Better Health Better Business: A Roadmap to Comprehensive Workplace Health Improvement

Transcription

1 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Better Health Better Business: A Roadmap to Comprehensive Workplace Health Improvement ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Introduction i

2 Acknowledgments The Better Health Better Business: A Roadmap to Comprehensive Workplace Health Improvement was developed by a joint venture between Alberta Health Services Alberta Cancer Prevention Legacy Fund (ACPLF) and the Canadian Cancer Society, AB/NWT Division. About Us Alberta Health Services Alberta Cancer Prevention Legacy Fund (ACPLF) aims to transform cancer prevention for Albertans through innovative population-based initiatives, screening, and collaborative, focused research. Alberta Health Services and Alberta Innovates Health Solutions work together to deliver on the fund s mandate under the strategic guidance of the Government of Alberta. Our commitment is to an Alberta where most cancer is prevented. The Canadian Cancer Society, AB/NWT Division (The Society) is a national, community-based organization of volunteers whose mission is to eradicate cancer and enhance the quality of life of people living with cancer. Thanks to our donors and volunteers, the Society has the most impact, against the most cancers, in the most communities in Canada. ii Introduction

3 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE People are healthier when the places where they live and work support good health. (The Public Health Institute and The San Francisco Foundation, 2015) ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Introduction iii

4 About the Better Health Better Business Roadmap The Canadian Cancer Society, AB/NWT Division and Alberta Health Services Alberta Cancer Prevention Legacy Fund are proud to present Better Health Better Business: A Roadmap to Comprehensive Workplace Health Improvement. Why? The Better Health Better Business Roadmap is a resource to support the creation of comprehensive workplace health initiatives. It is based on generating a healthy workplace culture as the foundation for promoting healthy lifestyle practices and occupational health and safety. This Roadmap was developed for Alberta workplaces to improve awareness and understanding of workplace health, and to support the development and improvement of comprehensive workplace health practices. Who? The Better Health Better Business Roadmap is intended to support employers and employees who are interested in making their workplaces a healthier place to work. It is designed to be used by any employee who is a dedicated health champion for their workplace. Workplace health champions may include: a wellness coordinator, health and safety employees, human resource employees, occupational health nurses, health benefit staff or other employees interested in workplace health promotion. It is recommended that the workplace health program be a shared responsibility with a multi-departmental representation of employees as different departments can often bring different talents, perspectives and needs to the workplace health committee. iv Introduction

5 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE How? Help Pit Stop: Tools to Help Watch for Help Pit-Stops! Help Pit-Stops will provide you with additional tools and resources to help you move through each step of the roadmap. Better Health Better Business Roadmap outlines how workplaces can create sustainable changes to the workplace environment that influence cancer and chronic disease. Specifically, it provides detailed information, tools and resources to support workplaces as they move through a series of steps for improving supportive physical and social workplace environments that reduce cancer risk. By following the BHBB Roadmap, workplaces have the potential to improve workplace health and reduce unjust and avoidable differences by empowering leadership and employees to take action. Tools included in the guide were developed using feedback from Alberta industries, health promotion experts, and a systematic review of best practices in work place health. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Introduction v

6 Table of Contents Section 1: Business Case...9 Why your workplace?...9 Why invest in workplace health?...10 Section 2: The comprehensive workplace health model...13 Foundations of comprehensive workplace health promotion...14 Strengthening organizational culture: The 5 pillars of Success...18 Section 3: Steps to building a healthy workplace...27 Step 1: Get leadership Support...32 Step 2: Workplace health assessment...36 Step 3: Workplace health committee and building partnerships...40 vi Introduction

7 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE 1 2 Step 4: Recommendations & priorities...44 Step 5: Develop a comprehensive workplace health plan A. Develop a comprehensive action plan B. Develop a comprehensive evaluation plan...74 Step 6: Calculate your Return on Investment (ROI)...98 Step 7: Implement your comprehensive workplace health program Step 8: Evaluate and continuously improve Section 4: References A 5 B 6 7 ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Introduction vii 8

