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HomeMy WebLinkAbout[07c] Community Fitness health reform „ Meeker cLeod • MINNESOTA .Sibley � /1 f : SHIPISfapw:ida lirabh lm�,, s.•mr^m Om;p;,m Comprehensive Worksite Wellness Community Health Services SHIP Guidelines The Statewide Health Improvement Program (SHIP) of Meeker - McLeod - Sibley (MMS) Community Health Services (CHS) is pleased to announce site funding for participating SHIP 2.0 worksites. SHIP funding is provided by the State of Minnesota as part of Health Care Reform and was granted to MMS CHS to work with communities, schools and worksites to promote policy, system and environmental change to improve the wbrksite food, physical activity and tobacco -free environment. Participation in the Comprehensive Worksite Wellness strategy: Awards of up to $1,000 will be made to qualifying worksites. Worksites choosing to address comprehensive worksite wellness must address.al- ree categories: 1. He thy- Food.E yiron. eat (Choose at least one component ending, afeteria, catering, or r eastfeeding support 2. Physical Activity Environment (Choose at least one component: active transportation such as walking, biking, transit; OR access to facilities such as on -site facilities, connect to area facilities, flexible scheduling) 3. Tobacco -free Worksite Policies (includes access to cessation services and comprehensive cessation benefits) For each category, participating worksites should implement: • one policy change, • one environmental support change • • one social support change Categories (must address all three) a .R � �Y� i . . P. it i ,am, ' -0 ..in s tIA • X9 _ .p p S C k d '.i ,,+"i ti, t '� , y +.. q - E i a `' > d�"i �,.b. i '. ; O ... x �. a r ., n fi a �ti' = r s U� = 42 a o Vending. a Active Transportation Cafeteria O OJ Tobacco -Free Worksite u �' °; c Catering Policies in Access to Facilities E Breastfeeding Support Additional details specific to the PSE changes selected will be given to participating sites through the MDH SHIP Comprehensive Worksite Wellness Guide to Implementation. 1 SHIP in Worksites: A 3- Pronged Approach Using environmental changes and social support to Policy complement policy adoption and implementation is an effective way to increase impact and achieve behavior change. Here's one example for a physical activity focus: Policy — Implement a written policy that allows and encourages staff to walk over the noon hour. Environment — Map distances and routes for walking near the worksite and post the distances /maps in conspicuous places. Environment Social Support Social Support (for corporate /organizational culture change) — Conduct a six -week walking campaign that tracks steps or mileage. This 3- pronged approach will likely be more successful because it addresses the issue from multiple perspectives. A more detailed example of a healthy food initiative Is illustrated below. • z � ry{ yl�r� [ . Y a y. �?53� tx ( t. $ ( Z ` � ��jpq{� �� G� t : qua K ' ra` -Ga+ • • rr e u �. a. , 2 h 4,� S 5 r zix `� rN pis, ,y "� `• ��u.^ t ^ "� "`v '`-r,. + �. ,�,. 'r. w , te ' z • u • 1 a y • • e c -- ! Al • '• •j� • • y �� o: ti ° .:t�•t pate0 a • F `° • • • • .x• .. � s rt Ake --rgOw':1-ts.v.AluilAr;Awat 000 korlm {[ . „ .'f .. '` y 5:, 5 x a' i' 3 a - s ' �* t j ' o `, de •` ' • • 5 # :,, %�. �� C .� K 4 `*� l eL,1 l Q y . ; $ + Y nd 4� • �7 • [ a � 4 roVicie fi"ui �nstes�dlOfless � < f � � a h ,�prepICiidiifeW 4 f 4, j h eal h k ree t o�l3 + 4 � ... 1 • •� '1/ � 2 • HEALTHY FOOD ENVIRONMENT Implementing Healthy Vending and Cafeteria Choose at least one from each column Policy Environmental Support Social Support P1- Enact an El - Make water available throughout day. SS1- Track or log food overarching policy to E2 - Make kitchen equipment (refrigerators, intake provide healthy food microwaves, stoves, etc.) available for SS2 - Send healthy food / options in cafeteria, employee food storage and preparation. messages to employees via vending and snack boxes. (Required) E3 - Offer local fruits and vegetables at the multiple means (i.e, email, worksite (i.e. farmer's market or a community- posters, payroll stuffers, supported agriculture drop -off point.) etc.). SS3 - Include the 1 / E4 -provide on -site gardening. employees' family ejs„ gyp E5 - Promote healthy choices by: increasing members in campaign — L v(mays r the percentage of healthy options that are promoting fruit and 641. '' available; using competitive pricing to make vegetable consumption . - Gu 06. 1 wee healthier choices cost less; advertise or mark g P G�e,,+co� SS4 - Provide cafeteria" healthy options so that they stand out. taste tests of fresh, E6 - Offer appealing, low- cost, healthful food seasonal produce. options, such as fruits and vegetables, juices, and low -fat dairy products in vending machines, snack bars and break rooms. • E7 - Promote the consumption of fruit and • vegetables in catering/cafeteria through motivational signs, posters, etc. • E8 - Have on -site cafeterias follow nutritional standards that align with dietary guidelines for • Americans. P3 - Offer incentives SS1- Track or log food for participation in intake healthy eating and . weight management • • programs. (Optional) . 11 /l I 3 MO 111 Implementing Healthy Catering Choose at least one from each column Policy Environmental Support Social Support P2 =- Create a policy that El — Make water available throughout SS1— Track or log food intake requires offering healthful the day SS2 —.Send healthy food food alternatives at E5 — Promote healthy choices by: messages to employees via meetings, organization increasing the percentage of healthy multiple means (i.e. email, functions, and health options that are available using education events. p g posters, payroll stuffers, etc.). competitive pricing to make healthier SS3 — Include the employees' choices cost less; advertise or mark family members in campaign healthy options so that they stand promoting fruit and vegetable out. consumption. E7 - Promote the consumption of fruit and vegetables in catering /cafeteria through motivational signs, posters, etc. E9 — Management or meeting organizers will select food off on an approved list. E10 — Provide interactive food opportunities such as taste testing . and food preparation skills. Implementing Breastfeeding Support . Choose at least one from each column ( Polly Change Environmental Support - Social Support (P4 - stablish workplace El - Make water available throughout the SS3 - Include the employees' p • ies and programs day. f ily embers in campaign t at promote and E -Make kitchen equipment pro tang fruit and support breastfeeding. (raft ?g ors, microwaves, stoves, etc.) veg ab consumption ayai able fotemployee food storage and (worksite plus family eparation. / Or egy). \ SS Provide lactation E11 Provide an appropriate place for a ucation programs. e a stfeed i ng/p u m