blueprint
worksite wellness
Spring 2010Table of Contents
Our Mission
LiveWell Colorado strives to inspire and advance policy, environmental and lifestylechanges that promote health through the prevention and reduction of obesity.
Introduction & Report Overview ... 1
LiveWell Colorado ... 1
Why Worksite Wellness? ... 1
Focus On Worksite Wellness... 2
Tools Included in This Blueprint ... 3
Methods ... 4
State of the State: Worksite Wellness Activities in Colorado ... 6
What We Have Learned ... 6
How Information Was Collected ... 6
Data and Themes for Specific Worksite Wellness Strategies ... 6
Emerging Themes ... 9
Areas for Future Analysis ... 12
Recommended Statewide Initatives... 12
Colorado Worksite Wellness Leadership Group ...13
Purpose ... 13
Structure and Representation ... 13
Leadership Group Prioritization Criteria and Candidate Activities ... 13
Work Groups... 14
Stakeholder Outreach ... 15
Next Steps ... 15
Colorado Worksite Wellness Framework ...16
Purpose ... 16
Overview ... 16
Stakeholder Feedback ... 16
Next Steps ... 18
Appendices ...19
Appendix A: Key Informant Interview List ... 19
Appendix B: Environmental Scan Results for Specific Worksite Wellness Strategies ... 20
Appendix C: Draft Leadership Group Protocols ... 25
Appendix D: Worksite Wellness Framework Stakeholder Polling Data... 28
Acknowledgements
Thank you to The Keystone Center for their work on this publication and to the many individuals and organizations who contributed to the ideas and recommendations in this Blueprint.
Why Worksite Wellness?
Worksite wellness efforts can have numerous benefits, including a healthier workforce, increased morale, higher employee produc-tivity, reduced absenteeism, and a reduction in healthcare costs. As part of its mission to inspire and advance policy, environmental, and lifestyle changes that promote health through the prevention and reduction of obesity, LWC supports Colorado’s employers in making wellness a priority in every organization.
Companies have found that worksite wellness programs are an effective strategy to inspire employees to take responsibility for their own health, and contain health care costs at the same time. From corporate giants to small start-ups, managers know that illness prevention costs less than illness treatment, and are continually embracing worksite wellness initiatives as investments in preven-tion. Such programs keep employees healthy and help improve their modifiable risk factors for disease, and yield real return on investment for employers.
The rising cost of health care, and what to do about it, is perhaps the most challenging health policy issue facing Colorado. In the business arena, the ability for companies to thrive and remain competitive is being threatened by the total cost of poor health, which is continuing to increase at an unprecedented level. Worksite wellness is an important strategy that can improve the health-related quality of life for Colorado’s workforce. Employers can motivate and encourage their employees by promoting wellness throughout the culture of the organization, in employee benefits and rewards, and through on-site wellness programs.
Introduction & Report Overview
LiveWell Colorado
™LiveWell Colorado (LWC) is an independent 501(c)(3) organiza-tion that was developed through the collaboraorganiza-tion of two funding sponsors, The Colorado Health Foundation and Kaiser Permanente, and a state sponsor, the Colorado Department of Public Health and Environment. LWC aims to promote an environment where every Coloradoan has access to healthy foods and opportunities for physical activity in the places they live, work, learn and play. The Vision of LWC is that “all Coloradoans enjoy a lifestyle that includes healthy eating and active living. The state’s tradition of health and wellness is fully embraced by its residents.”
LWC will achieve its vision by working strategically with stakeholders in the following six goal areas:
Advancing policy •
Reducing health disparities •
Building leadership and community capacity •
Reaching every Coloradan through a media campaign •
Maximizing funding for Colorado communities •
Promoting research and evaluation •
LWC will advance these goals in multiple arenas, including worksites (the focus of this Blueprint), food policy, built environments, schools, and healthcare. LWC currently provides financial and technical assistance to 22 community initiatives across the state. These coalitions receive multi-year planning and implementation funds to advance healthy eating and active living policy and envi-ronmental changes in their communities. For more information on LWC please visit its website, www.livewellcolorado.org.
Focus on Worksite Wellness
LiveWell Colorado (LWC) seeks to promote an environment where every Coloradoan has access to healthy foods and opportu-nities for physical activity in the places they live, work, learn and play. As part of this vision, LWC supports Colorado’s employers in making wellness a priority in every organization. As part of its mission to inspire and advance policy, environment and lifestyle changes that promote health through the prevention and reduction of obesity, LWC has developed this Worksite Wellness Blueprint. The Blueprint is designed to identify the current state of worksite wellness strategies related to: healthy eating; active living; weight management; and chronic disease management and prevention; and to prioritize and guide future efforts. The Blueprint is informed by stakeholder input collected through meetings, surveys, and interviews in late 2009; approximately 166 stakeholders provided feedback during the development of this Blueprint.
An environmental scan was conducted to understand current worksite wellness activities, needs, and barriers in Colorado. While there is not consensus around the most successful or promising worksite wellness strategies that can be implemented at an organi-zational level, stakeholder feedback did reveal the following common themes that should be considered when developing statewide initiatives to promote worksite wellness:
One size does not fit all regions, organizations, populations, •
or individuals.
Collaboration and coordination are needed at all levels, both •
within and among worksites. Senior level buy-in is key. •
Program resources and how-to’s are needed. •
Data that “makes the case” for worksite wellness is essential. •
Incentives are important for employee participation. •
State and national policies provide opportunities and barriers. •
Changing the culture of health requires both short-term •
and long-term strategies.
LiveWell Colorado and its partners have an important role •
in advancing worksite wellness.
Based on this stakeholder feedback and beginning in 2010,
1. Convene a Colorado Worksite Wellness Leadership Group
The Leadership Group will bring together content experts from diverse sectors to provide leadership, momentum, and coordination in identifying and implementing statewide worksite wellness priorities. As a first order of business, the Leadership Group will focus on the following strategies and initiatives identified by Colorado stakeholders and state and national experts:
Conducting outreach to business leaders through •
existing networks.
Making the data-driven business case for return on investment. •
Benchmarking and tracking statewide worksite wellness •
activities over time and issuing a periodic state worksite wellness report card.
Engaging in broad communications and outreach to raise •
the statewide visibility of worksite wellness and its contribution to overall wellness as well as a vibrant, competitive,
Colorado workforce.
Developing and implementing a statewide rewards and •
recognition program to honor leading worksites. Providing steps, resources, templates, trainings, and •
certification for organizations seeking to start or enhance their own programs.
Hosting/co-hosting conferences, workshops, and •
recognition events.