8 viii Introduction

9 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Section 1: Business Case WHY YOUR WORKPLACE? Many Albertans believe cancer is a matter of bad luck or faulty genes and that there is little they can do to prevent it. Yet, experts estimate that only a small part (15%) of our health is associated with biology or genetics1. A large part (60%) can be attributed to social, economic and environmental factors such as the settings where we live, work and play. As rates of cancer and chronic disease continue to rise in Alberta, the workplace is as an ideal setting to influence organizational and employee health while improving the employer s bottom line1. While it s not possible to completely eliminate cancer, the good news is up to 45% of cancers in Alberta are caused by factors that can be influenced through social or societal characteristics1. These are called modifiable risk factors because they can be modified, or changed, by building supportive environments that make the healthy choice, the easy choice. There is evidence demonstrating that the workplace setting can provide a supportive environment to encourage and promote healthy choices at both the individual and the organizational level2. The workplace has a strong influence on employee health and wellness and in turn, affects the family and community. Workplaces are convenient places for people to get information and support and provide access to groups who may be hard to reach otherwise (e.g., minority groups and people who do not visit doctors or other health professionals regularly)2. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 1 // 9

10 WHY INVEST IN WORKPLACE HEALTH? Employee health is good for your business There are 2.4 million people employed in Alberta s workforce. Investing in the health of Alberta s workforce can lead to healthier employees that: Are more productive Take less sick leave Have improved morale Economic reasons to invest Workplace health promotion has positive effects on an organization s bottom-line and the Return on Investment (ROI). Employee absence alone costs Canadian businesses about $8.6 billion per year 3. In addition, Canadian organizations report an annual absenteeism rate of 6.6 days lost per full-time employee, equating to about 2.6% of their total payroll3. Although measuring the ROI on a workplace health program is crucial, few organizations (1%) rigorously analyze their ROI 4. Good health can improve your bottom line Workplace health promotion has positive effects on an organization s bottom-line and can generate a positive Return on Investment. Organizations that invest in the health of their employees are known to have: Reduced absenteeism Improved productivity Reduced short and long term disability costs Reduced health benefit premiums 10 Section 1 //

11 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Help Pit Stop: Tools to Help Want to understand the ROI for your business? Use the BHBB ROI Calculator. For even more details and information on ROI, download the Business Case for Workplace Health For more information on the benefits of investing in workplace health, download the BHBB Quick Resource ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 1 // 11

12 12 Section 1 //

13 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Section 2: The comprehensive workplace health model There are many workplace factors that can influence the health of employees and employers. Often, workplaces believe that promoting health will be costly, complicated, or will take too much time. Health promotion can range from very simple to very complex efforts. It can be as simple as providing a place for health-related brochures, promoting a walking club or encouraging employees to re-organize tasks to reduce their stress and improve productivity. At the other end of the scale, it can mean establishing and implementing workplace health policies or offering health risk assessments. Workplaces have traditionally focused on health and safety programs that concentrate on workplace safety with little to no focus on the promotion of employee health. A shift is starting to take place where companies are integrating programs that focus on knowledge and skill building to support healthy employee behaviors. Yet in most cases, a comprehensive workplace health approach is lacking for businesses across Alberta. What is needed is a focus on building healthy workplace culture. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 13

14 FOUNDATIONS OF COMPREHENSIVE WORKPLACE HEALTH PROMOTION What is workplace health promotion? Workplace health promotion is a comprehensive and integrated approach to health that focuses on the general population in a workplace. It can be defined as the combined efforts of employers, employees and society to improve the health and wellbeing of people at work. This is achieved through a combination of improving the working environment, promoting the active participation of employees in health activities and encouraging personal development 5. Building partnerships is an essential key in creating sustainable workplace health programs. In Alberta, the provincial government, the Canadian Cancer Society, AB/NWT Division and various labor organizations collaborate to improve workplace health. Comprehensive workplace health promotion is an approach that protects and enhances the health of employees. This type of approach builds a healthy workplace culture by building supportive management at all levels, along with collective employee efforts to care for their own well being. There are three aspects to comprehensive workplace health promotion: 01. Occupational health and safety 02. Healthy lifestyle practices 03. Organizational culture 6 14 Section 2 //

15 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE This type of approach builds a healthy workplace culture by building supportive management at all levels, along with collective employee efforts to care for their own well being. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 15

