indicating enthusiasm and a desire for continuation.
• Some noted that time constraints made it difficult to participate, highlighting a common challenge in busy clinical environments.

Lessons Learned & Future Considerations: The project successfully expanded recognition and celebration activities, leading to high engagement and a strong sense of connection among coworkers. While direct changes in Mini Z and WGI scores were not observed, the consistent positive ratings suggest the activities helped maintain a healthy baseline for job satisfaction, burnout, and inclusion. A key challenge was finding time for staff to participate given their acute crisis response roles. Future iterations could explore more flexible activity formats or dedicated time allocations to address this. The project also highlighted the importance of rebuilding and sustaining "Fun Committees" amidst staffing changes.

Key Takeaway: The MCT Fun Committee successfully fostered a sense of connection and supported staff morale and emotional resilience through engaging activities. Despite the inherent challenges of a demanding work environment, the initiative demonstrated that consistent efforts to promote fun and recognition can lead to sustained positive workplace experiences and strong team cohesion.

Project Summary: This workshop aimed to address burnout, isolation, and diminished social connectedness prevalent in the modern work environment. It sought to balance analytically driven workdays with opportunities to cultivate creativity and intuition. By providing a calm, inviting space for staff to build deeper connections and strengthen their creative thinking, the workshop supported a more dynamic, revitalized, and effective workplace culture.

Methods: The project utilized pre- and post-workshop surveys to gather quantitative data. Measures included the Five Facet Mindfulness Questionnaire (FFMQ) and the Mini Z satisfaction and burnout survey. Additionally, qualitative feedback was collected from participants.

Results & Impact: The "Sketch & Connect" workshop was overwhelmingly positive and surpassed its intended outcomes, demonstrating its feasibility and acceptability.

• High Demand:The workshop ran two sessions with a total of 18 participants, and a significant waitlist formed due to high demand, indicating a strong need and interest in such initiatives.
• Enhanced Wellbeing & Focus: Participants consistently agreed that the workshop improved their focus (mean = 4, 'agree') and significantly improved their wellbeing (mean = 5, 'strongly agree') at work.
• No Change in Baseline Measures: While there was no significant change in pre-post scores for the FFMQ (pre m = 168, post m = 150, both indicating high mindfulness), Mini Z satisfaction (pre m = 4, post m = 4, 'agree'), or Mini Z burnout (pre m = 4, post m = 4, indicating "under stress but not burned out"), the qualitative feedback highlighted profound personal impacts.
• Increased Connection & Creativity: Participants formed new friendships, strengthened existing ones, and felt refreshed and energized. Many rekindled a passion for art or discovered new creative abilities and confidence.
• Positive Ripple Effect: The impact extended beyond the classroom, with participants sharing stories of family members inspired by the workshop, sparking shared interest in artistic expression.
• Sustainable Impact: The project is recognized for its potential for continuation, expansion, or ongoing implementation.

Voices from the Program:

• “I was surprised at how I was able to let go and completely forget work demands.”
• “It didn’t matter that I didn’t have any experience. I was completely immersed in drawing, and I loved it!”
• “The safe environment created by Sari made it easier to take risks.”
• “You made the drawing experience just what it was supposed to be—relaxing. You have a warm and welcoming teaching method that invites a student in.”
• “I can see shadows and light where I could not before.”
• “Seeing things as they are rather than how they should be—or are supposed to be.”
• “It was so relieving to turn my analytical brain off for an hour and step into the ease of the creative flow. I felt calmer and was reminded that it’s okay to step away from work for a moment to tap into a much-deserved breather.”
• “Thank you for opening our eyes to see the world in an entirely new way. Your insight and inspiration also helped us discover something new within ourselves.”

Lessons Learned & Future Considerations: The instructor's expertise and the calm environment were key to the workshop's success, fostering creativity and interdepartmental connections. The main challenge was the high demand, which resulted in a long waitlist. Participants also expressed a desire for the experience to continue.

If the project were to be repeated, the team would consider:

• Offering the workshop multiple times throughout the year.
• Utilizing different artistic mediums (e.g., pastels, watercolors).
• Extending the workshop duration to 10-12 weeks.
• Implementing online pre- and post-surveys for easier data collection.
• Exploring ideas for future workshops, such as themed series, guest artists, drop-in studio hours, integration with wellness staff, or a showcase event.

Key Takeaway: The "Sketch & Connect: 2025 Summer Art Workshop" successfully demonstrated the power of creative expression in addressing workplace burnout and fostering social connectedness. It provided a highly valued opportunity for staff to cultivate creativity, improve wellbeing, and build deeper connections, proving to be a feasible and acceptable initiative with significant positive impact and strong potential for future expansion.