pi ng . E12 — Participate in MDH's Worksite Breastfeeding Recognition Program 4 PHYSICAL ACTIVITY ENVIRONMENT Implementing Active Transportation Choose at least one from each column Policy Change Environmental Support Social Support PS — Promote active E1 Map out on -site trails or nearby walking SS1 — Provide commuting to work and routes. exercise /physical fitness biking and walking while E2 — Provide shower and /or changing messages and information to at work by offering facilities on -site. employees commuters and SS2 — Start employee activity employees' special E3 — Provide or support recreation leagues and other physical activity events (on-site or clubs (e.g., walking, assistance through a p y y ( bicycling). policy. in the community). E4 — Explore discounted or subsidized S53 - Implement incentive - memberships at local health clubs, based programs to encourage recreation centers, or YMCAs. physical activity, such as pedometer walking ES — Provide an on -site exercise facility. challenges E6 — Provide incentives for participation in SSS — Provide maps of a physical activity and /or weight variety of walking and biking management /maintenance activities. routes from work. E7 — Post motivational signs at elevators and SS6 — Provide maps of 5,10 escalators to encourage stair use. and 1S minute walking routes E8 — Post signs encouraging regular stretch for short "meetings" breaks or set up standing work stations. SS7 — Have employees map E10 — Provide on -site childcare facilities to. their own biking or walking • facilitate physical activity. route to and from work. Ell — Offer on -site fitness opportunities, such as group classes or personal training. E12- Encourage walk- and -talk meetings. . E13 — Provide outdoor exercise areas such as fields and trails for employee use. E14 — Provide bicycle racks in safe, convenient, and accessible locations. 5 Implementing Access to Facilities Choose at least one from each column Policy Change Environmental Support Social Support P1— Create on -site 0- Map out on -site trails or nearby walking SS1— Provide facilities and /or classes routes. exercise /physical fitness that promote and E2 — Provide shower and /or changing messages and information encourage physical facilities on -site. to employees activity. • a_ provide or support recreation leagues SS2 —Start employee P3 — Create a policy that and other physical activity events (on -site or activity clubs (e.g., walking, offers flexible work hours in the community). bicycling). to allow for physical SS3 — Implement incentive - activity during the day 0)— Explore discounted or subsidized (before work, at lunch, memberships at local health clubs, based programs to recreation centers, or YMCAs. encourage physical activity, after work, etc.). such as pedometer walking P4 — Support physical - Provide an on -site exercise facility. challenges activity breaks (i.e. E6 - Provide incentives for participation in SS4 - Provide or contract walking, stretching) during physical activity and /or weight for assessments such as % the workday through a management /maintenance activities. body fat, cardiovascular policy. fitness, E7 — Post motivational signs at elevators and strength, etc. escalators to encourage stair use. 6 — Provide maps of 5,10 • E8 Post signs encouraging regular stretch and 1S minute walking breaks or set up standing work stations. utes for short "meetings" k)— Allow for use of facilities outside of L normal work hours (before /after work). — Provide on -site childcare facilities to facilitate physical activity. • Ell — Offer on -site fitness opportunities, such as group classes or personal training. E12- Encourage walk- and -talk meetings. C3 — Provide outdoor exercise areas such as fields and trails for employee use.• • gm Wow L, -to WAG Mid StAivr !� SK. bit ' icyoie Rue 6 • TOBACCO -FREE ENVIRONMENT Implementing Comprehensive Tobacco -Free Worksite Policies Choose at least one from each column Policy Change Environmental Support Social Support P1 - Create a policy that E1 - Provide prompts and SS1 - Provide cessation medications prohibits commercial posters to support a no through health insurance. Provide support tobacco use anywhere on tobacco use policy. groups on site for those dealing with • worksite property. tobacco use . P2.- Policy supporting E2 - Promote the Minnesota SS2 - Provide counseling through an participation in smoking Tobacco Quit Line individual, group, or telephone counseling cessation activities during program on -site. duty time. (flex -time) 1 'N 553 - Provide counseling through a health plan sponsored individual, group, or telephone counseling program. Acceptable Use of Funds Use of funds will be directed toward strategies related to policy, system and environmental change. 1. Staffing costs related to training or evaluation for: • Worksite wellness 2. Educational and promotional materials directly related to: • Policy changes, environmental changes, or social supports involving healthy food, healthy physical activity and tobacco -free environments 3. Initial start-up costs associated with strategies listed above Activities must be cost - effective, evidence based programs, directly contributing to the implementation of the selected strategy. An ongoing sustainable funding source must be identified for program's on -going costs. Examples: • ACCEPTABLE USE OF FUNDS FOR WORKSITE WELLNESS - MAY INCLUDE BUT NOT LIMITED TO: • Printing and distributing trail /walkingmaps for routes around worksite • Signage, posters and display materials announcing new policies such as healthy vending, healthy cafeteria options, tobacco -free grounds, etc. • Advertising the availability of smoking cessation programs for employees • Promotion of physical activity, tobacco cessation and nutrition programs . • Basic renovations to a room for breastfeeding in a worksite (decor, painting, etc) • Indoor signage to direct people to walk the stairs, find recreational facilities and other similar signage 7 • Food demonstration projects (cost for demonstrator and food) to show how to prepare healthy meals to food service staff (if worksite has an employee cafeteria) or others responsible for implementing PSE change • Taste testing of new foods for inclusion in new worksite menus • Note: grant funds are not to be used for purchasing food and program must show sustainability when grant funding ceases. ( *With prior approval from SHIP Coordinator, a small amount of funds may potentially be used for taste testing.) Equipment ( *AII equipment requires prior approval from SHIP Coordinator) • Stability balls in lieu of desk chairs following a policy change allowing their use • Purchase a bike rack that would allow for employees to ride their bike to work • Materials to construct a raised garden bed or salad table • BMI /weight scales under $100 per scale • Stethoscope /blood pressure cuff • Purchase