The document outlines a workplace wellness project aimed at developing sustainable workplace wellness initiatives. It discusses establishing leadership support, conducting an organizational assessment, creating measurable goals, and tracking progress over four phases: assessment and education, planning and goal setting, implementation, and benchmarking goals. The ultimate goal is to create a "culture of health" through supportive places, policies, and programs that encourage employees to make healthy choices.

1. WELCOME
Welcome to the workplace wellness project!
Goal of the project
o To provide guidance and tools to enable participants to
lead the development of a sustainable workplace
wellness initiatives within their organizations
1

2. PROJECT MODEL
Phase I: Assessment & Education
• Data collection and review
• Best practices
• Current State report
Phase II: Planning & goal setting
• Identify specific goals
• Set dates for goals/tasks
Phase III: Implementation
• Work plan
• Tracking
Phase IV: Benchmark plan/goals
progress (Continue implementation,
and sustain networking)
2
2. Planning /
Goal setting
1. Assessment
of current state
3. Implementation
4. Measurement
of progress &
sustainability

3. 3
WHY WE ARE HERE – DATA

4. EMPLOYER CONCERNS
• Obesity and overweight
• 63 percent of Minnesotans are overweight or obese1
• 79 percent of Minnesotans don’t get enough physical
activity (aerobic and strength activity)1
• 17.6 percent of Minnesota adults did not participate in
any physical activity in the past month1
• 78 percent of Minnesotans don’t eat enough fruits and
vegetables1
• annual health care costs of obesity in the U.S. have
doubled in less than a decade2
4
1 CDC: BRFSS (2009-2010)
2. Finkelstein EA, Trogdon JG, Cohen JW, et al. Annual medical spending attributable to obesity: payer- and server-specific estimates.
Health Aff 2009; 28(5) w822-w831.

5. EMPLOYER CONCERNS CONTINUED
• 16 percent of Minnesotans smoke1
• From 2007 to 2010:
• smokeless tobacco use in Minnesota doubled from 4.4
percent to 9.6 percent1
• exposure to secondhand smoke decreased from 55
percent to 44 percent1
5
1 Minnesota Adult Tobacco Survey, 2010

6. EMPLOYER CONCERNS CONTINUED
• Studies associate poor health with reduced
employee performance, safety and morale.1
• The organizational costs of employees in poor
health, and those with behavioral risk factors,
include:
• higher health care (medical and pharmacy), disability
and workers’ compensation expenses1
• 3 in 10 Americans entering workforce will become
disabled before they retire2
• decreased productivity at work1
• elevated absenteeism1
• elevated employee turnover1
6
1. Goetzel RZ, and Ozminkowski RJ. (2008). The Health and Cost Benefits of Work Site Health-Promotion Programs. Annual Review of
Public Health. 29:303-23.
2. Social Security Administration Fact Sheet, March 2011

7. CONCERNS OVER DIRECT COSTS? …
WHAT ABOUT INDIRECT COSTS?
24 Medical and
pharmaceutical (D)
Presenteeism (I)
Absenteeism (I)
Short term disability (I)
Long-term disability &
workers' comp. (I)
DIRECT
MEDICAL
COSTSINDIRECT
MEDICAL
COSTS
7

8. CULTURE IN THE WORKPLACE
We’ve looked at some data and studies.
Let’s ask ourselves …
Q: Why does culture within the workplace matter?
A: No matter what their business, employers must be
in the business of developing talent — including
providing opportunities for employees to be at their
best.
8

9. EMPLOYEE OBSTACLES …
… can be a sedentary job, presence of unhealthy foods,
tobacco use on grounds, lack of support for breastfeeding,
and more …
9

10. 10
LET’S CHANGE OUR THINKING

11. BENEFITS OF CREATING
A CULTURE OF HEALTH
11
Individual /
Employee
Where one works
Where one lives
Traditional focus
Culture of health: Focus to
achieve sustainability and
long-term results
A culture of health increases
organization’s visibility as an
advocate of health
• makes healthy choices
easier
• reaches ALL employees

12. OVERWEIGHT PEOPLE UNDERSTAND
12
Overweight
Obese
• want to lose weight
• are attempting to
lose weight
• recognize the health risk
• know that healthy eating
is important
Overweight
Obese

13. SOCIAL CONSTRUCTS
September 2009 New York Times Magazine article:
“Are your friends making you fat?”
• Framingham Heart Study: Individuals at work are
socially connected
• co-workers can influence negative and positive
behaviors
• create an environment that encourages positive
behaviors
13
Source: http://www.nytimes.com/2009/09/13/magazine/13contagion-t.html?pagewanted=all&_r=0

14. RETURNS
Studies indicate savings in absenteeism1
• average $3.27 per dollar invested
Studies indicate reduction in medical costs1
• average $2.73 per dollar invested
Clinical trial -- type 2 diabetes risk2
• lifestyle intervention = 58 percent risk reduction
• pharmaceutical intervention = 31 percent risk reduction
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1 Baicker K, Cutler D, Song Z. Workplace Wellness Programs Can Generate Savings. HEALTH AFFAIRS 29, NO. 2 (2010): 304-311.
2 Knowler WC, Barrett-Connor E, Fowler SE, Hamman RF, Lachin JM, Walker EA, Nathan DM; Diabetes Prevention Research Group.
Reduction in the incidence of type 2 diabetes with lifestyle intervention or metformin. New England Journal of Medicine 2002;346:393-403.

