Corporate Wellness ConsultantsCorporate Wellness Consultants and Corporate Wellness Programs

A business plan is a roadmap for success. Use the guidelines below to develop a realistic business plan and budget for your Corporate Wellness Programs.

What is a business plan?

• A plan for success
• A document that convincingly demonstrates that your Corporate Wellness Program will help the organization to achieve its goals.

Questions to ask when developing a Corporate Wellness Program business plan

• Why do you need to do the Corporate Wellness Program?
• What are you going to do?
• Where are you going to do it?
• Who is the target audience?
• How are you going to do it?
• Who is going to implement the Corporate Wellness Program?
• How much will the Corporate Wellness Program cost Senior Management?
• What is Senior Management going to get out of the Corporate Wellness Program? Why should Senior Management invest in the Corporate Wellness Program?

Corporate Wellness Program business Plan Components

• Title and duration of the Corporate Wellness Program
• Points of contact
• Background information (description of need; bibliography/literature review; how the Corporate Wellness Program will help achieve the organization’s goals)
• Corporate Wellness Program description
• Goals and objectives
• Implementation site
• Target population
• Work plan
• Partnerships and collaborations
• Timelines and milestones
• Budget and resource requirements (dollars and individuals)

Gaining the support of leadership

• Clearly link the Corporate Wellness Program goals and objectives to the organization’s strategic plan.
• Focus on the desired outcomes.
• Use the right language for the right audience. By way of example, Senior Management is interested in decreased clinic visits, increased provider productivity, management of the health of the population. However, Senior Management is interested in increased readiness, decreased lost duty/training time, and decreased disability and FECA claims.
A well thought-out Corporate Wellness Program business plan will help you gain leadership support, help you get and keep resources needed to implement the Corporate Wellness Program, and keep the Corporate Wellness Program on track towards meaningful outcomes.

As they say: “timing is everything.” Use the guidelines below to guide the timing of Corporate Wellness Program activities and data collection.

Timing: Corporate Wellness Program Start-up
• Consider the optimal time to start a new Corporate Wellness Program. Take into account preferences of the target population and other factors that could affect enrollment and participation.
• By way of example, coordinating the start of an adult weight management initiative with the start of school in August or September may be a good tie-in with a “fresh start.”
• On the other hand, starting an adult weight management initiative In January may not be a great idea because of the constraints that weather may put on exercising outdoors.
• Take advantage of other timing cycles at your installation. Planning a marketing blitz just after the PCS turnover has been completed is a good way to let new personnel know what Corporate Wellness Program options are available.

Timing: Corporate Wellness Program Participant Support
• Consider how frequently Corporate Wellness Program sessions should be offered to provide the best support and education for members and the best opportunity for success.
• Get feedback from members regarding what session frequencies work best for them.
• Consider the timing for other support mechanisms like email encouragement. What timing of those messages will benefit members most: Weekly? Bi-monthly? Monthly?

Timing: Corporate Wellness Program Data Collection
• Collecting data is an excellent way to track participant progress and also to identify potential problems within a Corporate Wellness Program. So, give some thought to the frequency and timing of data collection.
• Select metrics that can realistically change during the Corporate Wellness Program implementation time period. By way of example, BMI and weight may not change very much during a 10-week Corporate Wellness Program; however, step counts are more likely to noticeably change.
• Some data, such as participant responsiveness to out-of-class assignments (like food journals) and other interim data (like step counts) will provide important information needed to “adjust fire” as needed and make Corporate Wellness Program changes if something is not working.
• Be flexible regarding data collection frequency. Instead of requiring that members complete an exercise log every day, for example, consider asking for a “snapshot” summary from two or three days during the week. You will still get information to review, but members will have an easier time complying with the assignment.

Timing: Corporate Wellness Program Follow-up
• Because the we are such a mobile population, it’s best to plan some sort of post-Corporate Wellness Program follow-up data collection within two to four months after the Corporate Wellness Program ends.
• You can always try to collect additional follow-up data at 6 or 12 months after Corporate Wellness Program completion. However, if you collect the data sooner, you’ll at least have collected some short term Corporate Wellness Program impact information before members are lost to follow-up.

Corporate Wellness Program communication is important to all aspects of Wellness and preventive medicine and is relevant to:
• Healthcare provider-patient relationships
• An individual’s exposure to, search for, and use of Corporate Wellness Program information
• Effective counseling and patient education for behavior change
• Content of public health messages and community campaigns

Effective health communication should have these attributes:
• Accuracy: content is valid and error-free
• Availability: delivered or placed where the intended audience can access the information
• Balance: content presents benefits and risks of potential actions
• Consistency: content is locally consistent over time and is also consistent with information from other reliable sources
• Evidence-based: content and methods of delivery are based on relevant scientific proof
• Reach: content gets to or is available to as many individuals as possible in the target population
• Reliability: content source is credible; content is kept up-to-date
• Repetition: delivery of/access to the content is continued over time, to reinforce the impact with the audience and to reach new members of the target population
• Timeliness: content is provided when the audience is most receptive to, or in need of, the specific information
• Understandability: reading, language levels, and format are appropriate for the specific audience (i.e., Employees, Family Members, Garrison leadership, etc.)