display equipment to serve fresh fruits and vegetables • Small appliances— steamers, dehydrators, canning equipment, pressure cooker, toaster ovens • Large appliances— ovens and stove tops, salad bars, refrigerator /freezer, refrigerated display cases • Program costs • SHIP funds may be used for the start -up costs of cost- effective, evidence -based programs, if the programs directly contribute to the implementation of a selected strategy and another • sustainable funding source is indentified for the program's on -going costs. ( *With prior approval from SHIP Coordinator and MDH) (for example — promotion and implementation of Quit and Win contests) • • Examples of Deliverables for Comprehensive Worksite Wellness: • See tables above • bvaluationt Baseline assessment and final evaluation tools (required for all) will be provided by MMS SHIP and MDH. Evaluation will include monitoring of PSE changes, health behavior changes, and health care costs. Timeline Completed Addendum A, which Includes action plan, communication plan and proposed budget, must be . received by the end of business day on: It. is intended that funds will be used for programs initiated in 2012 through June, 2013. Requirements of participating sites • Complete MMS SHIP Addendum A and return to MMS SHIP • Convene worksite wellness committee • Development and implementation of action plan in collaboration with MMS SHIP staff • Create a plan to communicate healthy changes to appropriate audiences (i.e. employees, clients, customers, etc.) (MDH approval needed for communication /promotional pieces) • Participation in local food policy council as appropriate 8 • Complete all MDH and MMS required evaluations • Funds will be directed at strategies related to policy, system and environmental change. • Identify a sustainable funding source for PSE changes • Activities must be cost - effective, evidence based programs, directly contributing to the implementation of the selected intervention. • Other requirements as appropriate. Restrictions • Health fairs and programs such as a one -time walking programs will not be funded since they do not have a lasting impact on policy, systems or environments and are not sustainable. • Funding is primarily focused on employee health, although changes to the environment may also benefit clients /customers (i.e. tobacco free environment, healthy vending, etc.). • Funds are not to be used directly for food but can be used to promote, advertise or display healthy food products. (exception could possibly be taste testing) Reporting Expectations A follow up report will be required to show how the funds were expended and to share success stories. • • • • 9 A' P, u b i i ` c` t i 'o n o t t h e W e I I n e ss o un c i ' I o f m e ' r i� w ELCOA's 3 1' . E ,,.., , F I I \ i � z ; The FlvE 0 . ..,„ .. , ., .._ , 0 • ,. . . .., 0 ns ', ,. ,.,.1.5,,,,.,..,,,,:i,_ . 1 . . ,_,,,, .... ,„,, ,,„ i,„,..,.„, : :,....,,..,...,_ a„ ... ,. 5 ,,,,,, ,,., ,,,,.,,,, II „. , ,, .. , i s • f r • { c ea In a ,, .,.... . . i i ... tu . , . . . . . , re 0 . . ,, , , :,, .. . ..., i or more inte vis it I � I ii • ivir,o1CA Wn / / C441.'Ci&O'e- 0 f W � U� s` i Judd Allen PhD is president of the Huma Res ources Institute, LLC= a t raining and publishing organization that focuses on the creation of supportive cultural { =envlronmen"ts.Thework of the Human Resources Institute is founded ana basic premise that gro o and communities are much more likely to ach t and p goals when supportive cultures a c i J Allen earned his PhD in "community psychology from New York University. Dr. Ali serves on the editorial board of the American Jou rnal of H Promotion, and is also a member of th board of directors of the National Wellness Institute. He has authored more than 50 journal a i ra i n i ng'man u als a software titles and many books rnduding J "us Wellness 1 .eader s h rp ; Creat Supporti Environm foi Meal thier,gnd Mo Productive j1 M Erpployees pr A llen has also served on the faculties of New o Y rk University C orne l l Univer ty y Adical C S tate Col and Nebras Me Colleg a nd is a,re b �� spea k er at national an r c onference h n > 2 Le k a °a + ., # T . 6 ,..i.,,.:1'...;:t:',.?'-'11,.ii'l:'''''''''''11,6'C'''''':',-,1-,:.'ir-'1'4'i.:;:'..-::-.-.-:,::'-..',:...li.7'-'"i::';-.';',:',..-i-„:".1,..--,:.-,,..:,:'':!':-.-",.::,..,::';:1-,-...'::,':',",..-.1'':::-_,-,',''..-::.';''..';'....-.::'.-.iii!'"-,...:,::'::,..:::,:::-:::',':-,':-Il''''.•;.'''''1.1:1-,,,i..'-...,'-ii-".:::"...','•:::',:.-":':,:::-::;-":',.'-',..'-'::::',''',-„-',...'-:.'"..--,':::::1,''',-;':-i:-''''',.'',;.'":::';',--,'',::'';':':-;--,:".:',...:11..:;:,.:,:-..:-•:•1:'1'-i'::-..i.,•,'':',....-'::::-.',::''..-:1"..'•:::::,ii'l.;:;:;',:''',...'';':.':':',-1,i'!..;:i':i'..ii':::'?..ii.'',iii".1.,'L-',::1::1:..---''''''''''''''''-''''''''''''''''''''''''''.:.4'1.:'.--:-':::::::':::.:-:-''''..;'''.";:,.:-..'-.-::-..-'::::;'•.::...-:::, . :: I: ' ''' . l '-' ''''' :;!‘ "*. ; .'''''' :ili T: i' , W :';'''''' '' '' ' '''';4- -, ' ;'."! - ,-, " : ' : 11' ''''' r ELCOA An Expert Interview,with • ..g � . About David Hunnicu . .. Since his arrival at WELCOA i n 199 D Hunnicutt has interview hundred of the most influe' business and health leaders in America. ' - s Known f or h ab to make complex issues easier to understand, David • -`" hasa proven track record of asking the right questions and getting straight answers. As a result of his efforts, David's expert interviews have peen, widey -published and read by workplace wellness practitioners acros the .country. . David Hunni can be reached at dhunnicuttiwelcga.oro. 1 • WELCOA NEWS & VIEWS WELCOA'S W hen it comes to workplace wellness programs, unsupportive cultures are the biggest impediment to p� individual and organizational success. In this exclusive interview, Dr. Judd Allen shares his expertise on wellness cultures, and offers salient advice for creating healthy You Can Be One Of environments. • He discusses the critical ways in which your "America's Healthiest company's wellness values influence your employees' health goals, Compan " . and impact their long -term success. To help you improve your Ea awards for your company company's support of its wellness programs, Dr. Allen offers results- oriented wellness guidance for creating policies and altering social and cultural _. environments that support your wellness initiatives. programs. With the foundation of a healthy, supportive culture, your work lace z 3x �i r 7' wellness programs will thrive — producing results for your company 's /,� } }Y ti �, k bottom -line and drastically improving employee health. , \ ,} , „„ -; r , �, = y � i 3.ilkiii -i) 'ra :1r ''i V-3r # David Hunnicutt: What are the elements that make up an organization's i! 4,]tii i,hitZ )Irr X k culture? = . �� Judd Allen: When I measure culture I divide the work into five dimensions: One is shared values, which is somewhat similar to priorities. So, a culture might 1` have priorities, and of course, we want to make wellness one of the top priorities. s" •e The second piece is cultural norms. Norms are the established expectations in 7 l our work environment. We often have to help people see how certain behaviors, like working through lunch, or eating a high- calorie dessert, are just part of the , r : , x norms. Employees think they're doing it out of habit or a personal interest, but 7 ,� oft en it's part of the cultural norms in their workplace. 