Presentation on theme: "“Healthy Workplaces: Tips and Tools for a Comprehensive Approach”"— Presentation transcript:
1 “Healthy Workplaces: Tips and Tools for a Comprehensive Approach” Regional Network WorkshopSpring, 2003
2 Purpose: GoalsPilot materials & approaches developed during first 2 years of the THCU Workplace Project.Increase understanding & value of a comprehensive approach to workplace health.3. Increase capacity to facilitate or function within CHPWI’s.4. Increase capacity to work productively as a regional system, as indicated.
3 Purpose: Learning Objectives By the end of the workshop, participants will be able to:Identify the evidence-based components of a comprehensive approach to workplace health promotionApply a series of tools geared to the promotion, planning, implementation and evaluation of a comprehensive workplace health promotion programAccess supports available to them in theirworkplace health efforts
5 Process: AGENDA Welcome, Introductions & Housekeeping Conceptual OverviewElement: Internal Project ManagementElement: Situational AssessmentSharing TimeElement: Making the CaseToolboxes of ResourcesAdditional SupportsProject & Workshop EvaluationClosure
6 PEOPLE: Group Introductions Group according to the characteristic providedOnce in smaller group, introduce yourselvesorganizational affiliationhow long in current rolehow many workplaces do you workwith at any given time?what approach do you take?
7 Your THCU Workplace Team Larry HershfieldTHCU ManagerBerkeley ButlerWorkplace LeadSabrina RazackWorkplace SupportNancy DuboisWorkshop LeadBrian HyndmanEvaluation LeadMike HayesEvaluation ConsultantJodi ThesenvitzLisa SullivanTHCU Products
8 The THCU Workplace Project Funded through the provincial Stroke StrategyIn Year 3“Supporting Comprehensive Workplace Health Promotion in Ontario”Web site (www.thcu/Workplace/Workplace.html)Virtual community space5 regional pilot workshopsFollow-up consultationsSupport to regional networksThe future …
10 Sharing Time Opportunity to: share an innovative or interesting idea with colleaguesAsk questions of participants and facilitators regarding any workplace health challenge your are facingAnyone interestedin a 5-10 minute slot?
11 Conceptual Overview “THCU’s Workplace Project Approach to Workplace Health Promotion”(v4.1.feb.4)
12 ProcessAs this information is shared, make notes of any questions or comments that come to mindWe will share & post these at the end of this sectionMany may be addressed throughout the workshop but, if not, we will re-visit at the end of the session
13 CWHP … is not consistently defined is a “setting” in which to DO health promotionis a key “determinant of health”
15 Occupational Health and Safety Efforts to reduce physical and chemical hazards and ultimately injury, illness and disability. Includes:ErgonomicsInjury preventionHazard identification and controlEmergency response programsDisability case managementMedical services
16 Occupational Health and Safety Emerging Issuesvideo display terminalsviolence in the workplace“sick building syndrome”WSIB Best Practices in Prevention approachothers???
17 Voluntary Health Practices Includes lifestyle behaviour changes such as:SmokingPhysical activityNutritionSome evidence of short-term changes in individual behaviour & improvements in productivity BUT health status is not necessarily positively affected.
20 Four Types of Health Promotion Strategies Awareness Building:Tell them there is risk of X.Education/Skill Building:Tell them / teach them ways to deal with X.Environmental Support:Create an environment that makes it easier for them to deal with X.Policy Development:Develop policies that reduce the risk or make it easier to deal with X.
21 Organizational Change Not as widely accepted as part of workplace health promotion, compared to OH&S and voluntary health practices.Challenging to implement, but related to effectiveness of voluntary health practice and occupational health and safety interventions.