16 Occupational health and safety Occupational health and safety refers to efforts to reduce the physical and chemical hazards in a work environment, with the goal of reducing work related injuries, illnesses and disabilities. Many activities fall under this category, including ergonomic practices, injury prevention, hazard identification and control, emergency response planning, disability case management and medical services. Healthy lifestyle Healthy lifestyle practices describe an individual s efforts to promote their own health through actions such as physical activity, reducing use of alcohol and/or other drugs, or healthy eating. Workplaces can also support these practices by encouraging or supporting employees to act upon or change their personal health practices. This can be done by offering opportunities such as on-site fitness classes during the lunch hour or confidential health coaching services. Workplaces can also support voluntary health practices with workplace policies such as fatigue management, healthy food choices, drug and alcohol use, and vacation and overtime. Organizational culture Organizational culture refers to the social environment, as perceived and experienced by employees, and focuses on improving the organizational working environment. Elements within an organizational environment include leadership style, management practices, employee autonomy and control, and social support. Workplace infrastructure can provide and promote support networks that encourage healthy behavior at the individual and organizational levels. 16 Section 2 //

17 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Recently, a fourth component has been added that incorporates the importance of Organizational Social Responsibility. This refers to the participation in the community to improve the health of workers, their families and other members of the community (e.g. volunteering during work hours, controlling pollutants, fundraising for charities)7. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 17

18 STRENGTHENING ORGANIZATIONAL CULTURE: THE 5 PILLARS OF SUCCESS Although the three aspects of comprehensive workplace health promotion are essential to promote health and prevent cancer and chronic disease, without a strong organizational culture and supportive environment for workplace health, success will be limited. To build organizational culture, research shows that the most effective programs use the following five pillars as their foundation: 01. Leadership Support 02. Integrated Approach & Program Design 03. Communication 04. Employee Participation & Engagement 05. Evaluation and Continuous Improvement 8 18 Section 2 //

19 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Leadership support Strong organizational leadership and management support is essential to generate the human and financial capital required for a successful workplace health program. The leadership team demonstrates a commitment to workplace health through its actions, the allocation of resources, and by providing access to health programs. Potential indicators of leadership support include: Financial commitment to workplace health demonstrated through the allocation of financial resources (i.e. dedicated budget) Staffing resources are dedicated to the workplace health program Workplace health policies are in place to ensure a healthy and supportive environment Health benefits are provided to employees ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 19

20 Employee engagement and participation Engagement and participation of employees at all levels during the development and implementation of health programs and activities is important. Potential indicators of employee engagement and participation include: Employee health interest survey is administered Multiple interventions are used to engage employees in workplace health Work time is provided for employees to participate in workplace health activities Employees are encouraged to provide input that influences the workplace health environment 20 Section 2 //

21 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Integrated approach and program design Effective workplace health programs must address both psychosocial and physical environments, as well as the health of individuals. This requires a concentrated effort and alignment between the different departments in an organization. Potential indicators of an integrated approach and program design include: The organizations approach to workplace health is integrated into the overall business plan Employee interest surveys and health risk appraisals are done within an organization The organization collects health information (i.e. health benefits data and trends, short/long term disability data and trends) Health program priorities are based on outcomes of collected health information Workplace health responsibilities (program and activities) are shared within the organization between staff and departments ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 21

22 Communication Effective communication is essential for engaging employees in discussions about health, as well as providing information and promoting workplace health programs and activities. Without effective communication, employees will not be aware of, engaged in, or participate in health programs and activities. Potential indicators of effective and continuous improvement include: Communication methods are used to promote workplace health (i.e. s, bulletin boards) Educational materials supplied to employees increase awareness and provide support for behavior change 22 Section 2 //

23 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Evaluation and continuous improvement Evaluation and continuous improvement is an essential process used to assess the progress of ongoing health activities. Evaluating measures the effectiveness and efficiency of the programs and activities, and provides critical information about both employee and organizational health needs. This information can be used to improve future workplace health initiatives and activities. Some potential indicators of evaluation and of continuous improvement include: Collecting data to help guide the planning of the workplace health program and activities (i.e. absenteeism, participation numbers) The data is analyzed to identify changes over a period of time The workplace health program plan is revised based on the analyzed data ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 23