What the research says about health communication
• Health communication best supports Wellness when multiple communication methods are used to reach specific audiences.
• Effective Wellness and communication initiatives should reflect an audiencecentered perspective, and reflect the preferred formats, contexts, and method of communication for the intended audience.

Material adapted from: U.S. Department of Health and Human Services. Healthy People 2010. 2nd ed. With Understanding and Improving Health and Objectives for Improving Health. 2 vols. Washington, DC: U.S. Government Printing Office, November 2000.
http://www.healthypeople.gov/document/HTML/Volume1/11HealthCom.htm

Evaluation of successful Corporate Wellness Programs has revealed several key Corporate Wellness Program strategies to increase Corporate Wellness Program effectiveness and impact overall Soldier health.

Strategy #5: Using a small number of targeted priorities maintains Corporate Wellness Program focus.
• Needs assessment data can be used to identify leading health needs and also high risk populations.
• Choosing a handful of specific health needs on which to focus will maximize efficient use of resources.
• Keeping the Corporate Wellness Program focus small will avoid duplication of other ongoing installation Corporate Wellness Programs.

Strategy #6: Use standardized processes whenever possible.

Reduce the amount of variation within your Corporate Wellness Programs by standardizing all the processes needed for Corporate Wellness Program planning and implementation. By way of example:
• Use the same spreadsheet format for data collection so that the columns are in the same order. This way you can compare data more easily.
• Reuse the same forms for enrollment and attendance. Change the heading as needed.
• Look at other Wellness Programming processes (like registration, evaluation, marketing, etc.). What parts of those processes can be standardized?
• The Wellness and Prevention Initiatives website (http://chppmwww. apgea.army.mil/dhpw/Population/HPPiFunction.aspx) has many standardized Corporate Wellness Program resources in a variety of topic areas.

Strategy #7: Corporate Wellness Program delivery methods should be flexible and adapted to population needs.
• Delivery of products and services may depend on: unit needs, training requirements, other scheduling considerations (such as work/duty schedules, school scheduling, etc.), participant preference, and/or availability of staff or space.
• Be flexible: the same produce/service delivery methods may not work for every population.
• Some units may want services provided to them as close as possible to the unit location; other units may prefer as many services as possible bundled together at once (regardless of location).
• Take Wellness and preventive medicine beyond the walls of the business in order to meet leadership and employee needs. Answer the question: “How can we best help leadership and Employees to fulfill their mission?”

Evaluation of successful Corporate Wellness Programs has revealed several key Corporate Wellness Program strategies to increase Corporate Wellness Program effectiveness and impact overall Soldier health.

Strategy #1: Communication with leadership is essential
• Assess leadership priorities.
• Report Corporate Wellness Program outcomes back to leadership in a timely manner.
• Equal investments of support from both the medical and line community will result in enhanced Corporate Wellness Program success.

Strategy #2: Corporate Wellness Program planning must be driven by data.
• Determine specific needs of the target population.
• Focus on the health status of the population as a whole to identify the top health concerns.
• Information should drive decisions regarding which health needs should be addressed first.

Strategy #3: Use electronic data collection and reporting as often as possible.
• Centrally collected data in an electronic format is essential for determining population health needs.
• Electronic reporting is also very valuable when communicating Corporate Wellness Program outcomes to leadership and other stakeholders.
• Flexible reporting capabilities allow data to be presented as information that can support decision-making, in formats that decision-makers prefer.

Strategy #4: Multidisciplinary collaboration enhances employee health and maximizes available resources.
• Collaboration between health disciplines increases effectiveness of Wellness and preventive medicine interventions.
• Don’t forget to look outside the business for collaboration partners.
• Optimized Corporate Wellness Program outcomes can be met by coordinating the activities of medical consultants, cadre, community agents, and funding sources.
• Bundling services together also provides the additional benefit to units by conserving training and mission time.
Implementing these strategies can improve Corporate Wellness Program effectiveness and optimize available resources.

Keeping the bottom line up front Bottom Line Up Front in Corporate Wellness Program will help you get and sustain Senior Management support. A Bottom Line Up Front approach will also help you more realistically measure the impact of your Corporate Wellness Program.

The bottom line in Corporate Wellness Programs answer two key questions:
• How will participant health be improved?
• What’s in it for Senior Management?