22 Organizational Change Typically meant to increase job satisfaction and ultimately productivityRecent research has shown that many productivity precursors are closely related to healthCardiovascular disease& strokeJob control & workplace stressJob satisfaction
23 Contributing FactorsKeeping demands on time and energy within reasonable boundsMaximizing employee participation in governance of their workProviding adequate recognitionTerms of employment (amount paid, job security)Corporate responses to non-work demands (e.g. child care)Employer fairnessPeer & supervisory communication & feedback
25 Key Work Environment Factors in Job Stress and Satisfaction ControlInvolvement in decisionsRewardReward for level of effortDemandTime to do my workEffortMental fatigueSocial science research over the past twenty years has identified four key factors in job stress and job satisfaction: demand, control, effort, reward.Demand means the amount of time we have to do our work.Control (another word for this factor is influence) has to do with the amount of involvement we have in decisions that affect our work.Effort refers to the amount of mental fatigue or psychological effort our work requires.And reward is self-explanatory: do we feel adequately rewarded for our level of effort to get our work done?
26 The “Fairness” Connection X Demand X Control X Effort X Reward Perceivedto beFairPerceivedto beUnfairThis brings us to the significance of management practices.Let’s look at the connection between what we’ve talked about so far - demand, control, effort and reward - and fairness.If we look at the right side of this slide, this is the job satisfaction profile - reasonable demand, high control, reasonable effort, high reward. Under these conditions employees feel they are being fairly treated by their manager.If we look at the left side of this slide, this is the job stress profile we saw a while back - high demand, low control, high effort, low reward. Under these conditions employees feel they are being unfairly treated by their manager because employees believe that the manager could change these conditions if he/she wanted to.(Emphasize we are talking about reasonableness in terms of demand, control, effort and reward.)Hence, the important link between perceived fairness, job stress, job satisfaction and management practices.Management Practices
27 3 Main Strategies for Reducing Work-Related Stress 1. Alter the working conditions so that they are less stressful or more conducive to effective coping. This strategy is most appropriate for large numbers of workers working under severe conditions. Examples include altering physical annoyances such as noise levels, or changing organizational decision-making processes to include employees.Lazarus (1991): THE EDUCATIONAL RESOURCES INFORMATION CENTER
28 3 Main Strategies for Reducing Work-Related Stress 2. Help individuals adapt by teaching them better coping strategies for conditions that are impossible or difficult to change. A limitation to this strategy is that it is costly to deal with each individual's unique transaction with the environment. Intervention strategies could include individual counselling services for employees, Employee Assistance Programs, or specialized stress management programs, such as cognitive behavioural interventions (Long, 1988).
29 3 Main Strategies for Reducing Work-Related Stress 3. Identify the stressful relationship between the individual or group and the work setting. Intervention strategies might include changes in worker assignment to produce a better person-environment fit, or it could involve teaching coping strategies for individuals who share common coping deficits (e.g., training in relaxation skills).
30 Workplaces could … align workloads with capabilities define work roles and responsibilities very clearlyincrease decision makingincrease communicationincrease access to resources needed to do the jobdecrease job uncertaintiesencourage networks of social supportpromote meaningful jobs that allow workers to use their skills. . . cont’d
31 Workplaces could also … provide flexible schedulesprovide readily available, high quality child careprovide elder care supportenforce sexual harassment policiesbe intolerent of gender discriminationProvide professional / skill developmentsupplementary health benefits (e.g. dental)
32 Occupational Health and Safety Voluntary Health Practices Occupational Health and SafetyVoluntary Health PracticesOrganizational ChangesAwareness Buildinge.g. raise awareness about risks for repetitive strain injuries due to low pa.e.g. raise awareness via newsletter about the benefits of being physically activee.g. raise awareness about importance of providing input to management about job stressEducation/Skill Buildinge.g. training on how to handle heavy machinerye.g. assist employees set small, realistic PA goals.e.g. provide information on best ways to give feedback to management.Environ-mental Supporte.g. provide necessary safety equipmente.g. provide fitness facilities in the workplace.e.g. providing child care facilities.Policy Develop-mente.g. mandate rigorous assessment of equipment before use by employeese.g. allow employees to flex time to exercise at lunch hour.e.g. policies that allow employees a certain amount of work-time each year to pursue PD
33 Intersection of the 3 Approaches · Cancer is frequently discussed under the heading of lifestyle issues, but is also an OH&S issue since many workplace chemicals and other hazards may contribute to cancer.· Stress, one of the most common workplace ailments crosses all three categories. Though some lifestyle changes such as increased physical activity may help with stress, it may not decrease significantly unless the cause of stress, perhaps a hazardous work environment or an unwieldy workload, is removed.