5 a ; , z The third dimension that 1 look at is called touch points. F r These are social mechanisms similar to policies and procedures ;: z' _- " that influence norms. There are 10 touch points induding „ .� r { modeling, rewards, push - back, training, communication, traditions, ' r� - relationships, orientation, recruitment /selection, and resource a ti ,r T , commitment. -4.- Y ,. ` r ending a cod ,. ` = s ownload the or art , , The fourth dimension of culture is peer support, and it involves - a � � w hp?ca rg tegor y 1b /heere i ,tdt ; � � ; . employees helping each other achieve wellness. We're finding that ;, ' � " � x.php?ca the peer support mechanism is a very powerful i n fl uence on behavior. 3 3 E i www.weicoa.org 3 WELCOA NEWS & VIEWS weicoAS However, we also finding that most people have a limited skill set as far as pee r a ' .�� support; they need training to more effectively help each other: That training can usually be taken from the coaching skills we have developed, and then giving those skills over to employees so they can help each other. Thousands Of Companies Are Raying About WELCOA The final dimension of culture is something we call climate, and climate is the Membership equivalent of morale and teamwork. We look at three aspects of climate. One, we ask if there is a sense of community? Two, is there a shared vision? And three, is More than 4,000 organizations there a positive outlook within the organization? These three factors seem to make across the U.S. and Canada are it easier for people to make positive changes both individually and as groups. WELCOA members. With the most comprehensive benefits of So, we look at all five of those dimensions: shared values, cultural norms, touch any organization, WELCOA mem- points, peer support and climate. We look at the strengths and the opportunities bership will save you time and for improvement, and then set some goals for those five dimensions. money in your quest to build a DH:You mentioned social mechanisms that influence norms. Can you results- oriented workplace well - brieflytouch on those? ness program. , JA: Yes, they are significant when it comes to shaping culture over time. i 0'J 4 ( ` T, 1 (1) Number one is modeling. Modeling is important because we want wellness �W , N role models, and we don't w ant t h e leadership in particular to model unhealthy . F f �t �� p p Y � � �` , , %). ?: practices. (2) Rewards and recognition are the ones you'll see a lot in the literature right now. We want to recognize and reward healthy behaviors. However, I want to remind everyone that in workplace culture, we often reward unhealthy practices, f Pass i on ! such as working through lunch. So, just remem that there are two sides of the reward idea. Know someone who would enjoy tti� Click here to send them a (IVY (3) Confrontation or pushback is also important. You don't want healthy ideas or healthy behaviors receiving pushback. There might be pushback around healthy eating. I've seen this in my own life when I changed towards a vegetarian diet. 4 �,- Lo on t the nation's best Website = M ��y � ,� , for workplace wellness! r Aa ° w to fig,ty -:, } x '. 7 ' � t , '' 'a t r " par _ ,r 2 r Mv"x' , z , a 3 / : ` -�. �;t• ;M �� Ra c • � f ...q _�, r r . t 5 n ? F R „:,..:,_44,;p. ay \ lit% a WELCOA NEWS & VIEWS WELCOA'S Many peop tried to di me. We also see such pushback when it comes to stress managemen Just pract stress management tec hn iques in a wor setting ; ".� fl ° �° can make you weird or different. We do want pushback against some u. OA practic No s moking policies are an example o such positive pushback. INELCOA Case Studies (4) Another a rea • tr aining or learn We want to make sure that people are Help You Build Better given the s kills they need to be successful in adopting healthy practices. This is cu ltures particularly important when t he broad culture is hav ing trouble with a healthy behavior. There is a great nee t teach people skil for healthy eating right now. WELCOA's free case st udies, You nee to be traine o n h ow to rea all of th ing redients m oods, and you a lso ex interviews and special nee to be trained on how to prepare healthy foods. We also need to learn more reports are desi to share about healt p ortion s i ze s. Broader cultura influences are "supersizing" our the best practices from some of meals. Am erica's Healt hiest Companies. Don ov erlo o k the gre ex- (5) Communication is another mechanism. I think a big piece oticommunication amples of best. m c lassworltp l ace involves giving pe o p le feedback on how they're doing in terms of healthy ps! living. I m a big fan of setting grou goals an having a dashboard that q uicldy relays wellness cu ltures— they're right information back to managers and teams, atyourfingerti There is a rear need t teach k for ,/,�F2 g o to ch peoples ills o t`411,fi ',4P a � ���� , , ,,, , , ,J .. �� healthy eating right now. (6) Another.piece is relat d eve l op men t We foun t hat when peo ' a form friendships as a result oft heir new hea lthy behav they are much more � f 1 likely to stick with that behavior. So, we want peop to form their: earn a n i ' z Friends arou hea l t hy activ w herever p ossi t _ i , r (7) Traditions and s mbols also la im ortant roles in the cult • It 1S fu ! ' Y ,-,lay P p to adjust tra ditions so they don't un dermine heal So, for exantp the way we �` celebrate should include healthy foods and activities, Ide bus, shou '' _ establish one or two wellness traditions. Stretching be f o re begs nt g asst • l y inc " n ' wor would be a g ood examp of t Participation m an nual m a - wallc/runs would be ano examp . (8 Recruitment a nd selection i ano ther key influ Busi nesses T ea ding a co ®ownioadthcorigi /freer ne to ge a reputatio for being health- oriented. One strategy is to r e F , x � c /�wwwwo lcoa.orgtfreereso , t' � , , make p r os pe ctive employees, await of all tha i being. done to support ' 'index phptcategory - ` '. employee we llness . . `-i ,. -� .k.y wr .. ,, a., #r :- F "i''. (9) First impres and onentation' ha ve a powe i t ���' 1 li to h ave a member of the wellness committee to be among ' � � � the first to greet a new employee We often recommen that new r '' . } employees engage in Wellncss A fi rst fr i e ndship " w could be form around mutua 'su in achieving a '''..