Identifying, evaluating, and prioritizing statewide worksite •
wellness legislative policies to recommend to LWC. Engaging in discussions of how insurance benefits, premium •
discounts, and other related incentives might be best crafted and utilized to advance worksite wellness.
These strategies were identified as opportunities that would benefit from statewide leadership and coordination, facilitated by LWC. Each of these strategies or initiatives is considered foundational for furthering worksite wellness in Colorado. Once these efforts are underway and have significant momentum, the Leadership Group will identify and evaluate additional candidate strategies and initiatives.
Tools Included in This Blueprint
This Worksite Wellness Blueprint provides tools to understand current worksite wellness activities in the state and work plans to identify, prioritize, and guide future activities of LWC and its partners. The components of this Blueprint include:
An environmental scan of current worksite wellness successes, •
needs, and barriers in Colorado.
A purpose and structure for a Colorado Worksite Wellness •
Leadership Group, including a proposed set of criteria for use by the Leadership Group to prioritize worksite wellness policies and initiatives and a list of strategies to consider as a first step. A Colorado Worksite Wellness Framework to serve as a •
comprehensive, informed resource for employers wanting to implement worksite wellness within their organizations. This Blueprint is a living document to be periodically revisited by LWC, its partners, and the stakeholder community at large. The Leadership Group will achieve its work through work
groups and consultation with independent experts. As needed, the Leadership Group will develop standing or ad hoc work groups, work with contractors or fellows, and consult with additional stakeholders to define and achieve objectives. Preliminary work groups for consideration include: Resources and Training, Data Collection and Evaluation, and Rewards and Recognition. The Leadership Group will also engage in continued communication and information sharing with the broader stakeholder community.
2. Promote a Colorado Worksite Wellness Framework
While no single program may fit all, stakeholders expressed that worksites throughout Colorado can benefit from access to a com-prehensive, feasible, step-by-step approach that allows them to develop and enhance successful wellness programs that consider their own organizational needs. The Colorado Worksite Wellness Framework, which is currently under development by members of the Colorado Physical Activity and Nutrition (COPAN) Worksite Wellness Task Force, provides steps and resources to build, assess, plan, implement, and evaluate worksite wellness programs at the organizational level.
LWC will work with COPAN and additional partners to make the Framework available through the LWC website, promote its use, and provide training and certification programs statewide.
The Colorado Worksite Wellness Blueprint is a living document to be periodically revisited by LWC, its partners, and the stakeholder community at large, whose involvement is essential to the success of both the Blueprint and the numerous worksite wellness efforts across the state.
W O r K s i T e W e L L n e s s B L u e p r i n T www.livewellcolorado.org
4
Methods
This Worksite Wellness Blueprint was developed with stakeholder input collected in October and November 2009.
Input was gathered through two meetings with the Colorado Physical Activity and Nutrition (COPAN) Worksite Wellness Task Force attended by 11 stakeholders; four regional meetings in Denver, Grand Junction, Loveland, and Pueblo (selected for geographic diversity) attended by a total of 61 stakeholders; a meeting of LWC rural communities attended by 12 stakeholders; an online survey completed by 89 stakeholders throughout Colo-rado; and 10 interviews with state and national stakeholders and expert researchers. (See Appendix A for a full list of interviews.) Some stakeholders attended multiple forums or participated in both a meeting and the online survey; in total, 166 stakeholders and experts were reached through this process.
Based on electronic polling conducted at the regional meetings and online survey responses, a majority of participants in these
forums (66 percent) were from organizations of greater than 100 employees. Type of organization varied by meeting location; however, overall, participants were roughly equally divided among nonprofits, public health, private industry, and government. Most participants (73 percent) believed their organizations either had some worksite wellness efforts underway or were well along the path to providing a comprehensive program. Additional details are provided in Figures 1 through 3.
Through the meetings, surveys, and interviews, LWC gathered feedback on current worksite wellness activities and trends throughout the state and at a national level, a proposed Colorado Worksite Wellness Leadership Group, and a proposed Colorado Worksite Wellness Framework. Additional data collection tech-niques are described within the sections on each of these topics.
Figure 1 — regional Meeting and Online survey participants – Organization Type
50%
Per
centage of Participants
Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% Nonprofit Public Health Private Industry Government Other Location 70% 60% 50% Per centage of Participants Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% 10 employees or less 11 to 25 employees 26 to 50 employees 51 to 100 employees 101 to 500 employees Over 500 employees Location 50% 60% 40% 30% 20% No efforts underway Some efforts are underway Well along the path to a comprehensive program
We are a model for other worksites Organization Type
Organization Size
Worksite Wellness Efforts
Figure 2 — regional Meeting and Online survey participants – Organization size
50%
Per
centage of Participants
Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% Nonprofit Public Health Private Industry Government Other Location 70% 60% 50% Per centage of Participants Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% 10 employees or less 11 to 25 employees 26 to 50 employees 51 to 100 employees 101 to 500 employees Over 500 employees Location 50% 60% Per centage of Participants Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% No efforts underway Some efforts are underway Well along the path to a comprehensive program
We are a model for other worksites Do not know Location Organization Type Organization Size Worksite Wellness Efforts
Figure 2 — regional Meeting and Online survey participants – Worksite Wellness efforts
50%
Per
centage of Participants
Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% Nonprofit Public Health Private Industry Government Other Location 70% 60% 50% Per centage of Participants Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% 10 employees or less 11 to 25 employees 26 to 50 employees 51 to 100 employees 101 to 500 employees Over 500 employees Location 50% 60% Per centage of Participants Denver Grand
Junction Loveland Pueblo Survey Total
40% 30% 20% 10% 0% No efforts underway Some efforts are underway Well along the path to a comprehensive program
We are a model for other worksites Do not know Organization Type Organization Size Worksite Wellness Efforts
State of the State
What We Have Learned
Colorado already has many worksite wellness activities underway, and an understanding of current efforts is essential in informing LWC’s future strategy for promoting worksite wellness programs and policies. Through its stakeholder engagement process, LWC sought to gather an overview of the types of activities in which worksites are already engaged and how they are working as well perspectives on the needs, barriers, and most promising oppor-tunities for worksites and for local, state, and federal policies to support worksite wellness.
How Information Was Collected
Regional meeting and online survey participants were asked to review a list of 34 worksite wellness programs or strategies in the categories of healthy eating, active living, weight management, and chronic disease management and prevention; the list was developed with reference to the LWC Strategic Plan (2008), the COPAN Worksite Task Force Plan (2nd edition, March 2005), and Partnership for Prevention’s Healthy Workforce 2010 and Beyond (Fall 2009) and in consultation with LWC, Colorado Department of Public Health and Environment (CDPHE) staff, national researchers, and the COPAN Worksite Wellness Taskforce. (See Appendix B for a list of the 34 strategies.)