34 Intersection of the 3 Approaches (2) · Shift work may make it difficult for workers to get adequate sleep, eat regular meals, or to participate in exercise classes.· Particular work environments encourage unhealthy alcohol consumption, including drinking and eating as part of client seeking and marketing in service and sales work.
35 Evidence for this Approach Evidence of Effectiveness
36 EffectivenessDespite the many complexities and confounding variables, there is reason to believe that comprehensive workplace health can be worthwhile regardless of whether you are most interested in increasing company profits or improving population health quality of life.Can, that is, if it is truly comprehensive, including occupational health and safety, voluntary health practice and organizational change approaches.
37 Occupational Health and Safety In the past 25 years, OH&S efforts have resulted in significant decreases in work-related fatalities, decreased exposure to toxic substances and increases in worker’s ability to control their environment.Successes in this area have been built on a combination of efforts involving education and legislation.
38 Occupational Health and Safety Recent studies suggest that work organization may have a broad influence on worker safety and health.Workplace stress derived from measures of safety hazards, overcrowding, cognitive and physical demands, and environmental stressors can be used to predict occupational injuries.
39 Occupational Health and Safety In addition to the relationship between OH&S and OC, there is also a relationship between the voluntary behaviour change approach and OH&S.It has been found that employees with both high lifestyle risks and job risks were most likely to report injuries.
40 Voluntary Health Practices There are many different ways to measure the effectiveness of these activities including:process measures such as participation levels and employee satisfaction;short term outcome measures such as behaviour change;midterm outcome measures such as blood pressure or cost benefit;long-term outcome measures such as morbidity and mortality.
41 Cost BenefitMany review articles show that efforts within the personal lifestyle behaviour change approach can save employers money, largely by decreasing employee medical costs and absenteeism.Depending on how you measure cost benefit, results show cost benefit ratios of between 1:3 and 1:4.
42 Cost Benefit: gaps and questions Difficult to pinpoint exact cause of cost savings. Have health risks decreased? Or is perceived employer support making the difference?Each case study varies enormously in terms of implementation strategy. It is hard to draw conclusions, particularly without information on the corporate context (culture).Health Canada offers a good source of CDN data & limitations
43 Example of Conclusions: O’Donnell Hypertension reduction efforts resulted in success rates of 60% to 85% while programs are in place.Stress management programs have been shown to help with anxiety and muscle tension, but not with blood pressure, depression, irritability or sleep issues.Weight control programs revealed some short-tern effectiveness, but not long-term effectiveness.It was difficult to draw conclusions about nutrition and cholesterol interventions because the types of approaches varied widely.
44 Example of Conclusions: O’Donnell Exercise programs were shown to reduce body fat and body mass and improve aerobic power, muscle strength, and flexibility during the program but long-term outcomes remain unknown.Since the research done on workplace alcohol interventions has been of poor quality, little can be concluded.Programs addressing HIV/AIDS measured nothing about behaviour change, but did show an increase in knowledge and/or attitude changes.
45 Example of Conclusions: O’Donnell More broadly found that programs which included an individual counseling component were twice as likely to be effective as those which did not include counseling.Also, programs that included a combination of information, skill building and organizational enhancements were slightly more likely to have ‘mostly positive outcomes’ than programs that did not include all three of these approaches.