--:.'-'7'. � ;-- '..,„4.-- , " t , ' x :: wellness goal. ' u . M f h Y y ` _ R d _ st 5 1 � obi ^�. k a . �, elcoa org w �' WELCOA NEWS & VIEWS WELCOA'S (10) Another area is resource commitment. People need the wherewithal to ';'f7:1"(-• OKN±A�W s`'s carry forward with their healthy lifestyle goals. So, if there isn't a shower in the fitness facility or if there aren't safe places to exercise, its going to be hard for people to exercise. Wath resources, we ask employees questions Tike: How can WELCOA Has Hundreds Of your employer show you they are committed to supporting healthy lifestyles? The Wellness Resources! answer sometimes surprises you. Sometimes it is an obvious thing, like "They need to give us a lunch break." Other times they simply want permission to go out and Want to maximize your workplace do some healthy activities. wellness programs? Don't over- look WELCOA's online libraries. So these are the general touch points —the social mechanisms. It's mostly a Learn more today! question of aligning these influences so they shape the norms that people pick. DH: How do you measure a company's culture? ii r je JA: We use a multi- method approach. There's a quantitative instrument we developed; it's called a health- culture audit and it looks at the five dimensions I was just talking about. We ask people about their level of agreement with questions like: Are people rewarded and recognized for healthy lifestyle choices? Are people given the skills they need to achieve healthy lifestyle choices? We have about 40 questions that cover those five dimensions. Are people rewarded and recognized for healthy lifestyle choices? Are people given the skills they need to achieve healthy lifestyle choices? We also have protocols for focus interviews. The interview is a source of qualitative information. We'll ask employees how the culture is affecting their health, For P ass it on! example, we may determine that employees are not being rewarded and recognized t Know someone who would enjoy this? for healthy lifestyle choices. We would then get their thoughts on the most Clidc here to send them a copy. effective way their employer could do that. Financial rewards are just one way; there are several other reward systems that could work as well or better. So, we want to make sure we get that qualitative input so, we' • . a proper analysis. . ayq' CD tai 6 °2011 Wellness Council of America ' WELCOA NEWS & VIEWS WELCOA's The third measuring mechanism is field experiments. For example, there was a recent push for people to be better consumers of healthcare. We did some field ,�- 1 ' a. .. ' experiments whereby our researchers followed recommended health consumer ' practices. For example, the researcher might ask: How much do medical services cost? What are your choices in terms of cost and benefit? Of course, we quicldy Unsupportive Cultures Are found out that few health care providers were prepared for those questions. Such Obstacles To Workplace pricing information would be needed and the providers would need to be on Wellness board, if our recommendations for medical . consumerism were to be successful. 80% of employees are motivated A fourth measure has to do with seeing how wellness goals fit with broader social tomakepositive.lifes trends. Each state and community has its own cultural influence. Where I live and with a little support from you, in Vermont, for example, there is a lot of interest in purchasing foods that are they can be successful! Don't let. produced locally. Environmental awareness is also very strong in Vermont. The unsupportive cultures get in the wellness initiative would want to capitalize on these local or regional trends. It is • way of individual and organiza- important to assess the broader culture when designing a culture change initiative tional success, Find out why sup for a company, portive culture s._are a vast, but DH: Once measured, what are the next steps to systematically change the untappedmechernsm for .achiev cultu re of an organization? ing health and productivity. Read this white papec; Addeving a Cul JA: I have a number of toolkits that I find useful for this. We have a wellness hire of Health, and help your mo leadership toolkit that looks at the role of leaders at all levels, including the tivated employees stay that way! wellness champions, managers and executives. The toolkit essentially shows these leaders how they can support a culture of wellness. It also teaches leaders how they t ° /.4'A i • , t lr /I Kitat P can share the wellness vision, serve as better role models, align touch points, and a8 4•f iftqi r,1.f , -10 1 0 y monitor and celebrate success. The i dea behind this is to give employees an opportunity to help each other achieve lifestyle goals and to increase the quality and quantity of peer support. We also have a peer support program called Wellness Mentoring or Peer Coaching. The idea behind this is to give ' t ,, v employees an opportunity to help each other achieve lifestyle goals, and to increase the quality and quantity of peer support. We're pleased to say that in Brazil there ; 3 4 are now over 2,000 companies using this approach. .. a _ �' It ' . y< ` xS / L t qtly Its also popular in the United States. Union Pacific E t Railroad was among the first corporate setting to _ � .. , develop Wellness Mentoring more than 15 years ago. , . ;1 a Additionally, over the last two years I've been s' a : r a_i working on an initiative that trains people how to ,. ' . _ j k be wellness champions in their own households. i 1 ... x I s WELCOA NEWS & VIEWS WELCOA'S We show them how to create a culture at home that supports wellness. The 6 . , _ a Of ° household culture plays a key role in whether people achieve wellness and many employers need to more effectively work with dependents as they are participants in the insurance plan. Culture Can Make Or Break Wellness Programs These pieces combined seem to move the needle a little bit on the culture side. They're basic strategies that use culture as a mechanism for change versus more Read more about changing traditional wellness programs, which tend to look at individual motivation and company culture and building education as a mechanism for change. supportive environments' Order Judd Allen's book, Wellness lead- DH: When you think about the culture change process from end to end, in ership: Creating Supportive Env/ your experience, how long does that process usually take? ronments for Healthier and More Productive Employees, and other JA: I . think for every new goal you have, it's reasonable to achieve that goal within titles today! a year. 1 think this timeframe allows for real change to happen. � DH: com pany? How often should an organization assess the culture of their 2,`i( , v ,, , zee cui Z l ' i� - JA: 1 have two thoughts on that. We have a system called a dashboard, and that's really an immediate feedback Loop. It's more ofa continuous process. I also think it's reasonable to do a culture survey once every year or once every other year. That should allow you to track your results. The a lot m o r e to culture change than just expanding your ;individual programming or offering'team activities ` DH `.: e the biggest mistakes that organizations make when att • r • Ito cre healthie rcultures? Pass it on! y� �: Know someon who would e this? ' ge does not h just because you do a lot of wellness Click here to send them a copy i 'I . think that's the biggest mistake or misconception going on �rt�@ is this false belief.that you can change and createa healthy .i . av g everyone do a health risk appraisal, or by having everyone t coah, or by having everyone d ces o your wellness programming. Most 4x 11i t. .rograrps!are directed at individual change —they do not a group, .