15. 15
WORKPLACE WELLNESS:
FUNDAMENTAL ELEMENTS

16. LEADERSHIP SUPPORT
• It is no secret that the key to all of this is
leadership support!
• Knows that people (employees) are the core of their
business, and understands the value of having
healthier employees.
• Is eager to learn more about the positive impact a
culture of health can have on employees.
• Lack of solid leadership support …
• equals a challenge for you/wellness team to
create a stronger, more sustainable workplace
wellness initiative.
16

17. FOUNDATION FOR A
“CULTURE OF HEALTH”
Beyond senior leadership support … a few other
critical pieces of a solid foundation include
• workplace wellness vision statement
• worksite assessment
• measurable goals and objectives
• wellness brand (gives your initiative its own identity)
• wellness committee
• tracking/measurement
17

18. WORKPLACE WELLNESS
VISION STATEMENT
• A concise statement that summarizes the purpose
and goals of your organization’s commitment to
creating a culture of health
• provides focus and a consistent direction for your
strategies
• reminds leaders and employees of the link between
employee health and the organization’s ability to
achieve its overall mission
18

19. ORGANIZATIONAL ASSESSMENT
• The Organizational Assessment benchmarks your
organization’s current workplace wellness efforts as
they relate to SHIP supported practices
• By virtue of completing the assessment, your
leadership/ human resources/wellness team know
how you’re doing
• ACTION: Review results after this meeting. Make
brief notes on items you’d like to address with your
goals
19

20. MEASURABLE GOALS
• Data-driven, written, measurable goals that are
based on
• best practices
• results of the worksite assessment
• employee interest surveys
• better management of health care spending
• health assessment aggregate results
20

21. WELLNESS BRAND
• A brand gives your initiative an identity
• Give recognition to the “culture of health” that is
being created at the workplace
• Employees identify the importance of your initiatives
• Use in all promotions and in wellness Intranet page
21

22. WELLNESS COMMITTEE
• Represents all areas/locations of the organization.
• Selected by senior leadership and/or employee’s self-select.
• Defined roles and responsibilities
• attends meetings
• represents their peer group/voice of support
• helps establish vision, goals and brand
• helps develop communication strategies
• helps with implementation
• A member of leadership is an active member.
• A communications/marketing person is an active member.
• Committee reports progress annually.
22

23. TRACKING / MEASUREMENT
• As part of this project, we’ll provide a format for
tracking your progress
• The organizational assessment will be completed
again toward the end of the project
23

24. 24
LET’S LOOK TO MAKE THE HEALTHY
CHOICE THE EASY CHOICE

25. CREATE A CULTURE OF HEALTH THROUGH …
… Places (environment), polices, practices (systems),
social support, and promotion to help employees
eat better, be more active,
quit/reduce tobacco use
and support new moms
to breastfeed.
25
Fundamental elements
Communications
Healthy eating
Physical activity
Tobacco use & exposure
Breastfeeding support
Measurement/
Evaluation
Leadershipsupport

26. 26
PLACES (ENVIRONMENT)

27. HEALTHY EATING
CAFETERIA / MEETINGS & EVENTS
Healthy choices area always available.
• reduce the quantity/size of unhealthy items and increase
healthy choices
Consider the current food defaults.
• vegetable sides
• whole grains
• healthy soups
Downsize portions.
• smaller plates
• half portions
27
ENVIRONMENT

28. HEALTHY EATING
VENDING
• Engage internal vendor relations team
• Vendor is a part of the process
• Survey employees
• Identify desired state
o increase availability of healthy products.
o offer smaller portions.
• Quality assurance
o keep machines consistently stocked with healthier
choices.
28
ENVIRONMENT

29. HEALTHY EATING
HEALTHY SNACK STATION
Location that contains refrigerated and dry goods
purchased on-your-honor
• Steps to establish a healthy snack station
o survey employees
o location and storage
o display and presentation
o management of station
o financial considerations
29
ENVIRONMENT

30. PHYSICAL ACTIVITY
ROUTES / PATHS / WALKING MEETINGS / WOW /
TENNIS SHOE TUESDAYS
30
ENVIRONMENT

31. PHYSICAL ACTIVITY
ACTIVE WORKSPACES
31
Photo source: Southeast Service Cooperative, Rochester, Minn.
ENVIRONMENT

32. PHYSICAL ACTIVITY
STAIRWELLS
32
ENVIRONMENT

33. PHYSICAL ACTIVITY
OTHER
• Onsite fitness center
• Activity rooms
• School facilities / Malls
• Bike racks
33
ENVIRONMENT

