Document Type
Brief Report
Abstract
Background: Upstate Well has evolved over more than 10 years through the integration of multiple partners, programs, and initiatives. The scope and complexity have increased alongside stronger relationships, shared ownership, and supportive infrastructure.
Methods: This report analyzes implementation lessons learned through program development and impact assessment over 5 years.
Results: Upstate has a growing number of wellness champions across the institution, collaboration among multiple wellness programs, and lessons learned from select programs. Themes include (1) supportive infrastructure, including new full-time equivalent positions to support Upstate Well; (2) active collaboration between stakeholders, and appointed wellness champions in each department; (3) improved mental health and crisis response services, and increased awareness of mental health supports for staff, practitioners, and trainees; (4) wellness promotion through multiple initiatives; and (5) tools to measure institutional impact and report to leaders and teams to support culture change.
Conclusion: Growth in Upstate Well infrastructure, programs, and awareness demonstrate the importance of key implementation elements—institutional support, culture-change champions, and active coordination and collaboration. Improved thriving scores and decreasing staff turnover suggest that these efforts are contributing to improvements in well-being.
DOI
https://doi.org/10.52519/ACEQI.26.2.2.a18
Grants and Funding
This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 4.0 International License.
Recommended Citation
Khoury NM, Thabet A, Elhage KM, Bagatell JL, Nanavati K, Kohman LJ. Towards Upstate Well Center: Lessons Learned in Organizational Well-Being Over the Last Decade. Advances in Cancer Education and Quality Improvement. 2026; 2(2). doi: https://doi.org/10.52519/ACEQI.26.2.2.a18.