[ i tional or community change —and I really don't think culture cha nge orks that way J think the types ofunfluen I talking ablier h to be hit more directly, ,you have to incorp those touch points out and the p ave eer support. There's -a lot more to culture change orate than was just expanding your indi • ogrmming ok offering te activities. is W E L C O A NEWS & VIEWS weLcoas DH: Can a company take on the task of creating a healthy culture internally or do they need an outside expert intervention? ® __ JA: I. certainly think a lot can be done internally, but I also know that an external '� X..tc, perspective helps a lot. When we talk about wellness leadership or peer support Resources Are Out Therel or changing your household culture, I believe these things are best handled by the Need help with wellness leader people who are going to be part ofithat new culture. ship training, or implementing I have always taken the perspective that it's best to empower people to understand . company culture change? and change their own cultures rather than to impose that from an external source. It's just my philosophy. It has a lot to do with the idea of freedom —that you really The goa l of the Hu Resources want people to choose their cultures. That's the problem with the culture change Institute, LLC is to empower you approaches that were popular with organizational development consultants during to create supportive environ the 1990s. During that time culture became a buzzword, and it was mostly a ments.To that end, they've devel - mechanism for tricking employees into doing things their leaders wanted them to o programs and materials that do. I think that that was short -lived mostly because people were resistant. People make It possible for you to bring don't want to be tricked, but they don't mind changing the culture as long as they about lasting andpositive change have a big say in how that works. in your workplace. They offer DH: If you do a culture audit is it a good idea to share the results with t h e products and services. that in company as a whole and is it a good idea to share the results even if the elude surveys, training; DVDs, results are less than desirable? software, books and Journal arti- cle reprints .IA: I recognize the dilemma. We don't want to beat up on anyone about their initial results. Culture, particularly as it relates to wellness, has not been on the radar. We can't expect a supportive culture at the outset. We do need to give d Li *.eiiy people . good information so they can make progress. So I'm leaning towards full �� „rr VN , i i Ilr I ) disclosure. Luckily, in the culture surveys that I do, most organizations have a , '`� E,hlc t `� '��" number of strengths that emerge. I do believe that it's our strengths and not our weaknesses that help us move forward. I'm not interested in a report that only points out what's wrong and doesn't recognize the good things that are going on. I think our industry has been too focused on what's wrong with people, and we need to be more focused on what's right and building on those strengths. The 1 whole concept of health risks, for example, is basically a negative culture �+ 1'. approach. We need to reframe the conversation to build on peoples' and . r organizations' strengths. One nice thing about culture surveys is that they're mostly anonymous. You " . 4` s> I don't run into the HIPAA and other disclosure issues that you get with a lot of other wellness material. So you can give people detailed group feedback. i DH: How much does it generally cost to assess the culture of an X k 1 ' Ll co. organization? s. n1am :11he orginalara d j �. -. ' r?tirr 4 yawq -ti w.wehplcoa.org/he US'4i JA: I think that for a standard, very thoughtful cultural survey and analysis, we're p7cateQow looking somewhere between $2,000 and $5,000 and roughly $500 for sub - reports. Sub- reports are tailored to different worksites, if you have them. coa.org 9 WELCOA NEWS & VIEWS QIpIYfflV KNQ \otabl „, Workplace Wellness Training Is Included With == uotable WELCOA Membership! from Judd Allen Step -by -step, WELCOA webinars and national certifications teach wellness professionals and busi- Building A Supportive Environment... We look at three aspects of climate. One, we ask if there is a sense of Hess leaders howto build results- community? Two, is there a shared vision? And three, is there a positive oriented workplace wellness outlook within the organization? These three factors seem to make it easier programs. With WELCOA's pat- for people to make positive changes both individually and as groups. ented 7- Be nchmark process, you utuattato can create results- oriented pro- grams that are proven to improve Communicating Goals... employee health and contain I think a big piece of communication involves giving people feedback on costs how they're doing In terms of healthy living. I'm a big fan of setting group . goals and having a dashboard that quickly relays information back to W ;ma managers and teams.L P ?.