46 Voluntary Health Practices: Larry Chapman “According to the most recent scientific data available,piecemeal lifestyle initiatives may provide short term benefits, particularly as it relates to how employees perceive their employer, they have demonstrated little or no impact whatsoever on employee health over the longer term.”
47 Effectiveness of Organizational Change Organizational factors such as job demands, control, rewards and the presence (or absence) of policies that assist with work-life balance do have a direct impact on mental and therefore physical health.Job control in particular is associated with risk of cardiovascular disease.Organizational factors have also been shown to be important in occupational health and safety efforts.
48 Effectiveness of Organizational Change The literature suggests a spillover effect from job to leisure, indicating that people who hold stimulating jobs might be more likely to engage in physical activity and other healthy behaviours.
49 Effectiveness of Organizational Change The risks associated with organizational factors and stress cannot be offset simply by stress management programs.Shain has argued clearly for organizational change as a key ingredient in workplace health promotion. He states that health promotion programs will be effective only under conducive managerial conditions; conducive managerial conditions are primarily those that stimulate employee job satisfaction.
50 Effectiveness of Organizational Change The effects of organizational change interventions, however, can be variable.Numerous studies indicate that when management chooses to find ways of increasing employee control and reward, the benefits can be expected to decrease rates of almost all related adverse health outcomes.A review by Polanyi reported that in some studies organizational change increased psychological workload and absenteeism, while in others it was related to decreases in burnout and emotional strain.
51 “There is a growing body of evidence that the case for a healthy workplace must bepositioned within the context of achievingexcellence and as an investment innot just the health of employees butin the long-term health of the organization.”Dan Corbett, NQI. 2001
52 Conditions for Success o Senior management involvemento Participatory planningo Primary focus on employees’ needso Optimal use of on-site resources (e.g. map out a walking route around the building rather than going to an outside facility for activity)o Integration of health into corporate vision and valueso Recognition that individual health is a product of inter-dependent factorso Program tailoring to individual workplace needso Program planning should involve evaluationo A long-term commitment is necessary by workplaces
53 Examples: Well-regarded Initiatives THCU documentNQI examples in their planning bookletCanadian Labour Council 12 case studiesNQI Award WinnersOther collections or examples?
54 Links to the 4 Components of Sustainability What are we trying to sustain over time?An issue on a variety of agendas.The behaviour changes that people have made or started to make.Effective programs that are still needed.The partnership, in some form, if needed.See page __ in workbook
55 Further Supports on Sustainability THCU WorkbookTHCU worksheets – one per componentConsultations & workshopsRelated links on THCU Web site (www.thcu.ca)
56 CWHP Planning Framework See handout / wall versionHybrid of several common ones (Comparison document)“use as you choose”Comments, questions?
59 Intermediary Roles in CWHP “Generalist”services to many workplacesCombination of both roles“Specialist”direct to workplace service delivery
60 “Generalist” would …help workplaces make decisions about how to most effectively meet employee needs related to all three major approacheshave a well-grounded understanding of other stakeholders’ areas of expertise, without addressing specific topics themselvesbe able to assist with securing commitment, needs assessments, evaluation and continued promotional efforts targeted at management and all other workplace health promotion ‘drivers’ of successbe knowledgeable about how to link lifestyle and organizational change efforts with existing OHS efforts in the workplace, and about all the approach and topic-specific specialists available in the community to meet specific employee needshave expertise in guiding and sustaining productive partnerships between stakeholders representing all three kinds of approaches.
61 “Generalist” would … be assisting workplaces with their initiatives. Initiatives refer to the actions over time taken by decision-makers within workplaces to plan, assess needs and opportunities, set priorities, prepare, promote, implement and evaluate.“Well-regarded Initiatives”
62 “Generalist” would …Programs are a well-organized series of activities taken to facilitate change among a well-defined target group.Activities are elements within workplace health promotion programs and typically consist of various events, distribution of materials or information and policies/procedures.