Using this list, regional meeting and survey participants were asked to indicate and comment upon those strategies or programs that:
Their organizations are involved in or implementing; •
Have been effective at increasing access to healthy foods •
and physical activity in the workplace;
Have been effective at changing employee behavior; •
Have not demonstrated the desired results; •
Are most achievable or feasible to implement; •
Have the most potential for effecting long-term change; •
Respondents would like to be more involved in or see •
advanced in their communities.
In addition, participants were asked to comment on local, state, and federal policies or programs that have been beneficial to worksite wellness efforts, have created barriers to worksite wellness efforts, or would enhance these efforts if they were introduced in Colorado.
A total of 143 stakeholders completed the environmental scan in the regional meetings or through the online survey. Interviews with state and national stakeholders and experts provided further information about successful programs and policies at the organi-zational, local, state, and federal level.
Data and Themes for Specific
Worksite Wellness Strategies
See Appendix B for additional data on specific worksite wellness strategies.
Of the 34 strategies listed in the scan, the following 18 are being implemented by at least one-half of respondents’ worksites (note: not all strategies are being implemented by the same worksites):
Healthy eating
Provide healthy snacks in vending machines, in break rooms, •
and at company events.
Provide healthy meal choices in cafeterias and at •
company events.
Disseminate nutrition information to employees. •
Provide break rooms with microwaves and refrigerators. •
Active Living
Coordinate special events such as Bike to Work Day. •
Support lunchtime walking/running clubs or company •
sports teams.
Provide incentive programs to promote physical activity. •
Provide onsite physical activity classes in the workplace, •
e.g., yoga classes at lunch.
Provide clean and safe stairwells and promote their use. •
Provide facilities for workers to keep bikes secure and •
provide showers and lockers.
Provide negotiated discounts at community fitness clubs •
or recreation centers.
Conduct individual or team challenges that promote •
physical activity and nutrition.
Promote walking, bicycling, and taking public transit •
to work.
Administer incentive programs for improvement of •
health and fitness behaviors.
Weight Management
Offer health education seminars and workshops. •
Offer onsite behavior-change programs such as weight •
management and smoking cessation.
Chronic Disease Management and prevention
Offer a health-risk assessment or appraisal to all employees •
and follow up with those at risk.
Conduct yearly health screenings (e.g., blood pressure, •
body fat, cholesterol, glucose testing).
A near-majority (49 percent) of surveyed worksites are also offering environmental support for physical activity such as walking paths, places to safely store bicycles, and recreational spaces, e.g., basket-ball courts or a cubical gym.
No one strategy was seen as effective at changing behavior by more than 35 percent of all participants. Those programs most frequently cited by all respondents as effective at changing behavior include offering counseling and behavioral interventions, providing incentive programs, supporting lunchtime walking/running clubs or company sports teams, allowing flexible work schedules for exercise, conducting individual or team challenges, providing onsite classes and behavior change programs, and conducting yearly health screenings and health-risk assessments; these programs were selected as effective by at least one-quarter of all participants.
These same strategies were also among the most frequently cited as effective at changing behavior by those participants cur-rently involved in them; the strategies were selected as effective by at least one-third and as many as 45 percent of those involved. It is noteworthy that a smaller minority of participants indicated these same programs had not demonstrated the desired results. In addition, among those participants currently engaged in this strategy (only one-third of all participants), discounting health-insurance premiums and/or reducing copayments and deductibles in return for employee participation in specified health promo-tion or disease prevenpromo-tion programs was frequently cited for its effectiveness in changing behavior (43 percent of those involved). Also notable is that among those involved in them, strategies that provide local and/or healthy foods in the workplace were typically seen as effective in increasing employee access but much less effec-tive in actually resulting in behavior change or long-term change.
No one strategy was seen as most achievable or feasible by more than one-quarter of all participants or one-third of those participants already involved in the activity. While there were many similarities in perception between these two groups regarding feasibility, it is noteworthy that those who already provide flexible schedules or health-premium discounts saw these strategies as more feasible than the group as a whole.
Among all participants as well as only those involved, counseling programs, discounted health-insurance programs, and other incentives or health-plan programs were seen as the most likely to promote long-term change. In addition, among those involved, annual screenings, health risk assessments with follow-up, and flexible work schedules were also seen as more likely to promote long-term change.
Incentives through insurance programs or other sources, pro-grams offering access to healthy and/or local foods, and propro-grams including counseling, coaching or support-group components were most commonly cited by all participants as strategies that they wanted to be more involved in or see advanced in their com-munities. In general, desire for these strategies was higher among those not currently involved as compared with those involved or the group at large (participants who indicated they were already involved in a particular strategy did not typically express a desire to be involved in the strategy, presumably because they did not believe the question was relevant to them).
A full 41 percent of all participants and 51 percent of those not currently involved indicated a desire for programs that include discounted health insurance premiums and/or reduced copayments and deductibles in return for employee participation in specified health promotion or disease prevention programs. One-quarter to one-third of all participants (and over one-third of those not currently involved) also noted a desire for programs that involve forming or participating in purchasing cooperatives to bargain for affordable health insurance premiums and health plans that cover appropriate clinical preventative services, health plans that cover programs to help enrollees with weight manage-ment, and incentive programs for improvement of health and fit-ness behaviors or employee participation in weight loss programs.
Establishing community-supported agriculture programs (e.g., entities that would deliver local foods to worksite cafeterias) was the second most commonly desired strategy, with 39 percent of all participant support (and 42 percent of those not involved). Simi-larly, other strategies that bring healthy foods to the workplace— such as providing, labeling, and/or subsidizing healthy snacks in vending machines, break rooms, and at company events—were supported by at least one-quarter of respondents. Programs offer-ing counseloffer-ing, behavioral interventions, and/or support groups to improve dietary choices, physical activity, weight management, and/or smoking cessation were also desired by at least one-quarter of all participants and one-third of those not already involved.
The environmental-scan matrix results demonstrate diverse participation levels for particular strategies as well as diverse opin-ions regarding the efficacy of these strategies. The results suggest that no one particular strategy is likely to be effective or relevant for all organizations.
Results do suggest that, in general, insurance-based incentive programs and counseling and behavior change programs are most often perceived as effective in creating behavior change and most likely to create long-term change, and are also among the most desired strategies overall; the likelihood of success for insurance-based programs is, of course, limited to those organizations that offer insurance—typically the larger businesses that repre-sent the majority of participants completing this survey. Flexible schedules and additional workplace support for physical activity
(e.g., through team challenges, environmental support, and onsite classes), health screenings or assessments, and strategies for provid-ing local and/or healthy foods also might be seen as priorities based on responses to the environmental scan. It is noteworthy, however, that some participants wrote in that comprehensive programs are needed, and that any one strategy alone is not sufficient.