24 24 Section 2 //

25 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Here are examples of actions that can achieve a strong organizational culture and supportive environment. LEADERSHIP SUPPORT INTEGRATED APPROACH & PROGRAM DESIGN COMMUNICATION EMPLOYEE ENGAGEMENT & PARTICIPATION EVALUATION & CONTINUOUS IMPROVEMENT Leaders participate in health activities Workplace health is integrated into business plan Use different communication channels Use different approaches to engage staff Develop baseline measures Allocate resources to workplace health programs Conduct an Organizational Health Assessment Offer a variety of educational materials Conduct an employee interest survey Data is used to revise current health environment Allocate budget directly to workplace health activities Conduct a Health Risk Appraisal Promote health activities, available benefits & policies Form a wellness committee Track measures over short and long term Develop healthy policies (i.e. healthy meeting guidelines) Designate a staff FTE for workplace health Tailor messaging to employees Allow access to programs during work time Calculate and track return on investment Encourage staff participation in workplace health programs during work hours Create a comprehensive workplace health action plan Communication to all work sites Implement Incentives for participating Data is used to inform future health activities Offer EFAP and health benefits Management and supervisors are engaged Use a mixed approach Programming is tailored to staff feedback Share data and lessons learned with employees ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 2 // 25

26 26 Section 2 //

27 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Section 3: Steps to building a healthy workplace The Better Health Better Business: Roadmap to Comprehensive Workplace Health Improvement outlines how workplaces can create realistic and sustainable changes to their workplace health culture and employee lifestyle health practices that influence cancer and chronic disease. Specifically, the Roadmap will support workplaces with detailed information, tools and resources as they move through the steps for improving workplace health culture and employee health practices that reduce cancer and chronic disease risk. A step-by-step process for workplace health is outlined and will guide workplaces through best practices for creating a healthy workplace, healthy employees and ultimately generating a Return on Investment (ROI) in the long-term. The BHBB Roadmap is based on a comprehensive workplace health model that aims to impact an employer s organizational culture; employee lifestyle health practices; and improve upon occupational health and safety programs. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 3 // 27

28 The roadmap takes you and your workplace through the following 8 steps. Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment Implement 7 1 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan 28 Section 3 //

29 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE After implementing the step-by-step process in this Roadmap your workplace should have: Increased leadership buy-in An assessment of the health of your workplace A workplace health team/committee A tailored action and evaluation plan Return on investment tracking system Measurements of programs success Improved workplace health corporate culture Momentum for continued change Help Pit Stop: Tools to Help Be sure to watch for Help Pit Stops: Tools to Help throughout the document to learn about tools and resources that will help a workplace accomplish each step of the Road map. The tools included in the Roadmap were developed using feedback from Alberta industries, health promotion experts, and systematic review of best practices in workplace health. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER Section 3 // 29

30 Step 1 Get Leadership Support 30 The 8 Steps //

31 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE 1 Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment Implement 7 1 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 31

32 STEP 1: GET LEADERSHIP SUPPORT An essential first step to developing a healthy workplace is to gain support from leadership. Gaining leadership commitment to the workplace health process is important to ensure that human and financial capital is allocated to the workplace health program Engage early with management to develop a rationale for why a comprehensive workplace health program is needed To do this, you will need to have the following 12 : A rationale for the importance of a workplace health program. Tip! Look for aggregrated data on employee health profiles, absenteeism, short-term and long-term disability and health benefit claims. The benefits a workplace health program would have for your organization. The roles and responsibilities of the workplace health committee Examples of what a workplace health program could look like 32 The 8 Steps //

33 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE 1 Get Started! Brainstorm ideas for why your workplace needs a workplace health initiative and what the benefits will be. Think about how you will share these with your leadership. Help Pit Stop: Tools to Help Better Health Better Business Case: The Business Case for Workplace Health can be utilized to gain leadership support for workplace health initiatives. The Business Case for Workplace Health and Why Workplace Health quick resource outlines how workplace health programs can be applied to help employees maintain or improve their health while reducing costs for businesses. Go to the BHBB website ( and download the Why Workplace Health quick resource and the Business case for Workplace Health. Need Help? Contact our support team: workplacehealth@albertahealthservices.ca ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 33

34 Step 2 Do a Workplace Health Assessment 34 The 8 Steps //

35 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment 2 Implement 7 1 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 35

36 STEP 2: WORKPLACE HEALTH ASSESSMENT One of the first tasks in developing a comprehensive workplace health program is to complete an assessment of your current health profile. This is a useful way to understand current workplace infrastructure, policies and programs and to inform the direction and design of your workplace health program 9, 11. It also provides you with a baseline that you can measure improvements against. A workplace health assessment should be repeated periodically to measure improvements that you have made. The BHBB Workplace Health Assessment Tool provides a snapshot of your workplace health environment (based on the 5 pillars of success) and identifies what you are currently doing to address modifiable risk factors for cancer and chronic disease. Recommendations Report After your Workplace Health Assessment Tool has been completed, you will receive a recommendations report and a score for each section of the assessment tool. You will use your recommendations and score to determine priority areas and action plan in Steps 4 and The 8 Steps //