63 Potential “Generalist” Actions Provision of business cases proving the importance of management commitment to workplace health promotionAdvice on how to maximize employee participation in workplace health initiativesAssistance in assessing employee health promotion needsOther?
64 “Specialist” would …Act at the program / activity level in their specific area of expertiseSample actions:Fitness programsEducational materials (pamphlets, posters, etc.)Support groupsReimbursement for smoking cessation aids,Hazardous material safe handling proceduresForums through which employees give feedback to managers.
65 Recommended Resources See handoutYour suggestions?
66 Discussion Questions, comments to post Address relevant ones now Come to some during the workshopRe-visit others at the end & establish any follow-up
69 Internal Project Management The process intermediaries are encouraged to undertake within their own own organization, prior to approaching workplaces.Meant to establish the strategic parameters for your approach to workplaces.Project Management should also be an on-going aspect of work once you are “in” a workplace.
70 Key Factors in Managing the Planning Process ParticipationTimeMoney/resourcesData-gatheringDecision-making
72 Levels of Stakeholders Core - on the planning teamInvolved - frequently consulted or part of some aspect(s) of the planning processSupportive - providing some form of supportPeripheral - needs to be kept informed
73 2. Time Participatory planning takes longer Determine the time you can take to create the plan AND the time you are planning for.
74 3. Money/ResourcesIncludes allocated funds, staff, time equipment and spaceWhat are you willing to invest?Include in-kind contributions from partnersIdentify who you want to work with in approaching workplaces (internal & external) & what they will bring.Opportunity costsWhat is the cost of NOT acting, now or at all?Must consider short-term expense vs. long-term pay-offROI – Return on Investment
75 4. Data GatheringWhat do you need to know to determine your approach to CWPH?NeedImpactMandateCapacityFrom where will you find this information?
76 5. Decision MakingWho needs to agree regarding the approach taken to address your role in supporting workplace health promotion?When should they be consulted in the process?What information will they need in order to make the decision?Anything else?
77 Internal Project Management: TASK Consider the groups you were in during the warm-up regarding your approach to workplaces AND the descriptions to come to determine which group best describes your current approach to CWHP.In those groups (sub-groups of Generalist & Specialist), identify what you are currently doing in each of the 5 components of IPM.What will it take to move to a more intense approach?Record your ideas on the worksheet provided & post highlights by the 5 categories on a flipchart.
78 Intermediary Roles in CWHP “Generalist”services to many workplacesCombination of both roles“Specialist”direct to workplace service delivery
84 Groups for Next Section Going to be moving to the next element of the ModelWould like to establish the group configuration
85 What are we going to do? 20 minutes – examine the three element and the pros and cons of some of the available tools30 minutes – groups task- Developing a situational assessment plans- Each group will use 1 of 4 differentworkplace stories– reporting back on your developed plan
86 Workplace StoriesJoin one of the following Healthy Workplace Committees to develop their Situational Assessment Plan#1- Chemical plant of about 100 employees#2- Educational institution with about 500 employees – 2 sites#3- Large regional financial institution with approximately 1000 employees – 20 locations#4- A small workplace of between employees
88 What are we going to do! 20 minutes – examine the three element and the pros and cons of some of the available tools30 minutes – group task- Developing a situational assessment plan- Each group will use 1 of 4 differentworkplace stories– reporting back on your developed plan
89 Workplace StoriesJoin one of the following Healthy Workplace Committees to develop their Situational Assessment Plan for:#1- Chemical plant of about 100 employees#2- Educational institution with about 500 employees – 2 sites#3- Large regional financial institution with approximately 1000 employees – 20 locations#4- A small workplace of between employees