Finally, results also demonstrate that even among a group of respondents who indicate they have some efforts underway or are well along the path to a comprehensive program, many are not participating in a wide range of evidence-informed activities. Further wellness gains may be achieved by more widely disseminating additional information to worksites about those underutilized practices and strategies.
Emerging Themes
After completing the survey regarding specific worksite strategies, regional meeting participants engaged in a facilitated discussion of their experiences with worksite wellness programs and policies, and online survey participants were asked to elaborate on their experiences with worksite wellness programs and policies through written response. Key informant interviews also addressed questions of the most effective strategies as well as the most significant barriers to worksite wellness efforts. The following themes emerged:
One size Does not Fit All
Regional differences, organizational type and size differences, organizational culture and population differences, and individual employee differences are all important; wellness programs must be tailored to specific needs.
Collaboration and Coordination Are needed
Multi-stakeholder collaboration that is representative of all •
perspectives is needed to provide coordination and motivation for worksite wellness efforts happening throughout the state. Coordination among business groups, regional councils, hu-•
man resource organizations, LiveWell Community networks, and other networks is important, as is outreach to organizations that are not typically engaged in worksite wellness activities. Worksites can learn from each other and also leverage events, •
opportunities, and resources in the community at large; e.g., by working through the Chamber of Commerce to provide resources for small businesses.
Within a worksite or across worksites, team challenges provide •
a means of promoting collaboration and motivation.
senior Level Buy-in is Key
Engaging CEOs and other leaders is essential to program •
success and can be accomplished, in part, by raising visibility of worksite wellness, making the business case, and recognizing and rewarding efforts throughout the state.
The difficulty of engaging senior leadership varies by orga-•
nizational size, type, and culture; in some cases, distrust of management may impede efforts to create successful programs.
program resources and How-To’s Are needed
Although no one strategy or program may fit all, “turnkey” •
program infrastructure and decision frameworks—including steps, resources, tools, templates, and training—are important for organizations seeking to create or enhance their own worksite wellness programs.
Some programs start at the grassroots level, therefore employee •
motivation and access to resources is important.
Resources need to be tailored to different audiences, e.g., small •
and large businesses and different types of industries or sectors.
Data That “Makes the Case” for
Worksite Wellness is essential
Data that demonstrates a return on investment for wellness •
programs is needed to help build the business case for worksite wellness programs.
Benchmarking and tracking of statewide efforts and success •
is needed.
Many worksite wellness interventions take time to yield •
results. Data to support the long-term investment case for worksite wellness programming is needed.
incentives Are important for
employee participation
Financial incentives that “hit employees’ wallets”—e.g., •
healthcare premium discounts for those who participate in wellness programs—often drive success.
Small businesses in particular may be unable to provide •
financial incentives and/or may not offer health insurance plans and discounts; non-financial strategies are also important.
state and national policies provide
Opportunities and Barriers
Opportunities
Incentives such as those provided through Colorado •
HB09-1012 and those proposed in national health reform offer beneficial opportunities to engage worksites in wellness activities through insurance programs and other venues. Tobacco cessation programs and policies that support •
tobacco-free workplaces/campuses as well as resources such as the Colorado Quitline have been beneficial to employees and employers.
Colorado Clean Indoor Air Act (HB06-1175) has both •
Workplace Accommodations for Nursing Mothers Act •
(HB08-1276) has raised awareness for mothers and employers alike.
Some policy opportunities, such as Complete Streets or Smart •
Growth, will emerge at the cross-section of worksite wellness, food policy, education, and built environments. Therefore, staying engaged across strategy areas is important.
Executive orders or challenges originating in the office of an •
elected official have found success in other states where the economic or political climate may not allow for the passage of worksite wellness incentive legislation.
States may also set examples through their actions as employers. •
State agencies may put into place a guidance policy that requires healthy food choices be available whenever food is provided. Other states are working to set an example of well-ness by incorporating wellwell-ness benefits into their own state employee benefits plans.
Barriers
Nondiscrimination and privacy regulations (e.g., the Health •
Insurance Portability and Accountability Act (HIPAA) Privacy Rule, the Genetic Information Nondisclosure Act (GINA), and Americans with Disabilities Act (ADA) can create barriers for organizations to engage in worksite wellness programs by prohibiting the collection of relevant information for the completion of health-risk assessments. These rules also create an additional barrier for raising awareness and awarding success. Contracting restrictions exist across many organizations •
regarding which vendors the organizations may contract with for food service. Many of the “approved” vendors do not offer healthy food choices. In many instances, healthy options
Changing the Culture of Health requires Both
short-Term and Long-Term strategies
It is important to look for short-term gains to demonstrate •
success and build momentum while also recognizing that lasting impacts result from cultural changes both inside and outside the workplace.
Lasting impacts are created by holistically addressing all aspects •
of health, including stress management, physical activity, nutrition, chronic disease prevention, etc.
Within a worksite, time off or flexibility in schedules is a •
cultural or systemic shift that allows for employees to partici-pate in wellness activities. Opportunities for flexible scheduling vary with organization type.
Comprehensive programming that is accompanied by educa-•
tion that offers options to employees, meets their individual needs, and provides follow-up and coaching is preferred. One-time programs and seminars as well as health-risk assessments without follow-up have a low impact on producing lasting change and culture shift.
Successful programs engage spouses, children, and the broader •
community and recognize that the culture of a worksite is linked to the broader environment.
Creating a culture of health requires raising the visibility of •
wellness throughout the community and creating an emphasis on prevention.
LiveWell Colorado and its partners
Have an important role in Advancing
Worksite Wellness
This role includes:
Statewide strategic coordination for worksite wellness. •
Advocacy for local, state, and federal wellness policies. •
Providing a clearinghouse for research and best practices. •
Connecting worksites with available resources within their •
community as well as statewide.
Providing technical assistance and resources to help support •
worksite wellness activities, programs, and policies. Maintaining awareness of and/or alignment with efforts, •
trends, and research emerging nationally and in other states.
Areas for Future Analysis
The environmental scan conducted through the LWC Worksite Wellness Blueprint stakeholder engagement process provides a broad overview of worksite wellness activities in Colorado that can inform future priorities and initiatives. It was not designed to be a comprehensive summary of all programs throughout the state nor does it provide details such as how long the programs have been in place, the participation rate, and the actual wellness outcomes of these programs. The majority of participants in this scan were from large business with 100 employees or more, yet a majority of businesses in the state are smaller operations whose activities and insights are likely underrepresented here. Furthermore, organizations not currently engaged in worksite wellness efforts are likely underrepresented through this scan, as most participants indicated that their organizations have some worksite wellness efforts underway or were well along the path to a comprehensive program. Participating stakeholders suggested that a more inten-sive data collection, metrics development, and evaluation process detailing these issues and tracking trends over time would be beneficial in an effort to better understand and support statewide worksite wellness efforts.