37 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Help Pit Stop: Tools to Help Go to the BHBB website to access and fill in the Workplace Health Assessment Tool 2 Need more information to help complete the Assessment Tool? Go to the BHBB web site and download the Workplace Health Assessment Tool User Guide Caution! If a workplace health assessment is not conducted, workplaces run the risk of their health priorities and actions being based solely on the committee member s needs 9. The assessment tool can also help strengthen the business case to upper leadership, ensure appropriate use of resources and provide baseline information to evaluate effectiveness of the workplace health program 9. Need Help? Contact our support team: workplacehealth@albertahealthservices.ca ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 37

38 Step 3 Establish a Workplace Health Committee 38 The 8 Steps //

39 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment 3 Implement 7 1 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 39

40 STEP 3: WORKPLACE HEALTH COMMITTEE AND BUILDING PARTNERSHIPS To drive the development and sustainability of your workplace health program, a workplace health committee or group should be formed. Often, one individual initially champions a workplace health committee but it is important to develop a team approach to improve success and sustainability. The team will be responsible for taking the recommendations generated from the Workplace Health Assessment in Step 2 and determining what activities should happen 9, 10. Workplace health committees work best when employees are involved from the start leading to a sense of ownership. When putting your team together, do your best to get representation from all levels, ages and cultures. Think about involving representatives from: Human Resources can help with workplace policy Occupational Health and Safety can help move activities forward Senior Management can help align activities with organizational policy and improve support Trade Unions can ensure representation of members Social/Health Related Groups in your Workplace can help to combine efforts for a larger impact 40 The 8 Steps //

41 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Building partnerships at the local level is also advantageous to pool resources to implement the workplace health program. Local supports can provide assistance for workplace health action planning and to implement workplace health program actions. Partnerships may include community health centers and non-profit organizations 7, 9, Start Brainstorming potential employees to involve in your workplace health committee: Need Help? Contact our support team: workplacehealth@albertahealthservices.ca ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 41

42 Step 4 Review Recommendations & Prioritize 42 The 8 Steps //

43 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment Implement 7 1 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee 4 Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 43

44 STEP 4: RECOMMENDATIONS & PRIORITIES The roadmap follows a 3-step process for reviewing recommendations and developing priorities. By following the sequence, you will be able to integrate the results of the Workplace Health Assessment Tool and the interests of your employees into action areas that are both important and changeable. The prioritization sequence begins with reviewing your Workplace Health Assessment Tool Recommendations Report. A. Review the Workplace Health Assessment Tool Recommendations Report The BHBB Workplace Health Assessment Tool Recommendations Report provides an overview of the current health status of your organization and is generated from the 5 pillars of success and your current policies and programs that address the modifiable risk factors for cancer and chronic disease. To identify top health priorities in your workplace, your workplace health committee should: 01. Review the scores from the Workplace Health Assessment Tool 02. Review the Recommendations Report 03. Identify the common action areas from the Recommendations Report according to the major headings (i.e. leadership, communication, tobacco, mental health). 44 The 8 Steps //

45 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE B. Engage your employees One way of knowing if the priorities established are important to your employees is to carry out an employee survey to determine their health interests. Employee health interest surveys are useful for a workplace to inform and engage employees in the workplace health program, identify the employees health priorities, identify which health promotion activities employees are interested in and gather information about employee health risks. Employees are less likely to attend and utilize the workplace health program if the program is not based on their needs and interests. Use the common themes from the Workplace Health Assessment Tool Recommendations Report to identify what your employees are most interested in. 4 Help Pit Stop: Tools to Help For a sample employee interest survey, go to the Better Health Better Business Support Toolkit Finally, you will need to get your workplace health committee together to complete a fun and informative prioritization exercise. The process outlined in the following page is simple and involves identifying your top 6 action areas, comparing the action areas to each other and determining your priority areas for action plan development. ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 45