90 Situational Assessment Components of a situational assessmentBusiness Case: workplace specific re: absenteerates, health costs etc- use NQI tool, A Four Step Guide To Building the Business Case for a healthy workplaceWorkplace specific demographics- Number of employees- age of employees- sex breakdown- number of locations, etc
91 Situational Assessment Components of a situational assessmentEnvironmental Audit (survey) or Resource Inventory ToolInterest Survey and Risk (Needs) Assessment SurveySurvey tools, and other resources addressing organizational change
92 Situational Assessment Environmental Audit (Survey) or Resource Inventory ToolPurpose:To gather information regarding what resources and policies currently exist in the workplaceYou will need this information when you begin to develop your plan
93 Situational Assessment Interest Survey and Risk (Needs) Assessment SurveyInterest SurveyPurpose:- You need to base your plan on the whatthe employees’ want- This is a basic condition for a successfulprogram
94 Situational Assessment Interest Survey and Risk (Needs) Assessment SurveyRisk (Needs) AssessmentPurpose:- This will give you helpful information on the risk behaviours of employees i.e. number of smokers, physical activity levels, % of high risk drinkers, stages of change behaviour- This can be important information that will help in your planning and evaluation
95 Situational Assessment Organizational Change SurveysPurpose:One of the three areas needed to be address in a comprehensive programSome would say that it is useless to address the other issues if this is not dealt with firstYou need to be able to get confidential input from the employees in this area
96 Situational Assessment Danielle Pratt: issues that need to be addressed in 10 – 15 organizational change questionsDemand / ControlEffort / RewardSocial SupportWork / Life BalanceExpectation of ActionBusiness Literacy (sense of belonging)Management / Employee Gap
97 Situational Assessment Health Risk AppraisalsPurpose:This gives each employees an outline of their individual health risk, i.e. may assess eating, smoking, physical activity, blood pressure etc.Will also give you an aggregate report of the health status of the employees
98 Situational Assessment Health Risk AppraisalsCaution:There are concerns regarding the legal implications of HRAsNeed to have individual counselling as a part of thisCan be very successful if used later as part of the planned activities
99 Situational Assessment Health Risk AppraisalsNQI referral listINFOTECK, Andrew Abbott,Global Medic, Allan Smofsky
100 Situational Assessment Remember:Confidentiality is extremely importantOnly collect the information that you will need for your:Program planningWhat you intend to evaluate
101 Situational Assessment RememberIt is important to have a true commitment from managementThe situational assessment creates an expectation of action by employeesIf management does not like the results and then cancels the program, it becomes an (un)ethical situationManagement can have blinders on regarding the true situation with their employees
102 What are we going to do! Task - 30 minutes Develop a situational assessment plan using the story on your table, include:- Environmental (Survey) Audit- Interest Survey and/or Risk (Needs)Assessment Survey- Organizational Change SurveysElect someone to report back, include rationaleand timelineIf you decide to alter or add to any of the surveysplease explain
103 “Fist to Five” Right hand = To what degree have you been exposed to something new today?Left hand =To what degree are you finding the session useful / worthwhile?
104 Sharing TimeHave an example to share with the group to enhance their learning?Have a question you would like to pose to the group for their input?A good joke??
107 Making the Case Key Steps Defining the Case (Issue Analysis ) Building the Case (Compiling the Evidence)Preparing the Case (Communications Planning)Making the Case (Implementation)Reviewing the Case (Evaluation)These are the general steps outlined in THCU Making the Case Nov. 22, 2000 – good reference material
108 1. Defining the Case Determine Are you making a general case for comprehensive workplace health promotion e.g. advocating or promoting services to business leadersAre you making the case for a specific health promotion strategy in the workplace e.g. active living, work life balanceAre you making the case for responding to a specific health issue e.g. SARS
109 1. Defining the Case Identify Key issue or problem Possible strategies or interventionsWhy now?Costs and cost-benefit where possibleAudience e.g. community members, seniormanagers, human resources, healthprofessionals, your own organizationWho are the decision makers here?