Recommended Statewide Initiatives
The broad overview and themes identified here provide a basis for developing near-term, statewide worksite wellness strategies for LWC and its partners. Two primary strategies—the develop-ment of a Colorado Worksite Wellness Leadership Group and the development and promotion of a Colorado Worksite Wellness Framework—are detailed in the following sections.
Colorado Worksite Wellness Leadership Group
Purpose
As demonstrated through the environmental-scan results, there is much good work happening throughout Colorado in the area of worksite wellness at the organizational level. In addition, many organizations, entities, and networks are active in promoting worksite wellness at the local, regional, and state level. To streamline leadership, avoid duplication of efforts at these larger scales, create maximum impact, and ultimately make wellness a priority in every organization, LWC seeks to bring together content experts from diverse sectors to identify statewide worksite wellness priorities and provide leadership and momentum in the implementation of those priorities.
In consultation with stakeholders through regional meetings, COPAN Task Force meetings, online surveys, and interviews, LWC has outlined the following structure and functions of a Colorado Worksite Wellness Leadership Group.
Structure and Representation
The Colorado Worksite Wellness Leadership Group will be comprised of approximately 10 to 12 core participants who serve as content experts from diverse sectors and provide and develop leadership and momentum in identifying statewide worksite wellness opportunities. The Leadership Group will meet approxi-mately quarterly and strive for consensus in developing and prioritizing opportunities. The Leadership Group will also possess the ability to convene ad hoc or standing work groups to meet as needed and include members beyond the core Leadership Group. A review of Leadership Group effectiveness will be conducted after its first two years.
LWC will serve as the convener and administrator of the Leadership Group. In populating the Leadership Group, LWC
Members of the Leadership Group will be chosen through a transparent selection process. Leadership Group members will be sought from the following sectors (listed alphabetically), with recognition that some individuals may represent multiple sectors and all sectors may not ultimately be placed on the core Leader-ship Group but may provide input through work groups and additional outreach:
Broker •
Colorado Department of Public Health and Environment/ •
Colorado Physical Activity and Nutrition program Community health advocate
•
Employee association and/or organized labor • Employer association • Health/wellness provider • Healthcare provider • Insurance provider •
Large business employer •
LiveWell Colorado board member •
Local government or chamber of commerce •
Local health department • Rural employer • Policy representative • Self-insurer •
Small business employer •
State government (e.g., in its capacity as an employer) •
University or research organization •
LWC will initiate a review of Leadership Group effectiveness and structure after two years and will address term limits and rotations before or at that time. Draft Leadership Group protocols are provided in Appendix C.
As a first step, the Leadership Group will focus on the following functions or activities, developed through stakeholder input regarding the need for statewide awareness, leadership, momentum, and tools for worksite wellness utilizing both top-down and bottom-up approaches:
Conducting outreach to business leaders through •
existing networks.
Making the data-driven business case for return on investment. •
Benchmarking and tracking statewide worksite wellness •
activities over time and issuing a periodic state worksite wellness report card.
Engaging in broad communications and outreach to •
raise the statewide visibility of worksite wellness and its contribution to an overall wellness as well as a vibrant, competitive, Colorado workforce.
Developing and implementing a statewide rewards and •
recognition program to honor leading worksites. Providing steps, resources, templates, trainings, and •
certification for organizations seeking to start or enhance their own programs.
Hosting/co-hosting conferences, workshops, and •
recognition events.
Identifying, evaluating, and prioritizing statewide worksite •
wellness legislative policies to recommend to LWC.
Engaging employers, insurance providers, and other interested •
parties in discussions of how insurance benefits, premium discounts, and other related incentives might be best crafted and utilized to advance worksite wellness.
In undertaking these strategies, the Leadership Group should consider the need for varying approaches for small businesses/ru-ral communities and large businesses/urban communities as these groups have different opportunities and barriers. For example, the Leadership Group might consider a community-based approach for small businesses and rural areas and a worksite-based approach for large businesses and urban communities.
Work Groups
The Leadership Group will develop ad hoc or standing work groups and/or work with staff, contractors, or fellows. Work groups and others will work in service to the Leadership Group and undertake objectives, tasks, and timelines as identified by the Leadership Group. Work groups will make consensus recom-mendations to the Leadership Group when possible. At least one Leadership Group member will serve on each work group, although work groups will likely engage participation beyond the core group and capitalize upon existing partnerships and efforts.
As a first step, the Leadership Group will consider the following work groups and objectives:
Resources and Training Work Group
Develop and implement statewide resources, trainings, •
and certification programs.
Data Collection and Evaluation Work Group
Develop and implement measurement questions and •
techniques for tracking and reporting Colorado worksite wellness data over time.
Synthesize information and/or conduct original research •
on return on investment and the business case for table 2 — Criteria for use by Leadership Group
eFFectiveness
Creates comprehensive health impacts •
Contributes to a broader culture of health •
Creates lasting results •
Achieves impacts quickly •
is evidence-informed/has proven success in pilots or other states •
is an innovative/promising approach •
impacts the greatest number of people and/or worksites •
reduces health disparities • Feasibility is cost-effective • Capitalizes on partnerships •
politically feasible/has stakeholder support •
criteria For evaluation and Prioritization oF Potential Worksite Wellness initiatives
Rewards and Recognition Work Group
Develop and implement a statewide rewards and recognition •
program, including criteria, awards categories, and nomination and selection process.
Additional Work Groups as Needed
Work group chairs will work in coordination with the LWC Vice President of Marketing and Communications to develop an approach for communication and information sharing with stake-holders, including communications and interface with existing worksite wellness, community, regional, and business networks.
Stakeholder Outreach
Throughout the stakeholder engagement process, participants indicated support for a small and centralized Leadership Group as well as continued communication and information sharing between that group and the broader stakeholder community. Participants suggested the need to interact with existing worksite-wellness networks, to gain regional and local perspectives, to reach out to the entire “chain of command” within a worksite (including senior management, human resources, and other employees), to engage those who are not conducting worksite-wellness programs, and to engage related worksite-wellness efforts and initiatives in the areas of food policy, education, and built environments. Accordingly, the Leadership Group will consult with additional stakeholders in the course of its work through work group participation, expert consultation, public meetings, and/or consultation with existing worksite wellness, community, regional, and/or business networks. In addition, the discussions of the Leadership Group will remain open and transparent to interested stakeholders, with meeting summaries publicly available through the LWC website.
