WELNS 630: Wellness Programming for Health and Productivity

Management

Week 2

National Business Group on Health

Institute of Medicine

Brainstorming/Discussion

What are some of the potential benefits you can use to help make a case for workplace wellness?

What do you perceive as the strongest case for changing current workplace wellness practice?  Why?

What are some of the “best practices” you read about or have heard about?

If you could identify 1 key consideration in encouraging behavior/environmental change among the best practices you read about (or other ideas you have considered), what would it be?  Why?

Executive Summary

Across the board, integration of programs — with core goals, with the organization’s culture, and with each other — is found to be the key to success. How do you achieve this? The IOM suggests:

– Make health a core value, linked to your overall mission. – Realize that goal by offering tangible, well-supported, integrated programs. – Encourage consistency across all programs, in all locations, with consistent data and evaluation. – Develop a data-based approach to policy, planning, programming; create a standardized “health

and performance” full-cost accounting; incorporate essential elements of integrated health programs in contracting requirements.

– Recruit supervisors and managers to help make the links for employees between health, productivity, and the success of the organization.

– Obtain, understand and apply health care cost and utilization data to optimize programs. – Offer a basic health assessment tool, like a health risk appraisal (HRA), to all employees. – Coordinate and integrate all individual and organization-wide health policies

and programs.– Promote, then provide or make available, health screenings to minimize risks. – Evaluate every program to ensure it’s effective and has enough resources. – Employ a framework for measurement offering direct access to the data you collect. – Collaborate across departments, divisions, regions and job types. – Assemble a data-management team from key areas for ongoing measurement

and evaluation. – Establish system-wide data architecture and technology. – Learn from your mistakes and successes. View all of your health promotion efforts as opportunities

to gather research on what does and doesn’t work.

Master Check List

Assemble a team Draft your mission Take stock Define “good” Gather the evidence Check in Declare a moratorium Define the “keepers” Run the numbers Consider a checkup Clean house Organize your data Write a communication plan

Healthy Workforces Are…

Healthy: Positive health behaviors; minimal modifiable risk factors; and minimal preventable illnesses, diseases and injuries.

Productive: Functioning to produce the maximum contribution to achievement of personal goals and the organizational mission.

Ready: Possessing an ability to respond to changing demands given the increasing pace and unpredictable nature of work.

Resilient: Adjusting to setbacks, increased demands, or unusual challenges by bouncing back to optimal “well-being” and performance without incurring severe functional decrement.

Case for Change Checklist

Build your own case Gather the evidence Check in Diagnostics Don’t forget the data Make a communication plan

Best Practices Checklist

Gain understanding of your population (employee-centric; purpose-driven)

Draft or revisit your health mission Then build a system Now find programs to bring your system

to life

Implementation Checklist

Assemble a truly representative team Study your people. Where do they live? Take a look at your workplace Create incentives

Data Integration Checklist

Assemble a team Draft your mission Take stock Define “good” Clean house Organize your data

Developing a Situation Statement

The situation is the foundation for logic model development. The problem or issue that the program is to address sits within a setting or situation--a complex of sociopolitical, environmental, and economic conditions. If you incorrectly understand the situation and misdiagnose the problem, everything that follows is likely to be wrong.

Break Time!

Questions to ask…

Take time to understand the situation and carefully define the problem.

– What is the problem/issue? – Why is this a problem? (What causes the problem?) – For whom (individual, household, group, community, society

in general) does this problem exist? – Who has a stake in the problem? (Who cares whether it is

resolved or not?) – What do we know about the problem/issue/people that are

involved? What research, experience do we have? What do existing research and experience say?

Problem/Issue

The Youth Opportunity Center (YOC) in Delaware County serves as a juvenile detention facility for incarcerated youth, a behavioral living facility for youth who are abusive to themselves, a group home for difficulty children, a safe house for children who previously were in abusive situations, and a school environment for students who have been expelled from their home school. Staff working at the YOC use a lot of energy to support this diverse group of youth and would benefit from a workplace wellness program.

Expanding the Situation Statement

Why is this a problem? (What causes the problem?) For whom (individual, household, group, community,

society in general) does this problem exist? Who has a stake in the problem? (Who cares

whether it is resolved or not?) What do we know about the problem/issue/people

that are involved? What research, experience do we have? What do existing research and experience say?

Problem/Issue

The Youth Opportunity Center (YOC) in Delaware County serves as a juvenile detention facility for incarcerated youth, a behavioral living facility for youth who are abusive to themselves, a group home for difficulty children, a safe house for children who previously were in abusive situations, and a school environment for students who have been expelled from their home school. Staff working at the YOC use a lot of energy to support this diverse group of youth and would benefit from a workplace wellness program.

Why is this a problem? (What causes the problem?) For whom (individual, household, group, community, society in general) does this problem exist? Who has a stake in the problem? (Who cares whether it is resolved or not?) What do we know about the problem/issue/people that are involved? What research, experience do we have? What do existing research and experience say?

Activity

Develop a situation statement related to a topic area/population of interest to you

Share your statement with 2 individuals Update your statement based on the

feedback you receive

Activity: Expanding on the “Why”

Brainstorm more reasons as to “why” this problem/issue exists.

Take each “why” you have identified and ask yourself “but why” is this “why” a problem.

Share your “why” and “but why” thoughts.

Logic Models

Provide a simplified picture of a program, initiative, or intervention that is a response to a given situation

Show the logical relationships among the resources that are invested, the activities that take place, and the benefits or changes that result

– Some call this program theory (Weiss, 1998) or the program's theory of action (Patton, 1997). It is a "plausible, sensible model of how a program is supposed to work." (Bickman, 1987, p. 5).

– It portrays the underlying rationale of the program or initiative. (Chen, Cato & Rainford, 1998-9; Renger & Titcomb, 2002)

Are the core of program planning, evaluation, program management and communications

UWEX Logic Model

www.uwex.edu/ces/lmcoursewww.uwex.edu/ces/pdande

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Program Development Planning – Implementation – Evaluation

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Activity

Develop a basic Logic Model related to your problem/issue.

Share your logic with a colleague.

Logic Model Quality Criteria Checklist