46 C. Carry out a prioritization exercise with your workplace health committee Once you have the results of your employee health interest survey and the Workplace Health Assessment Tool, you are ready to start the prioritization process. It is important to determine the criteria or process you are going to use for prioritization. From the Recommendations Report and your employee health interest survey, there will be many different action areas put forward. Although all ideas may be interesting and important, they may also be unrealistic or unchangeable at this time. It is important for the workplace health committee to debate and decide where it is best to invest time, effort and resources. This is the process of prioritization. When setting priorities, it should be a consensus with all members of the committee agreeing on what action items will be addressed immediately and which ones can be postponed. Ensure that there is a clear understanding of what action is chosen for your workplace to implement, and a reasonable and realistic target for improvement is set. 1. Identify up to 6 action areas Priority Setting Criteria ideas for determining the top 6 action areas. Ranking more than 6 action areas is possible, but not advised. 46 The 8 Steps //

47 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE When determining the top 6 action areas from your recommendations and interest survey, think about : The action areas that have the highest likelihood of improvement (changeability) The relative importance of the action area The ability to impletment action area LESS CHANGEABLE MORE CHANGEABLE MORE IMPORTANT High priority for program focus Priority for innovative program; evaluation crucial LESS IMPORTANT Low priority except to demonstrate change for political purposes No program 4 Source: Health Promotion Planning. Lawrence W. Green and Marshall W. Kreuter. (Green & Kreuter, 1999) ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 47

48 As a group, discuss the action areas according to importance and changeability. For example, consider each of the action areas by asking the committee: is this area important to our workplace at this time? Is it something that we feel we can improve in the short term? Does the workplace have the time, money and human resources to implement action in this area? Top 6 action areas ACTION AREA 1: ACTION AREA 4: ACTION AREA 2: ACTION AREA 5: ACTION AREA 3: ACTION AREA 6: 48 The 8 Steps //

49 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE When determining areas for preferred action consider: If the idea affects a large number of employees If the idea is positive, creates a lot of interest and will fuse the strengths of your workplace If the results can be obtained in the short and the medium term If your workplace has the means to implement the idea (financial, human and physical resources) The seasonality of the improvement area 4 2. Compare the top 6 action areas Start by developing a matrix. Get ready for discussing the top 6 areas for improvement. Develop a ranking matrix (see below for an example) on a large piece of paper for the discussion to take place Use short form for the action areas to be ranked along the top and left side of the matrix: Use the headings from the Recommendations Report to group action items The order of the improvement areas on the top and side of the matrix should be the same ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 49

50 An example is shown below, but your workplace will determine what improvement areas are listed on the top and side of the matrix. IMPROVEMENT AREAS LEADERSHIP COMMUNICATION TOBACCO MENTAL HEALTH UVR PHYSICAL ACTIVITY LEADERSHIP COMMUNICATION TOBACCO MENTAL HEALTH UVR PHYSICAL ACTIVITY 50 The 8 Steps //

51 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Next, complete the matrix Discuss the action areas by comparing them to one another. Consider the action areas two at a time Select the action areas preferred for action Each action area is compared with all the other action areas, one by one The number of times an action area is selected is the score it gets The higher the score, the higher the ranking of priority for action planning 4 The improvement area with the highest score is considered the top priority for action planning ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 51

52 An example is shown below. To calculate the total for each improvement area, use the columns as the starting point (i.e. Leadership) and then count the total number of times that improvement area is identified (i.e. Leadership Total = 4). Once you have totaled all of the columns, you can rank the improvement areas (i.e. Leadership Rank = 2). IMPROVEMENT AREAS LEADERSHIP COMMUNICATION TOBACCO MENTAL HEALTH UVR PHYSICAL ACTIVITY LEADERSHIP COMMUNICATION Leadership TOBACCO Leadership Communication MENTAL HEALTH Mental Health Mental Health Mental Health UVR Leadership Communication Tobacco Mental Health PHYSICAL ACTIVITY Leadership Communication Tobacco Mental Health UVR TOTAL RANK The 8 Steps //

53 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Finally, discuss the results of the matrix Discuss the rankings and identify the priority areas for action. Discuss why the improvement areas were given an overall ranking of 1st, 2nd, 3rd Discuss the relationships between the priority areas for action How you could develop a plan to address more than one action area Think about how the 5 pillars of Success can be used to develop an action plan for cancer and chronic disease modifiable risk factors 4 i.e. Mental health was identified as a top priority with leadership support and communication coming 2nd and 3rd. Develop an action plan that focuses on mental health while improving leadership support and continually communicating with employees. After determining priority areas, use the BHBB Support Toolkit to help you identify specific activities related to your priority areas. The toolkit will link you to tools and resources that will help you develop and implement workplace health policies, programs and activities. The toolkit provides information on building supportive environments that address modifiable risk factors for cancer and chronic disease. Remember! A comprehensive plan acts on multiple priorities to have a big impact in the workplace. Need Help? Contact our support team workplacehealth@albertahealthservices.ca ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 53