Next Steps
Having received broad stakeholder support for the Leadership Group concept, LWC will proceed in 2010 with the development of this group, including:
Initiating a transparent process to identify and select interested •
candidates to serve as Leadership Group members.
Convening the Leadership Group in a first meeting to review •
draft protocols (see Appendix C), identify an executive/steer-ing committee or chair, identify work groups, and identify an approach and any modifications to the first order objectives outlined by stakeholders and presented in this Blueprint. Arrange for subsequent quarterly meetings.
Colorado Worksite Wellness Framework
Purpose
As demonstrated through the environmental scan, no single wellness program fits all worksites, and finding the best approach for an individual worksite can seem daunting. Worksites through-out Colorado can benefit from access to a comprehensive, feasible, step-by-step approach that allows them to develop and enhance successful wellness programs that consider their own organizational needs. While many commercial models exist, a free, statewide framework complete with detailed steps and resources for creating a custom program may be desirable to many organizations, and especially to small businesses with limited human resource and/or financial capacity.
Members of the Colorado Physical Activity and Nutrition Worksite Wellness Task Force are developing the Colorado Worksite Wellness Framework in an attempt to provide a central organizing toolkit to assist those on the ground in planning, ex-ecuting, and evaluating successful programs. The Framework will provide a step-by-step approach with accompanying resources for each step. The Framework and its accompanying resources will be provided online to Colorado worksites through the LWC website.
Overview
Figure 4 provides an overview of the Colorado Worksite Wellness Framework and its key steps: Build, Assess, Plan, Implement, and Evaluate. For each step, the COPAN Worksite Wellness Task Force, in partnership with LWC, will provide employers with detailed information, resources, examples, and tools.
Stakeholder Feedback
Regional meeting and online-survey participants were asked to review the proposed Worksite Wellness Framework and comment upon its comprehensiveness and usability. Overall, 92 percent of respondents thought the Framework was comprehensive and 95 percent could imagine using it in their workplaces.
Stakeholders generally expressed enthusiasm for easily accessible program resources or program infrastructure that would streamline and enhance their worksite wellness efforts. They emphasized the need for templates and examples relevant for their own worksite size, type, and culture. Several noted, however, that their ability to fully utilize the Framework in their workplaces is dependent upon human and financial resources, tying the Framework to the worksites’ own decision-logic models, and tying it to broader or-ganizational and cultural change. Others noted that the steps may be iterative; for example, depending on the level of senior manage-ment buy-in, some organizations might need to first assess and even demonstrate early results before building full support.
Many participants also noted that the Framework is similar to systems already in place at their workplaces and/or available through the private sector. Participants felt that free, “do-it-your-self” resources may be helpful to many organizations, especially small businesses or networks of small businesses lacking the hu-man and/or financial resources to build a program from scratch or contract with vendors. However, participants also noted that guidance in determining whether, when and how to seek external consulting support would be helpful and might be incorporated into the “Build” section of the Framework.
Figure 4 — Colorado’s Worksite Wellness Framework – An Overview
The Colorado Worksite Wellness Framework includes 5 steps to assist in the planning, administration and evaluation of health promotion pro-grams within a worksite. These five steps include Build, Assess, plan, implement, and evaluate. Communication is not included as a step but rather is an essential element, which should be used throughout all of the steps.
The Framework was created by conducting a review of existing worksite wellness and business planning models as well as consulta-tion from several subject-matter experts. The Framework provides an opportunity to unite Colorado worksites by delivering a systematic approach that meets the needs of Colorado’s employers by providing tools and resources to support both the urban and rural communities of our state.
Although each step involves distinct activities, there is overlap and organizations will find that all five steps should be ongoing. Continuing to build, plan, assess, implement and evaluate results through an integrated program helps build a strong comprehensive program.
Build
1
2
3
4
5
Implement Plan Evaluate Assess Communication and Marketingvarious strategies in this step to gather information including the use of employee interest surveys, health risk assessments, and environmental and cultural audits. in addition, pulling data from internal sources on healthcare claims, workers’ compensation expenses and other corpo-rate cost measures will assist a worksite in developing a comprehensive plan addressing the specific individual and organizational needs.
Plan addresses the tools and steps that are essential to ensure an
effective worksite wellness program. Worksites determine the long-term and short-long-term goals for the program and develop concrete steps to accomplish them. The outcome of the planning process is a strategic plan that includes annual objectives, program interventions, timeline, budget and evaluation strategies.
Implement is where most organizations want to start, but successful programs need to build a strong foundation with well thought out goals and objectives based on the needs of the population. When you are ready to start programming based upon results of your assessments, the implementation section of this resource will get your organization moving with a broad range of strategies, including program examples and tried and true best practices.
Evaluate helps organizations determine the effectiveness of the program and identify improvements that should be made. This section presents information on why evaluation is important, what evaluation methods are appropriate for your worksite, data collection strategies, and how to assemble and present results to senior management and other stakeholders. even though this is the last step in the model, the evaluation strategy takes place in the very beginning so that the relevant data to measure the success of the program is collected throughout the process. nor is evaluation a one-time activity; it takes place throughout your program cycle.
This investment in your worksite will not only improve health and help to prevent chronic disease in your employees, but also can create a new,
“Evaluate” was considered to be both the most difficult step to conduct (29 percent of respondents) and the step requiring the most additional resources and tools (35 percent of respondents); “All steps are equal” and “Implement” were ranked second and third, respectively, in these two categories. Stakeholders elaborated on key barriers including time, financial resources, and lack of expertise. For “Evaluation,” stakeholders requested specific guidance on valid evaluation questions. Some suggested that a comprehensive annual planning calendar would be a helpful addition to the Framework.
Stakeholders expressed interest in attending in-person train-ings on the Framework or, as a second choice, attending webinar trainings. In general, there was a desire for regional trainings rather than statewide workshops and a desire for trainings relevant to par-ticular worksite types and sizes as well as to staff roles (e.g., human resources, senior management, or other employees). A majority (71 percent) of stakeholders also expressed interest in receiving certification for themselves and their worksites as a means of establishing credibility and recognition for individuals and organizations.
Please see Appendix D for complete Worksite Wellness Framework Stakeholder Polling Data.
Next Steps
Having received broad stakeholder support for continued de-velopment, promotion, and training on the Colorado Worksite Wellness Framework, LWC, the COPAN Worksite Wellness Task Force, and other partners will pursue the following next steps in 2010:
Continue to build out resources for each Framework step. •
Make the Framework available through the LWC website. •
Promote the Framework throughout the state through the •
Leadership Group and its work groups.
