This document discusses plans to create a Health Hub at a college to promote healthy living and wellness. It will include a hair salon, spa and massage clinic used as learning spaces. The goal is to model and teach lifelong healthy practices. It also aims to improve employee wellness through physical activity programs with the goal of reducing sick leave costs. Future phases include getting board approval and developing a business plan to analyze costs and benefits using a Sustainable Return on Investment methodology.

1. HEALTHY LIVING
EDUCATION: PLANNING
CURRENT THINKING
October 23rd, 2014

2. Phase 1 – Creation of a Health Hub in A Building
Three learning enterprises:
• Hair Styling Salon
• Esthetics Spa
• Massage Therapy Clinic
HLE Update to Deans Council
September 2014

3. Health is defined as the capacity to adapt and self-manage
in the face of physical, mental and social
challenges, a shift away from a disease-focused
approach that is motivating changes in health
systems worldwide.
- Alex Jadad MD DPhil FRCPC FCAHS
Founder, Centre for Global eHealth Innovation
HLE Update to Deans Council
September 2014

4. Our Vision is to be the first postsecondary institution
to ‘live’ this definition in the programming we
develop, in the services we provide for our students,
staff and community.
Our programming strategy targets growth in
• Diagnostic imaging
• Physio and occupational therapies
• Alternative therapies
• Food and nutrition
• Fitness, massage, spa
• Bachelor of Technology – Trans-Disciplinary
• Medical Laboratory
• Food Research Centre
• Retirement Community Management
HLE Update to Deans Council
September 2014

5. Employee wellness. We know that there are 5 main components that
contribute to employee wellness, specifically these are: purpose,
social, financial, community and physical. The HLE initiative we are
contributing directly to physical health and nutrition, social wellbeing
and increasing the employee connection to our external community.
Pride in working for your organization contributes to recruitment
and retention. Experts predict the current turnover rate may rise to
65%, particularly with an expected retirement wave. With recruiting
costs running higher, the ability to engage and retain valuable
employees has a significant impact on an organization’s bottom line.
HLE Update to Deans Council
September 2014

6. Employee Engagement: Well employees are engaged and
motivated. Research has shown that employees who are engaged
significantly outperform work groups who are partially engaged or
disengaged. These employees are committed, motivated and dedicated
to Algonquin’s students. In the fight for competitive advantage where
employees are the differentiator, engaged employees are the ultimate
goal. This can be Algonquin College’s sustainable competitive advantage
and long-term strength.
Sick leave costs the College in excess of $1,000,000 per year. By
committing to wellness initiatives including physical activity, eating well
and taking time for personal needs, we expect to decrease absenteeism
costs and increase engagement and morale.
HLE Update to Deans Council
September 2014

7. • An environment where healthy living is modeled and
embraced.
• Rich learning opportunities for establishing lifelong healthy
living practices.
• Living labs where health and wellness practices are
developed.
• A supportive environment for students to practice their skills
with clients from the internal and external community.
• A comfortable, convenient environment for students to meet
their own health and wellness needs while attending school.
HLE Update to Deans Council
September 2014

8. Mission of Algonquin Athletics:
“A generation committed to physical activity, for life.”
This is based on the reality that “physical energy is the
fundamental source of fuel (in support of emotional,
mental and spiritual energy levels), even if our work is
almost completely sedentary.” (Loehr & Schwartz, 2003,
p.48)
HLE Update to Deans Council
September 2014

9. Desired Outcomes
• Graduates will have a basic understanding of the
interrelationship of physical, emotional, mental and spiritual
energy.
• In essence, self-awareness leading to self-management of life’s
work/rest cycles leading to increased capacity rather than
atrophy and burnout.
• Graduates will adopt the necessary habits required to maintain
high levels of energy in pursuit of optimum health, which is so
much more than just the absence of disease.
• Students’ Association’s emphasis will be on physical health and
energy since it is foundational.
HLE Update to Deans Council
September 2014

10. Sustainable Return on Investment (SROI)
• SROI determines the full value of a project by
assigning monetary values to all costs and benefits -
economic, social and environmental
• A methodology that identifies projects that will best
accomplish goals of:
• Optimizing the total value of a project, and
• Positioning a project with the best
case for funding

11. Phase 2 - Key Milestones
• Board of Governors Engagement
• Dec 2014
• Board Reviews Draft Principles for Woodroffe Campus
Development Planning
• Endorsement of HLE Initiative
• June 2015
• Review of 5‐Year Woodroffe Campus Development Plan
Approval re: Proceeding with New HLE Wing

12. Phase 2 - Focus of Effort for HLE
2014 Q2 + Q3 (Fall) 2014 Q4 + 2015 Q1 (Winter / Spring)
Business Model
Financial Analysis
•Using a Sustainable Return on Investment
(SROI) methodology
Environment Scan
Implementation Roadmap
Risk Analysis
Business Model - The “Why”
•Compelling vision
•Sense of urgency to make happen (Kotter)
•How will this create, deliver, and capture
value?
Development Model - The “How”
•Explore innovative approaches to implement
project
Business Plan / Case
Activity Profile and Details - The
“Who” and the “What”
•Summary of activity to be included
•Assemble base information - programs,
enrolments, projections…

13. Questions?
HLE Update to Deans Council
September 2014