54 Step 5A Develop a Comprehensive Action Plan 54 The 8 Steps //

55 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Evaluate & Continuously Improve 8 2 Do a Workplace Health Assessment Implement 7 et Leadership Support GGet Leadership Support 3 Establish a Workplace Health Committee 1 5 A Calculate Return on Investment 6 4 Review Recommendations & Prioritize Develop a Comprehensive Evaluation Plan 5B 5A Develop a Comprehensive Action Plan ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 55

56 STEP 5: DEVELOP A COMPREHENSIVE WORKPLACE HEALTH PLAN In some ways, an action plan is a heroic act; it helps us turn our dreams into a reality. Community Toolbox This step has 2 parts. You will first work through a series of steps to develop an action plan (5A). Then once your objectives, activities and intended outcomes are identified you will develop an evaluation plan (5B) that will assist you in measuring your success! These steps can be difficult. If it seems like it is hard to create a clear path to where you are going, don t worry this is part of the planning process. 5A. DEVELOP A COMPREHENSIVE ACTION PLAN Now that your workplace s priorities have been identified, the action planning can begin. This is often the most exciting part, where the tangible changes will start to take place in your workplace. Programs and policies will require strategic planning with clearly identified objectives, timelines, follow up activities and evaluation. 56 The 8 Steps //

57 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE A plan that is easily understood by the workplace health committee should clearly link activities with objectives. It should also assign responsibilities in a set time frame and identify resources required. Before starting your action plan, here are some questions to consider: 01. What is your long-term goal? 02. Are there any groups that you are trying to target? 03. What are your objectives? 5 A 04. To achieve your objectives: What activities will you need to do? What resources will be required? When do you want to achieve your objectives? What products (outputs) will you generate? 05. What changes (outcomes) do you hope to generate? ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 57

58 Help Pit Stop: Tools to Help BHBB has developed an online and interactive version of these forms. After brain storming the questions below, please visit our website to complete your action plan. By completing these questions you will develop your workplace health improvement action plan. Use the spaces below each question to write your ideas and begin building your action plan. Question 1: What is your long-term goal? Clearly defining your goals will help you to determine the action plan that you need to create. Goals can be broad, general intentions and you don t need to worry about measuring them. This is the idea that will guide your decision making for the long-term change you hope your workplace health program will make. Example of a long-term goal: to improve the health of your organization and its employees 58 The 8 Steps //

59 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Question 2: What groups of employees will your policy or program target? It is important to think about who your policy or program will impact. Who will benefit? Who might be disadvantaged? You can develop programs that are targeted to specific employee groups (i.e. shift workers), or policies that impact entire workplaces. When developing your action plan, consider: What groups are most likely to benefit from the change? What groups may experience a disadvantage or harm because of the change? Example of a target audience: all employees with a focus on serving the unique needs of shift workers 5 A ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 59

60 Question 3: What are your SMART objectives? Write goals as SMART objectives; Specific, Measurable, Achievable, Realistic and Time-bound. Consider organizational and employee changes over the short and long term and categories such as providing education/awareness, building skills, and work environment. S M A R T Specific Concrete, detailed, and well defined so that you know where you are going and what to expect when you arrive Measurable Numbers and quantities provide means of measurement and comparison Achievable Feasible and easy to put into action Realistic Considers constraints such as resources, personnel, cost, and time frame Timely A time frame helps to set boundaries around the objective What should be done? What strategies will be used? Is the objective described with strong action verbs such as conduct, develop, build, plan, or execute? Who will be involved? Is the result specified? How much and how often will it be done? How will we know that change has occurred? Are we able to gather these measurements? How will it be done? Can it be done in the proposed timeframe? Are the limitations and constraints understood? Can it be done? Are resources available to achieve this objective? Is it possible to achieve this objective? When will it be done? When will this objective be accomplished? What is the stated deadline? 60 The 8 Steps //

61 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Example of a SMART objective: to ensure workplace health is incorporated into the mission and vision statements of the workplace by April Generally, it is good to develop 2 3 objectives you are aiming to achieve. OBJECTIVE 1: OBJECTIVE 2: 5 A OBJECTIVE 3: ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 61