Develop/finalize training curricula and resources for in-person, •
webinar, and/or other training media. Develop a training certification program. •
Schedule, advertise, and execute trainings throughout the state. •
Update the Framework as needed. •
Appendix A: LiveWell Colorado Worksite Wellness Blueprint Key informant interviews
Steven Aldana
CeO, Founder Well steps
Vinita Biddle
Benefits program supervisor
Colorado Division of Human resources, Department of personnel and Administration
Larry Chapman
sr. Vice president & Director of the WellCert program WebMD Health services
Dee Edington
Director, Health Management research Center university of Michigan
Kelly Esselman
Manger, Outsource Hr Consulting and Benefit services Mountain states employer Council
Board Member for Business Health Forum
Jason Lang
Team Lead for Worksite Health programs Centers for Disease Control and prevention
Donna Marshall
executive Director
Colorado Business Group on Health
Tonya Vyhlidal
Director of Wellness
safety, and Life enhancement Lincoln industries
Bill Whitmer
president
Health enhancement research Organization
Amy Winterfeld
program Manager
Appendix B: environmental scan results for specific Worksite Wellness strategies
Appendix B includes data collected through the environmental scan. Regional meeting and online survey participants were asked to review a list of 34 worksite wellness programs or strategies in the categories of healthy eating, active living, weight manage-ment, and chronic disease management and prevention; the list was developed with reference to the LWC Strategic Plan (2008), the COPAN Worksite Task Force Plan (2nd edition, March 2005), and Partnership for Prevention’s Healthy Workforce 2010 (Fall 2001) and in consultation with LWC, Colorado Department of Public Health and Environment (CDPHE) staff, national researchers, and the COPAN Worksite Wellness Taskforce. (Tables B.1 and B.2 include the list of strategies.)
Using this list, regional meeting and survey participants were asked to indicate those worksite wellness strategies or programs that:
Their organizations are involved in or implementing; •
Have been effective at increasing access to healthy foods •
and physical activity in the workplace;
Have been effective at changing employee behavior; •
Have not demonstrated the desired results; •
Are most achievable or feasible to implement; •
Have the most potential for effecting long-term change; •
and/or
Respondents would like to be more involved in or see •
advanced in their communities.
143 participants completed the environmental scan survey. Table B.1 presents the aggregate data for all participants. Values in each cell represent the percent of all participants indicating that a particular strategy met a particular criterion from the list above (e.g., involved in, effective at increasing access, etc.).
Table B.2 presents additional data specific to a respondent’s involvement in a particular strategy. The column for “involved in” repeats the data regarding what percentage of all 143 respon-dents said they were involved in each of the 34 worksite wellness strategies. The next six columns provide data for each of the above criteria only for those respondents that were involved in the particular strategy; thus each cell in these columns provides data on what percent of those actually involved in the activity find it effective at increasing access, changing behavior, etc. The final column provides data on what those participants who were not involved in a particular strategy would like to become involved in or see advanced in their communities.
Five stakeholders completed the online survey and also attended a regional meeting. Some regional meeting participants did not turn in environmental scan surveys at the meetings; however, because this information was anonymous, it is not possible in all cases to know whether there is duplication of data collected from the five stakeholders who participated in both a meeting and the online survey. All data collected from the online and in-person venues is included in Tables B.1 and B.2 and in the report’s analysis. Any duplication from up to five individuals has had no resulting impact on the trends, interpretations, or recommendations presented.
23% 55% 50% 66% 16% 40% 24% 85% 68% 62% 60% 56% 29% 24% 57% 55% 45% 57% 28% 34% 38% 26% 21% 17% 12% 27% 24% 30% 29% 31% 11% 12% 18% 22% 30% 24% Healthy Eating establish community-supported agriculture programs, e.g., sourcing local foods in worksite cafeterias provide healthy snacks in vending machines, in break rooms and at company events
provide healthy meal choices in cafeterias and at company events Disseminate nutrition information to employees
subsidize healthy foods in cafeteria or vending machines
Offer counseling and behavioral interven-tions to improve dietary choices Label healthy food items in worksite cafeterias and vending machines provide break rooms with microwaves and refrigerators
Active Living
Coordinate special events such as Bike to Work Day
support lunch time walking/running clubs or company sports teams
provide incentive programs to promote physical activity
provide on-site physical activity classes in the workplace, e.g. yoga classes at lunch Locate worksites in mixed-use development, e.g., near public transportation or bike paths provide incentives for employees who utilize public transportation or bike to work, e.g., subsidize eCO passes provide clean and safe stairwells and promote their use
provide facilities for workers to keep bikes secure and provide showers and lockers Allow flexible work schedules so employees can exercise provide negotiated discounts at community fitness clubs or recreation
table b.1 — environmental scan results — Aggregate
involved in increasing access changing behavior no demonstrated results achievable or Feasible long-term change Would like to see strategies 14% 22% 21% 18% 17% 35% 15% 19% 20% 30% 35% 28% 15% 15% 20% 19% 27% 20% 4% 12% 9% 10% 7% 4% 12% 2% 10% 7% 10% 11% 8% 10% 3% 7% 7% 14% 6% 24% 20% 20% 9% 8% 14% 19% 17% 24% 20% 15% 3% 7% 18% 12% 16% 17% 8% 16% 20% 8% 8% 24% 10% 8% 9% 20% 20% 19% 14% 9% 13% 15% 24% 13% 39% 25% 22% 17% 27% 27% 26% 4% 13% 22% 24% 23% 24% 22% 14% 17% 22% 18%
22% 27% 31% 20% 27% 27% 22% 17% 41% 32% 22% 22% 17% 12% 10% 14% 8% 21% 17% 17% 8% 15% 17% 11% 12% 14% 15% 15% 13% 8% 10% 8% 7% 17% 24% 20% 17% 16% 17% 23% 23% 27% 11% 8% 23% 33% 13% 14% 18% 18% 25% 30% 23% 8% 15% 66% 54% 30% 30% 27% 27% 58% 59% 33% 20% 38% 21% 24% 11% 15% 13% 12% 17% 15% 14% 3% 11% Weight Management
Offer health education seminars and workshops
Offer on-site behavior change programs such as weight management, smoking cessation, etc.