�G._ ,. Tools For Wellness Leadership... k - , f The toolkit essentially shows these leaders how they can support a culture a hr�� of wellness. It also teaches leaders how they can share the wellness vision, serve as better role models, align touch points, and monitor and celebrate success. kaltreZio Myths And Misperceptions... Culture change does not happen just because you do a lot of wellness programming. I think that's the biggest mistake or misconception going on right now...Most wellness programs are directed at individual change —they do not address group, organizational or community change —and I really don't think culture change works that way. tsigagu Pass it on! Knowsomeone who would enjoy this? Untapped Wellness Resources... Click here to send them a copy So, the only way to really prevent people from adopting new, unhealthy womgrommoliwwwwwwwww behaviors is by changing the culture.They need a culture that doesn't promote high stress, overeating or being sedentary. I really think that culture is one of the untapped tools at our fingertips tiGeat 10 °201 Wellness Council of America • WELCOA N ::: _ �; I also want to add that I'm developing a legacy project. I'm training Wellness Culture Coaches and giving them the instruments and mechanisms to generate and share reports on their own. In addition, to being able to provide We llness Culture Surveys and to conduct Culture Interviews, the coaches receive the knowledge and wherewithal to deliver online and classroom- style leadership, peer support and household wellness training. The cost of being trained to become a Wellness Culture Coach is $730. So it's something to consider. I'm at a point in my career and in my interests where I really want people to learn these skills and use these tools. Our, We llness Culture Coaches are a strong and growing network of independent wellness professionals that have added culture tools to their workplace and community " wellness ;programs. Anyone interested in becoming a coach can find out more, a wwwwelhies cculturecoaching,com. DH: If you could provide some advice'to wellness practitioners when it comes to assessing or changing .organizational culture, what would you tell them? What would be the most import things you'd tell them? JA: I think the most important piece is that most people are attempting . N lifestyle changes. In most about 80 percent of employees are attempting and plan to attempt a new lifestyle change. So, that me zhat`people are well- motivated on a personal level. However, when we look at how success they are -that story is pretty grim. Less than 20 percent of the general population, seems to be successful in these changes. • We,need to understand that we have been successful in motivating lifestyle change, but we need to create a culture • where the healthy choice becomes the easy choice.. . We've seen that people can make changes for a short time, but not a long time lithe culture is working against them. With willpower and personal motivati on, E'' - ' €1, employees can override the resistance within their environment for a week or a .i , ding a co ®t -- , month or a couple of months, but eventually they seem to revert back to whatever p wnload theoriginaiartlde g' the culture is demanding from them in terms of:behavior. So, I think that's an Wyvwweleoa•orglfreere316 ;, index p hp7category 'll5 i important lesson for all of us in wellness. We need to understand that we have ...' been successful in motivating lifestyle change, but we need to create a culture where the healthy choice becomes the easy choice, where the types of changes that we're interested in just become the way th are done. ' nuoui Madeline Jahn It all really ets back to the uestion of Why is culture so imp ort ant? Dee ad lln! r n r , rl ; Y g , 4 Y P dat sl at , ,u Edington did some research and found that as long as people continue to adopt . .r?- r ' o ' so�r d inal b " r 0 in publicatbns and pool exlstk g resources OtiiioA nu;m-` unhealthy practices, were never going to have much success, at least economically, . hers; serving the mission of b ahlr premollcn thropo . with wellness. So, the only way to really prevent people from adopting new, matethtg andpbnningsupporl Sbe earnedhediachelorof Arts from Creighton University, and Is currently pursuing a unhealthy behaviors is by changing the culture. They need a culture that doesn Master's Degree In Organizational leadership from the Col - promote high stress, overeating or being sedentary. I really think that culture is one kge of Saint Mary. For questions about this pubecatlon, tor to obtain permission for reprinting, please Contact Maddy at of the untapped tools at our fingertips. PM mfionowelcoo.org. www.welcoa.org 11 , U PCOMIN ' T�� -JNJN ,� EVENTS 4 , T . 112: 'm., ?..� "av '. �: "� :,,,,,, �;s._ w , .,., a; f ,a k, a/, �.w '�a _'� .. , ^£ ,,.�s_'�+? "��'_ .4. w '3s ti.'� .. ' <;. '° "w' "'Y- ° WELCOA 2011 Webinar Ser We are pleased to announce our dynamic conducted by a nationally- recognized 2011 WELCOA Webinar Scries. This year, expert in the Meld of workplace wellness we are focusing on a number of exciting And perhaps best of all, each session is topics that will help you in your quest to offered in a Webinar format which f build and sustain a results - oriented allows you to access the information filial j i� wellness program. Each Webinar is without having to leave your office 7-;i' ', " `s *The Webinar series is free to WELCOA members. If you are a current WELCOA member and would like to register, Tea , u if you're not a WELCOA member, you should belVisit: JittpJ/www.welcoa.org /member /beneflts.ph : - s '''''''''''''';'1 �,.rz- " ` °. q 'u �tx . 4 . .,,, �. J' A ran ' r •' ;•,:. '. z � -'P '' �, > v..�... ._. _ come a ELCOA metmberft;r on y atten t h e s we m r _ _ t ' _ ^ ms w4 JANUARY JUNE NOVEMBER Title: Eat Right for Ilk: ACommon-Sense Approach To TItIe: Unleashing The Power Of Medical Self-Care in Title: Ale Cell Phones Making Vsskk ?AnExamination Promoting Better Nutrition At The Workpkue Your Organization Of The Latest Research And The lmplkotionsfor Registration for this webinar is now dosed. Date: Thursday, June 16 Your Workforce Time: 9:30 — 11:00 AM Central Date: Thursday, November 17 Time: 930 — 11:00 AM Central FEBRUARY • Title: Gaining Great CEO Support: How To Get And Keep AUGUST Senior Level Support In A Down Economy Title: 11 Ridxulovsly S Things You Can Do DECEMBER Registration for this webinar is now closed. To Nudge Physical Activity Along In Your TItIe: Terrific Teams: The SixSecrets Of Best In Class Organization Workplace Wellness Teams ' Date: Thursday, August 18 Date: Thursday, December 15 APRIL Time: 9:30 —11:00 AM Central Time: 9:30 -11:00 AM Central Title: Coronmy Heolth Improvement Protect '^ �r, Registration for this webinar is now closed. , SEPTEMBER ': £ erb Title: Little Things Make A Big Difference: How Americas Healthiest Companies Create Excitement WELCOA h i t and Generate Participation Date: Thursday, September29 the n a i l on Time: 9:30 — 11:00 AM Central • the head, ; : . � comfortin g to know that... Loved itV ,, ) • WELCOA exists, and that they ar,,,,,, . pushing us i n the r d :r . 12 °2011 Wellness Council of America ' .* UPOMI GaERTIFLATIr Ev ; � .„ ,a'k o �` � � �n wt, "x� '' a� `� ��r� . �z#� R Well `olorkpiace University f' WELCOA 2011 Certification Opportunities , rd :„,:s......---- -,...." WELCOA has certified more than namic online courses. Here are the op- t - - �,.