110 2. Building the Case Gather, review and interpret the evidence Answer: Why is this a priority now?What is the feasibility / effectiveness ofproposed intervention?Is the evidence appropriate / acceptableto intended audience?
111 3. Preparing the Case Understand your audience Who are they? (demographic, psychographic, behavioural characteristics)How do they make decisions?What motivates them (i.e. $, emotions, facts?)Is there support already? Who are the allies?Develop a communication planObjectivesChannelActivitiesMessagesAnticipate and prepare for counter argumentsDevelop identity
112 5. Making the Case Case presentation Post meeting debrief See Tips on Making the Business Case “Pitch”Use prepared notes and have copies for participantsPractice so you are polished and professionalBe relevant and compellingPost meeting debriefIdentify and assessing tasksSend follow up letter
113 6. Evaluating the Case Formative Process Summative What did your audience think of the issue /case?What was the most effective way of reaching them?ProcessWhat happened?Was it planned?Did it work?SummativeWas there change?Will anything happen as a result of your intervention?
114 Business Case: Comprehensive Workplace Health Promotion See handout “Making ‘cents’ of a good idea”Key elementsIntroductionOverview / executive summaryRationaleCost savings / Cost BenefitEmployee satisfactionOrganizational profileDue diligence
115 Business Case: Comprehensive Workplace Health Promotion Critical Success FactorsKey planning and implementation elements known to be effective in literatureSupports availableHow to develop unique workplace business case and planWhy now?Why not? – review key elements of rationale.
116 Business Case: Workplace Specific Use Making the Case key steps 3-6Key resources to develop specific business case:NQI “Four Step Guide to Building the Buisness Case for a Healthy Workplace”.Health Canada and The Canadian Council for Active Living at Work ”The Buisness Case for Active Living at Work”.See handout ”Ten Top Resources for Making the Workplace Health Promotion Buisness Case”.
117 Tips on Making Your Business Case “Pitch” Understand your audience – pitching to senior management or business leaders means understanding where they are coming fromMake sure your case has a compelling problem, a feasible solution and a link between the two.Make the presentation:Clear and simpleTechnically accurate but not technically detailedRelevant and compellingVisualPolished
118 Tips on Making Your Business Case “Pitch” Balanced between energy and silenceHit them in the hearts (emotion), mind (facts), gut (powerful) and pocketbook (costs)Three point plan:Tell them what you’re going to tell them (grabber, theme, announce plan)Tell them (3 points)Tell them what you told them (summarize, grabber, call to action)
119 Tips on Making Your Business Case “Pitch” Remember…Selling the value of a long-term investment to an audience looking for short term payoffs is hard. You need to find the right “hook” for your audienceBut…You are credibleYou have the evidence on your side
120 Existing ResourcesTHCU, Health Communication Message Review Criteria November 11, 2002THCU, Making the Case , November 22, 2000THCU, Strengthening Personal Presentations. workshop
121 New Resources Handouts: - Tips for Making your “Business Case” Pitch - Comprehensive Workplace Health Promotion:The Business CaseMaking “Cents” of a Good IdeaSoon to be available:- Adaptable PowerPoint presentation for the Business CaseThese are the general steps outlined in THCU Making the Case Nov. 22, 2000 – good reference material
122 Making the CaseWhat are the possible specific audiences that you might target with your Business Case?These are the general steps outlined in THCU Making the Case Nov. 22, 2000 – good reference material
123 Making the Case: Group Task Discuss how you would address the specific audience that you have been assignedConsider the following:- Are you presenting a general or issue specificbusiness case?- What specific things do you need to considerwhen developing a presentation for thisgroup?- What “Tip” do you need to consider whenpresenting to this group?Elect a group member to present.