Choose health plans that cover programs to help enrollees with weight management
institute flexible work schedules so employees can participate in weight-loss programs
Form a support group to help employees who are trying to loose weight Offer financial incentives for employee participation in weight loss programs Chronic Disease Prevention and Management
Offer a health-risk assessment or appraisal to all employees and follow up with those at risk
Conduct yearly health screenings (blood pressure, body fat, cholesterol, glucose testing)
Discount health insurance premiums and/or reduce copayments and deductibles in return for employee participation in specified health promotion or disease prevention programs Form or participate in purchasing cooperatives to bargain for affordable health insurance premiums and health plans that cover appropriate clinical preventative services
establish a worksite lactation support program
table b.1 — environmental scan results — Aggregate, continued
involved in increasing access changing behavior no demonstrated results achievable or Feasible long-term change Would like to see
Values = % of all surveys with positive responses per strategy and category (Total surveys=143) strategies
% not involved % of respondents involved in strategy
% all 23% 55% 50% 66% 16% 40% 24% 85% 68% 62% 60% 56% 29% 24% 57% 55% 45% 55% 41% 45% 28% 39% 32% 29% 28% 28% 39% 43% 46% 20% 21% 25% 29% 50% Healthy Eating establish community-supported agriculture programs, e.g., sourcing local foods in worksite cafeterias provide healthy snacks in vending machines, in break rooms and at company events
provide healthy meal choices in cafeterias and at company events
Disseminate nutrition information to employees
subsidize healthy foods in cafeteria or vending machines
Offer counseling and behavioral interven-tions to improve dietary choices Label healthy food items in worksite cafeterias and vending machines provide break rooms with microwaves and refrigerators
Active Living
Coordinate special events such as Bike to Work Day
support lunch time walking/running clubs or company sports teams
provide incentive programs to promote physical activity
provide on-site physical activity classes in the workplace, e.g. yoga classes at lunch Locate worksites in mixed-use development, e.g., near public transportation or bike paths provide incentives for employees who utilize public transportation or bike to work, e.g., subsidize eCO passes provide clean and safe stairwells and promote their use
provide facilities for workers to keep bikes secure and provide showers and lockers Allow flexible work schedules so employees can exercise provide negotiated discounts at
table b.2 — environmental scan results by involvement in specific strategies
involved in increasing access changing behavior no demonstrated results achievable or Feasible long-term change Would like to see Would like to see strategies 30% 23% 25% 22% 13% 54% 29% 17% 23% 38% 44% 43% 20% 18% 22% 24% 47% 3% 6% 7% 10% 4% 4% 6% 2% 12% 4% 8% 10% 2% 6% 4% 4% 2% 15% 27% 28% 27% 4% 12% 18% 19% 23% 31% 27% 19% 10% 9% 20% 12% 27% 18% 15% 23% 11% 9% 33% 12% 7% 9% 27% 22% 25% 15% 9% 15% 17% 30% 30% 12% 17% 13% 13% 16% 18% 4% 9% 11% 16% 9% 12% 9% 6% 13% 13% 42% 42% 28% 27% 30% 35% 28% 5% 22% 39% 37% 41% 29% 26% 24% 23% 29%
% not involved % of respondents involved in strategy
% all 17% 9% 19% 16% 13% 11% 12% 6% 19% 7% 13% 31% 47% 36% 22% 32% 33% 37% 34% 51% 38% 27% 24% 14% 21% 21% 18% 13% 23% 20% 28% 14% 25% 14% 3% 9% 9% 8% 8% 11% 4% 9% 0% 2% 20% 19% 26% 28% 18% 21% 27% 28% 36% 7% 13% 29% 29% 19% 28% 32% 29% 35% 36% 43% 11% 27% 66% 54% 30% 30% 27% 27% 58% 59% 33% 20% 38% 29% 44% 30% 30% 29% 29% 23% 21% 30% 11% 25% Weight Management
Offer health education seminars and workshops
Offer on-site behavior change programs such as weight management, smoking cessation, etc.
Choose health plans that cover programs to help enrollees with weight management
institute flexible work schedules so employees can participate in weight-loss programs
Form a support group to help employees who are trying to loose weight Offer financial incentives for employee participation in weight loss programs Chronic Disease Prevention and Management
Offer a health-risk assessment or appraisal to all employees and follow up with those at risk
Conduct yearly health screenings (blood pressure, body fat, cholesterol, glucose testing)
Discount health insurance premiums and/or reduce copayments and deductibles in return for employee participation in specified health promotion or disease prevention programs Form or participate in purchasing cooperatives to bargain for affordable health insurance premiums and health plans that cover appropriate clinical preventative services
establish a worksite lactation support program
table b.2 — environmental scan results by involvement in specific strategies, continued
involved in increasing access changing behavior no demonstrated results achievable or Feasible long-term change Would like to see Would like to see strategies
Appendix C: Draft Leadership Group protocols
About this Document
This document provides the Leadership Group with guidelines and protocols for its work. This document is in draft form and participants are expected to review the content in advance of the first meeting. This set of protocols will serve as the “rules of engagement” for the Leadership Group’s interactions.
Background
LiveWell Colorado (LWC) is an independent 501(c)(3) organiza-tion that was developed through the collaboraorganiza-tion of two funding sponsors, The Colorado Health Foundation and Kaiser Permanente, and a state sponsor, the Colorado Department of Public Health and Environment. LWC aims to promote an environment where every Coloradoan has access to healthy foods and opportunities for physical activity in the places they live, work, learn and play. LWC’s vision statement reads: “All Coloradoans enjoy a lifestyle that includes healthy eating and active living. The state’s tradition of health and wellness is fully embraced by its residents.”
LWC will achieve its vision by working strategically with stakeholders in the following six goal areas:
Advancing policy •
Reducing health disparities •
Building leadership and community capacity •
Reaching every Coloradan through a media campaign •
Maximizing funding for Colorado communities •
Promoting research and evaluation •
LWC will advance these goals in multiple arenas, including
work-Draft: Colorado Worksite Wellness Leadership Group, December 2009
preliminary Working protocols
Purpose of the Leadership Group
As a first order of business, the Leadership Group will focus on the following strategies and initiatives identified by national and Colorado stakeholders:
Conducting outreach to business leaders through •
existing networks.
Making the data-driven business case for return on investment. •
Benchmarking and tracking statewide worksite wellness •
activities over time and issuing a periodic state worksite wellness report card.
Engaging in broad communications and outreach to raise •
the statewide visibility of worksite wellness and its contribution to overall wellness as well as a vibrant, competitive, Colorado workforce.
Developing and implementing a statewide rewards and •
recognition program to honor leading worksites. Providing steps, resources, templates, trainings, and •
certification for organizations seeking to start or enhance their own programs.
Hosting/co-hosting conferences, workshops, and •
recognition events.
Identifying, evaluating, and prioritizing statewide worksite •
wellness legislative policies to recommend to LWC.
Engaging in discussions of how insurance benefits, premium •
discounts, and other related incentives might be best crafted and utilized to advance worksite wellness.