34. TOBACCO USE & EXPOSURE
TOBACCO-FREE WORKPLACE
• Buildings, grounds, company vehicles and personal
vehicles on grounds are tobacco-free (including
e-cigarettes) at all times.
34
ENVIRONMENT

35. BREASTFEEDING SUPPORT
MINNESOTA STATUTE 181.939
• The employer must make reasonable efforts to
provide a room or other location, in close proximity to
the work area, other than a toilet stall, where the
employee can express her milk in privacy.
• “Employer” means a person or entity that employs
one or more employees and includes the state and
its political subdivisions.
35
ENVIRONMENT

36. BREASTFEEDING SUPPORT
MOTHER’S ROOM
• An ideal minimum standard for a mother’s room
• clean room with privacy (cannot be a toilet stall)
• room locks from inside
• table or flat surface to place pump
• hospital grade pump is provided
• disinfectant wipes
• electrical outlet
• room is located near a source of running water
• place to store milk
36
ENVIRONMENT

37. 37
WELLNESS POLICIES

38. POLICIES: HEALTHY FOODS
Ideal healthy foods policies/guidelines include:
• Meetings and events include healthy options when food
and beverages are served
• Snack stations contain only healthy foods and beverages
• Vending maintains a minimum percentage of healthy foods
and beverages (e.g., 50% of food)
• healthy options are priced lower
• visible product labels
• healthy options labeled with “healthier choice” sticker
• Cafeteria offers healthy entrée daily (at a reduced cost)
• healthy options labeled with “healthier choice” sticker
38
POLICY

39. POLICIES: PHYSICAL ACTIVITY
Policy/guidelines components include:
• casual dress code
• flexible work schedule, or able to work with manager to set
schedule to flex time for activity around work hours
• dedicated breaks for physical activity
• extra time allowed for physical activity break
• active breaks during meetings
• walking meetings
• active commuting program
• mandatory stretch time
• sit to stand desks / walking workstations
• creation and management of an on-site fitness center
39
POLICY

40. POLICIES: TOBACCO-FREE ENVIRONMENT
Completely tobacco-free environment prohibits use of
all forms of tobacco + e-cigarettes
• (includes cigarettes, cigars, pipes, smokeless/snus,
e-cigarettes)
• in buildings (leased or owned), on grounds (and
vehicles parked on grounds) and in company vehicles
• includes enforcement protocol/procedures: enforced
just like any other organizational policy
• procedures ensure middle managers know their role in
supporting policy
• applies to employees, contractors, visitors
• “no tobacco or e-cigarette use” signage posted
40
POLICY

41. POLICIES: TIME AND PLACE FOR
NURSING MOMS
Support moms who return to work who continue to
breastfeed their infants, by having a policy that
• provides for the creation and maintenance of a
mother’s room (cannot be a restroom stall)
• table, chair, milk storage, near water
• expression equipment – hospital grade pump
• milk expression breaks
• employees may use personal leave or may make up
the time needed beyond the usual break time
• promoted to moms-to-be by their managers (and when
requesting FMLA from human resources)
41
POLICY

42. SYSTEMS AND SOCIAL SUPPORT

43. HEALTHY EATING
MEETINGS & EVENTS
• Contact local caterers to inquire about healthy choices
o breakfast, lunch, events
o hot and cold
o meet dietary requests
• Compile a healthy catering guidebook that outlines
healthy options. Reference for administrative staff when
placing orders.
• Social event to taste test foods [include healthy vending
options]
43
SYSTEMS and SOCIAL SUPPORT

44. PHYSICAL ACTIVITY
EVENTS
• Onsite fitness center
orientations
• Bike to work events
• Structured physical activity
opportunities (i.e. ongoing,
stretch breaks, yoga or
strength training classes,
walking groups)
44
SYSTEMS and SOCIAL SUPPORT

45. TOBACCO USE & EXPOSURE
QUIT PROGRAM
• Minnesota health plans have a no-cost stop
smoking/tobacco program for members.
• QUITPLAN is available for anyone who lives or
works in Minnesota. Ideally, this is promoted for
those who do not have insurance or insurance
through a Minnesota employer.
www.quitplan.com 1-888-354-PLAN (7526)
45
SYSTEMS and SOCIAL SUPPORT

46. BREASTFEEDING SUPPORT
SUPPORT GROUP
• Group meant for new parents at the workplace
o Discussion topics could include
• Breastfeeding tips
• Introducing solid food
• Work/life balance / balancing priorities for the family
• First time parent experiences
• Baby’s ages and stages
• Organization would provide a format and assist with
setting ground rules
• Can be employee-led
46
SYSTEMS and SOCIAL SUPPORT

47. SUMMARY
A “culture of health” is built from leadership support that allows
for the creation of fundamental elements and places, practices,
programs and policies to help employees eat better, be active,
quit/reduce tobacco use, and supports nursing moms
• healthy foods are available at the workplace and offered at no cost
or at a discount
• time and places for physical activity exist at the workplace
• the entire workplace is tobacco-free
• a place and time for nursing moms
• and more …
47