The ultimate bottom line: all roads should lead to readiness.
• Always be ready to communicate to leadership the ways that your Corporate Wellness Program impacts readiness.
• Think like Senior Management: what Corporate Wellness Program outcomes will be important from a Senior Management point of view?
• Develop line-centered language that communicates those outcomes.
• Ask members how they think a particular Corporate Wellness Program enhances force readiness. This input is a valuable source of information.

Use the following steps as a Bottom Line Up Front approach to Corporate Wellness Programs.

Step 1: Think about the end of the Corporate Wellness Program first and plan backwards.
• It has been said, “If you don’t know where you’re going, any road will get you there.”
• Before planning or beginning any part of the Corporate Wellness Program, be able to answer the questions: how will participant health be improved? What’s in it for Senior Management?

Step 2: Identify concrete Corporate Wellness Program outcomes.
• Identify up front what the Corporate Wellness Program is working towards.
o By way of example: will members lose weight? Walk more steps? Decrease injuries? Move to another stage of change?
• Identify any processes or procedures that will be improved.
o By way of example: which pharmacy operations will become more efficient? How will record-keeping be streamlined?

Step 3: Determine what will be measured to show that Corporate Wellness Program goals were achieved.
• Consider what data is really needed to show Corporate Wellness Program effectiveness. Avoid the temptation to collect every possible piece of data. Choose a handful of important data points and stick to those.
• Think backwards when determining what data to collect – consider how easily follow-up data can be collected when a Corporate Wellness Program ends. Getting follow-up data is often a challenge.
• Only collect data for health behaviors or indicators that the Corporate Wellness Program actually affected.
o By way of example: if the main Corporate Wellness Program goal is that members will walk more steps, then it may be better NOT to choose changes in cholesterol level as a Corporate Wellness Program outcome (unless the Corporate Wellness Program specifically addresses cholesterol).
• Avoid measuring outcomes that the Corporate Wellness Program cannot (or did not) affect.

Step 4: Determine what Corporate Wellness Program elements must be included to move members towards the Corporate Wellness Program goals.
• The concrete Corporate Wellness Program outcomes identified in Step 2 are the compass for keeping the Corporate Wellness Program on track. All Corporate Wellness Program elements should lead towards that ultimate goal.

Working backwards when planning and beginning Corporate Wellness Programs is really forward thinking. Keeping the bottom line up front is a smart approach to Corporate Wellness Programs.

Most companies do not have the Corporate Wellness Program resources to address all of their health needs at once. Priorities must be set to determine the most pressing health needs. Use the steps below to prioritize installation Wellness needs.

Assess the health needs of the population.

Collect data about the health needs in the community. How?

• Community- or target group-specific surveys

Identify health needs and at-risk populations.

Use the data to identify leading health needs and also high risk populations. By way of example:

• Obesity and overweight
• Injury prevention
• Self care

Reduce the list.

Not every health need can (or should) be addressed. Use the following questions to determine which health needs should be addressed first.
• How does the health need impact operational readiness? How big is the impact?
• What are the Senior Management priorities? How does the health need fit into those priorities?
• What are the behavioral factors affecting the health need? What is the proof that a behavior change will make a difference? Has the behavior been successfully changed by other Corporate Wellness Programs?
• What other social, physical, or environmental factors influence the health need or the target population?
• Is the health need a greater problem at the local level than in the U.S. population as a whole?
• Does the business have the subject matter expertise and resources to address the health need?

Develop Corporate Wellness Program recommendations.

Only a handful of specific health needs should be focused on in a given year. Keep the following in mind as recommendations are developed as to which specific health needs will be addressed:
• Avoid duplication of other ongoing Corporate Wellness Programs whenever possible. Identify Corporate Wellness Programs already addressing the health need and/or the target population.
• Identify and assess available resources. Build on existing services whenever possible.

Use the recommendations to offer tailored, targeted, integrated interventions to address the prioritized list of health needs. Prioritizing health needs will keep Corporate Wellness Programs focused, maximize efficient use of resources, and align Wellness efforts with Senior Management goals and priorities.

Corporate Wellness Program evaluation is critical for effective Wellness and will help you get Senior Management support.

Why evaluate your Corporate Wellness Program?

Corporate Wellness Program evaluation answers these questions:
• What change(s) occurred in the target population?
• ‘What’s in it’ for Senior Management?
• Are the resources that are being used worth the outcomes that are reached?
• Were Corporate Wellness Program outcomes expected? (Unexpected outcomes may have occurred.)
• What Corporate Wellness Program areas need improvement?

Corporate Wellness Program Fact of Life:

Corporate Wellness Program evaluation left to “chance” or until “there is time” will never happen.

• Corporate Wellness Program evaluation should be considered as an essential part of the whole plan for Wellness and not as something extra.

Where do you start?