62 Question 4: What activities do you need to undertake to achieve your objectives? Identify and determine the activities associated with the health priorities and objectives you have defined in your workplace health program. For each of the objectives, determine activities that correspond with the Workplace Health 5 Pillars of Success. Examples of activities that relate to the 5 pillars of success are: Leadership support Leadership will provide budget, allocate resources to plan and implement and provide work time for employees to participate in the workplace health physical activity program. Integrated approach and program design A multi-department workplace health committee will be formed so that each department is involved in the planning, implementing and evaluation of the workplace health physical activity program. Communication Several different communication methods will be used to communicate to all employees about the workplace physical activity program and associated activities that will be taking place. Employee engagement and participation The workplace will communicate with employees through the workplace health committee and the managers to gain feedback from employees so that employees know about the program and that the organization gives them time to participate. Evaluation and continuous improvement The workplace health committee and champion for the workplace health physical activity program will work together to draft an evaluation plan to determine what worked and what didn t work following the actual activities that take place. 62 The 8 Steps //

63 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE ACTIVITIES FOR OBJECTIVE 1: ACTIVITIES FOR OBJECTIVE 2: 5 A ACTIVITIES FOR OBJECTIVE 3: ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 63

64 Question 5: What resources are required to achieve each objective? Identify the resources, staff and budget that will be allocated to the activities that will help accomplish your workplace health program objectives (e.g. policy development, presentations, health promotion training, communication etc.). When identifying staff time be specific about who will be responsible for the different tasks and activities. Examples of resources you will need to create and carry out the program include: Funding/Budget Human Resources Staff Consultant time Partners/Stakeholders which partners are needed to achieve the outcomes Other Material Resources Office supplies, equipment, printing 64 The 8 Steps //

65 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE RESOURCES FOR OBJECTIVE 1: RESOURCES FOR OBJECTIVE 2: 5 A RESOURCES FOR OBJECTIVE 3: ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 65

66 Question 6: When will you achieve your objectives? Timelines define when the program team will accomplish specific tasks or activities to meet your identified objectives. Identify the timelines required for planning, implementation and evaluation of your workplace health initiative. Be careful to give those who are implementing the activity enough time to go through the whole process from planning to evaluation. This means, ensuring that timelines are realistic. Revisit your timelines throughout the implementation of the program. An example of a timeline might be: the workplace health committee will complete draft of a vision and mission statement by December 1, 2015 and submit it for leadership approval by February 1, The 8 Steps //

67 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE TIMELINE FOR OBJECTIVE 1: TIMELINE FOR OBJECTIVE 2: 5 A TIMELINE FOR OBJECTIVE 3: ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 67

68 Question 7: What products (outputs) will your program produce? Products are the tangible outputs produced by your program activities. Products can be program deliverables (i.e. resources, reports or strategies) or things you can count (number of people trained, of meetings, and number of events). Products are often quantifiable, they don t rely on any knowledge of your starting point. Products focus on what happens once the activity has been completed. Examples of products: number of meetings with leadership, a written strategic plan for workplace health PRODUCTS FOR OBJECTIVE 1: PRODUCTS FOR OBJECTIVE 2: PRODUCTS FOR OBJECTIVE 3: 68 The 8 Steps //

69 // A COMPREHENSIVE WORKPLACE HEALTH IMPROVEMENT GUIDE Question 8: What changes do you expect your program to bring about? Outcomes are the changes in individuals, groups or workplace that your program expects to bring about or influence. Outcomes often refer to the changes, benefits, learnings or other effects that happen as a result of your work. Outcomes can be wanted or unwanted, expected or unexpected. Outcomes should be written clearly so that there is a basis for measuring the change. Often thought of as changes in awareness, knowledge, and attitudes (short-term outcomes), skills and behaviors (medium-term outcomes), or programmatic or policy change (longer-term outcomes). Outcomes are a result of the activities during the implementation phase. They are often expressed as an increase, decrease or maintained. Example of a short-term outcome: a 50% increase in participation of employees in the workplace physical activity program from A Example of a medium or long-term outcome: a 80% increase in participation of employees in the workplace physical activity program from SHORT-TERM OUTCOMES (1 3 YEARS) MEDIUM AND LONG-TERM OUTCOMES (3+ YEARS) ALBERTA HEALTH SERVICES CANADIAN CANCER SOCIETY ALBERTA PREVENTS CANCER The 8 Steps // 69