- a, -- a thousand of the best and brightest portunities now available for 201 1 —all health and business leaders in the U.S. certification opportunities are FREE to through its comprehensive and dy- WELCOA members. *To learn more about the certification ser be sure to visit httpi /www.welcoa.org /consult tra /certificatlons.php. To becomeaWELCOA Iyvisit,http : /lwww.welcoa.org/ store /product - landing /membership. ( Become a W ELCOA member for only $365 /yr and attend all these wbinars�These'webulars ate open only W ELC OA ine MARCH JULY /AUGUST OCTOBER Title: Well Workplace University —How To Title: Well Workplace University —The Art And Science Title: Well Workplace University—How To Effectively Demonstrate A Return -On- Investment OfChanging Unhealthy Behaviors Manage Your Workplace Wellness Initiative Registration for this certification is now dosed. Date: Wednesdays 7/13, 7/20,7/27, 8/3 Date: Wednesdays 10/5,10/12,10/19,10 /26 Time: 9:30 — 11:00 AM Central Time: 9:30 — 11:00 AM Central APRIL /MAY Title: Well Workplace University—Building 4 � 4 y Oriented Workplace Wellness Program Using .. ` ' f ; , WEtCOA's Seven Benchmarks x Registration for this certification is now closed. - fi r" '4 M5A o t ,,? JJ W E L CO A offers r -. f3 � valuable ��� -%{ i nformat i on 2 Y- z S Y { t that i s greatly ,� t appreciated,,: w.** : tr; ry ti _ • C ,., www.weicoa.org 13 • Wellness Council of America [WELCOA] 17002 Marcy Street, Suite 140 • Omaha, NE 68118-2933 Phone:402.827.3590 I Fax: 402.827.3594 www.welcoa.orq health refo -rn hi od eeke : •' . MINNESOTA Sibley /1 SHd• Srairwid•• 1I..iIlh Iniptn■rnnm+ Pmgiam Community Health Services Meeker- McLeod - Sibley SHIP 2.0 Addendum A Organization /business name: Main contact person name: Street Address: • Mailing Address City: Zip code: Phone number: Fax number: Email address: Best way to contact you: Best times to contact you: Please briefly describe your site. Please include details about your organization /business, the population you serve and the geographic area you serve: • Organizational Reach = please complete the section below that fits with your organization. Please include specific numbers and identify if numbers are actual or estimates and over what time period the number represents (ie. Average number of restaurant customers per week or per year.) Schools: Number of students currently enrolled (per site): Number of staff (per site): 1 Worksites: Number of employees: Approximate number of clients /customers that could be impacted by healthy changes made at your organization: Head Start: Number of students (per site): Number of staff (per site): Farm -to -Fork Institutions: - Hospitals and Nursing Homes: Number of residents /patients: Number of staff: Number of visitors and /or cafeteria customers: Farmers Markets: Number of vendors: Number of customers: Restaurants /Day camp: Number of customers: Number of employees: Ridgewater Tobacco Free Campus (Hutchinson Campus only): Number of students: Number of employees: Multi -Unit Housing: Number of residents: Number of employees: Number of visitors: 2 • Action plan (add more lines as necessary): Activity Anticipated Completion Date • Communication plan(add more lines as necessary): Activity Anticipated Completion Date Proposed budget (add more lines as necessary): • Description Amount Total: * Meeker - McLeod - Sibley Community Health Services (MMS CHS) has a contract with the Minnesota Department of Health (MDH) through June 30, 2013. If MDH were to terminate their contract with MMS CHS prior to that date, that would also result in early termination of this agreement. All stipend funding must be paid out prior to June 30, 2013. Any invoices that result in a payout date after June 30, 2013 will not be paid. Date Submitted to MMS: Partner signature: MMS SHIP staff signature: 3 • • • • • • • • • • • McLeod County Employees • Ah McLeod County Worksite Physical Activity Policy 4 On the Mo vo Overall Goal: The following guidelines are to encourage McLeod County employees to move throughout the day. In general, the more physical activity employees do the more benefits they get. Even short amounts of 10 minutes or more, offer benefits: • Regular physical activity provides for increased quality of life through improved endurance, strength, flexibility and balance, as well as reduced risk of chronic diseases, injury and perception of stress. With the encouragement of getting physical activity throughout the day will lead to McLeod County employees in living a healthier lifestyle. The following guidelines will strive to heighten the McLeod County wellness culture and putting into practice the McLeod County core wellness vision throughout the county system: McLeod County Worksite Physical Activity Policy includes: • Building physical activity breaks into meetings: Examples include facilitated activities such as stretch breaks, icebreakers or provide time for a walk break before or after lunch. • Identifying physical activity opportunities: Examples include provision of map with walking routes and local attractions; identification of recreational and exercise facilities; organization of ) walking groups and other group activities: • Supporting schedules to allow physical activity: Examples include flexible work schedules; longer lunch breaks to allow activity; as well as scheduled and/or facilitated stretch breaks integrated into meeting agendas. • Support the Sit for 60, Move for 3 Policy: For employees that that have been sitting for 60 minutes, are encouraged to get up and move for 3 minutes. This policy gives the McLeod County employees the OK to get away from their work station without feeling guilty about moving • around the building or taking a brief walk. • Providing encouragement from group leadership to engage in physical activity: Examples include community promotion of healthy lifestyles; employee leadership promoting physical activity for employees; group leadership being .role models for physical activity, �tSCAr`1W� sr,,,,,, 1 p�ve1 Signature w1 �rw • 0 • Title Date 0 tie to ,„4„) w It's SNA K Time" • it ' (Your office name) is organizing a Fruits & Veggies snack bowl. Employees will have the opportunity to snack on fresh fruits or vegetables! (Your office name) will sponsor the Fruits & Veggies snack bowl. During the week, if the snack bowl in our office needs replenishing, we encourage you to participate in this healthy activity by donating fresh fruit or vegetables that other employees can snack on. Why MORE is important? Fruits & vegetables are the cornerstone of a healthy diet. They're packed with vitamins, minerals, fiber, and honest satisfaction. Eating a variety of fruits and veggies everyday helps reduce your risk of chronic disease (like diabetes and some cancers), high blood pressure, and overweight and obesity. Plus, better health is one of the best ways you can help control health care costs! • Bea part of this activity by contributing to the Fruits & Veggies snack `a ', bowl! a ° 1, � Happy Healthy Snacking) t`. ' .. t 4 '...,5.''''1' .. r ( 1 • 1 la 1,1111 i Aiiii graffiti �� � � i Wiil IiYCittq_ F of c ■� �y 1�i L 01 o 't o W ° ., d ... . 111111111 viii ® — it `°' ilikilo C7 ... 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