Make it Simple. Corporate Wellness Program evaluation does not have to be complicated.
• Get baseline data.
• Baseline data is the health status of the target population at the beginning of the Corporate Wellness Program.
• Begin by collecting just 3 or 4 key items as the baseline. You will have better success collecting follow-up information later if you only need to get a few pieces of data.
• Don’t rely only on health indicators that require lab evaluation. Also use self-report information and health indicators that are measurable without lab tests.

• Collect data that relates to readiness.
• You should always be ready to communicate to leadership the ways that your Corporate Wellness Program impacts readiness. Plan ahead to collect data that will demonstrate this connection.
• Think like Senior Management: what Corporate Wellness Program outcomes will be important from Senior Management point of view?

• It’s never too late to incorporate Corporate Wellness Program evaluation into Corporate Wellness Programs.
• If your Corporate Wellness Program is already up and running and you didn’t plan for data collection ahead of time, start collecting data NOW.
• If you don’t have baseline data, then collect interim data and compare that to end-of-program data.
• Or, you can compare final Corporate Wellness Program outcomes to similar programs elsewhere.

If you can’t make any comparisons to other data, use resources like The Community Guide (http://www.thecommunityguide.org/ ) that have already evaluated the effectiveness of Corporate Wellness Program components. Compare the components of your Corporate Wellness Program to those that have been proven effective elsewhere.

Think ahead: what unexpected challenges might come up as you implement your Corporate Wellness Program? How could you adapt and change the Corporate Wellness Program to meet those challenges?

• Consider the “what if’s?”
• What if your classroom space is suddenly no longer available?
• What if you can’t hold the Wellness Fair in the usual place?
• Have a ‘Plan B’ (or even Plan C or Plan D) in mind for when the “what if’s” happen.

• Build a team that can help with the Corporate Wellness Program
• Who else could teach the health education class if the regular instructor cancels at the last minute?
• Know what areas of expertise your staff has besides their ‘main’ job. By way of example, find out who has fitness instructor credentials besides just the physical therapist.
• Don’t wait for a crisis before you build a network of individuals that you can call on.

• Be ready to roll your sleeves up
• Jump in to fill a gap if you need to.
• YOU may have to help restock the milk case in the dining facility when the Dairy Month ‘Milk Mustache’ contest results in increased sales during lunch.

• Be willing (and ready) to respond to feedback about the Corporate Wellness Program
• Get participant feedback while the Corporate Wellness Program is ongoing. Then be ready to adapt to those suggestions.
• By way of example, if kids in a pediatric obesity Corporate Wellness Program fight the idea of completing exercise logs, then get a verbal summary of their activity for the week instead.

• Simplify Corporate Wellness Program
• If part of your Corporate Wellness Program is not working, try making that part less complicated.
• By way of example, if getting follow-up information is not going the way you planned, then make the process to get information easier OR decrease the number of pieces of information that you collect.

• Use lemons to make lemonade
• What do you do when the Corporate Wellness Program doesn’t turn out exactly as you planned? Look for what did turn out. Often, the ‘unexpected outcomes’ produce positive results.
• By way of example, one installation’s database to collect sick call data was made obsolete by a regional system. However, the installation database was able to be used in a different way to track vaccination information that improved delivery of care to Employees.
• At another installation, world events halted a new physical training program. Instead, Corporate Wellness Program materials were made into a fitness guide.

Take the time to plan Corporate Wellness Programs before they are implemented.

Effective planning enables better use of all your resources. Include all the steps below when you plan a Wellness activity.
• Do your homework – Find the science and research that support your interventions. Look for similar Corporate Wellness Programs that already exist.
• Determine the specific health need(s) – Use these needs to target interventions to problems that are an issue for your population.
• Organize a team – A team is a resource multiplier. Network and build as many partnerships as you can.
• Make a plan, but don’t start completely from scratch. Make a written plan for your Corporate Wellness Program. Look for every opportunity to take advantage of resources that already exist. Don’t reinvent the wheel.
• Select a focus – Choose one or two main target areas for Corporate Wellness Programs. Address all five stages of change in the target areas rather than trying to hit every possible Wellness topic.
• Determine your resources – What assets do you have? What assets will you need? How can you fill the gaps?
• Get Senior Management support – Think like Senior Management. Communicate the value of Wellness from Senior Management’s perspective.
• Begin the activity- Be flexible. Be prepared for unexpected challenges.
• Market the activity – Keep your Corporate Wellness Program visible for Senior Management, line and medical personnel, Corporate Wellness Program members, and potential partners and volunteers.
• Collect and analyze outcomes – Outcomes indicate Corporate Wellness Program impact. Begin with just a few outcomes – you don’t have to collect everything. Remember that it’s never too late to start measuring Corporate Wellness Program impact.
• Evaluate, improve and re-evaluate – Use participant feedback and Corporate Wellness Program outcomes to determine Corporate Wellness Program impact. Identify areas in need of improvement. Use outcomes to determine if expended resources were worth the results.