124 Toolboxes of Resources Element:Toolboxes of Resources
126 What are we going to do? 30 minutes There are four tool boxes Select the 3 that you would like to look throughYou will have 10 minutes at each that you have chosenAfter 10 minutes we will ask you to move to another toolboxFacilitators will circulate to answer questionsWe welcome suggestions of other resourcesThe list of resources will be posted on the new website
127 The 4 Toolboxes1. Selecting and Accessing CWHP programs and activities (awareness raising, education and skill building, environmental supports)2. Selecting CWHP programs and activities addressing organizational culture3. Supporting the development of workplace health promotion policies4. Evaluating workplace health promotion programs
137 ConsultationsProvide up to 6 days consultation to some participants of these regional networksProvide up to 3 days consultation to others working in CWHP (advice-giving and guided process)Service Request Form to request consultation will be posted on the new Web site
138 Your Suggestions for Resources? Web sites?Articles / papers?People?Interventions?
141 Project Evaluation Purpose: To document what really happened, and To what consequence?
142 Year 3 SCWHPO - Project Logic Model Project ComponentInformation and knowledge exchangeVirtual community developmentSupports to priority intermediariesProject coordinationEvaluation1. Complete edit of resource dbase, arrange electronic access.2. Arrange electronic access to lit. review.3. Complete edit of stakeholder dbase, arrange electronic access.4. Complete edit of stakeholder analysis, arrange electronic access.5. Arrange for ongoing updating.1. Pre-production planning and research.2. Production.3. Post-production management.1. Prioritize potential supports2. Gather, adapt and/or create required materials.3. Identify/recruit regional contacts.4. Provide regional workshops.5. Provide consultation to regional workshop participants.6. Provide consultation to others working in CWHP.1. Outline project to key stakeholders & recruit PAC.2. Assemble project team.3. Build relationships with key delivery partners.4. Conduct PAC and project team meetings.5. Ongoing liaison with partners and stakeholders.6. Monitor/document project management information.1. Establish evaluation advisory committee.2. Develop eval. framework outlining appropriate outcome indicators/evaluation objectives.3. Establish strategies, designs, methods.4. Develop data collection instruments and protocol.5. Develop evaluation workplan.Project Activities by Component1. Completed materials.2. Procedures and mechanisms for updating.1. Website.2. Procedures, mechanisms, and workplans for ongoing management.1. Information on support priorities/ preferences.2.Completed support materials.3. Regional networks with leads.4.Regional workshops.5. Consultations with networks.6. Consultations with others working in CWHP.1. Functional management structures and mechanisms.2. Provincial partnership network to support CWHP.3. Structures and capacity for project service delivery.4. Year Three interim and final reports.1. Evaluation framework2. Data collection instruments.3. Evaluation workplan.Project Outputs by Component
143 Project Evaluation 1. To increase networking. 2. To increase the sharing of ideas and experiences.3. To increase understanding of CWHP.4. To increase adoption of state of the art ideas and resources.5. To increase knowledge, skill, and confidence to conduct CWHP.6. Increased capacity to work as a regional network.ImmediateProject Objectives1. To increase collaboration and partnerships for CWHP.2. To increase capacity among stakeholders to plan, implement, and evaluate CWHP initiatives.3. To increase capacity among intermediaries to market and promote CWHP to workplaces and employees.4. To increase support for CWHP from intermediary organizations.5. To increase the number of intermediary organizations participating in CWHP.Short-termProject Objectives1. To improve the quality and effectiveness of CWHP programming in Ontario.2. To increase the number of Ontario workers exposed to CWHP initiatives.Longer-termProject Goals1. Improved health of Ontario workers through CWHP.2. Reduced incidence of stroke and stroke-related risk factors among Ontario workers through CWHP.Project Impacts
144 Evaluation Framework Evaluation Objective 1 To document project outputs for components One through Four from the project logic model.Evaluation Objective 2To determine and document progress toward Immediate Project Objectives from the project logic model.
145 Evaluation Strategies Process EvaluationDocument reviewPAC and staff inputSupport target inputOutcome EvaluationWorkshop evaluation formsRegional network lead interviews