1. Workshop Evaluation of the CSPN Workplace Challenge
Emma Adams, Research & Evaluation Manager, BHFNC
Using evidence to support the business case
Lisa Young, Project Manager, BHF

2. Outline of workshop 2 short presentations Discussion 1
Evaluation of the Workplace Challenge – reminder!
Using evidence to make the business case
Discussion 1
Types of evidence used
Strengthening the business case
Discussion 2 (groups)
Engaging businesses in physical activity and sport
Barriers, solutions and actions

3. Evaluation of the CSPN Workplace Challenge
Workplace Challenge is one of a number of projects funded through Sport England’s Get Healthy Get Active portfolio.
BHFNC is conducting the national evaluation and this follows guidance in the Standard Evaluation Framework for Physical Activity Interventions and Sport England’s requirements for the evaluation of these projects.
Evaluation of the CSPN Workplace Challenge
Emma Adams
CSP Conference 14th October 2015

4. Target population: definition of inactive
‘In the past week, on how many days have you done a total of 30 min or more of physical activity, which was enough to raise your breathing rate? This may include sport, exercise and brisk walking or cycling for recreation or to get to and from places, but should not include housework or physical activity that may be part of your job’
Just a reminder the aim of the Get Healthy Get Active projects is to recruit inactive individuals and build the evidence base for engaging the inactive in sport and physical activity.
The Single Item Measure for Physical Activity is being used to identify inactive participants across all the Get Healthy Get Active projects.
For the purposes of the Workplace Challenge project and for the purposes of analysis:
Respondents answering 0 or 1 day per week are defined as being inactive.
Respondents answering 2 or more days per week are defined as active though we fully recognise that the active group includes those who do not meet the PA recommendations (i.e. they have ticked 2, 3 or 4 days) according to the response given to the single item question.
Number of days: 1 2 3 4 5 6 7
Inactive
Active
Milton et al., 2011 & 2012 Single Item Measure for Physical Activity

5. Evaluation aims
Assess the effectiveness of the Workplace Challenge at increasing participation in physical activity & sport in inactive employees
Learn about how the workplace can be used to engage the inactive in sport and physical activity
Although primary target audience is inactive employees, data is also being collected from active employees throughout the project to assess the wider impact of the Workplace Challenge.

6. Evaluation objectives
Identify the needs and interests of inactive employees
Understand:
the role of the workplace in providing sports/ physical activity opportunities
how inactive employees can be engaged in sport and physical activity through the workplace
the experiences of delivering the programme
participant’s experiences of the project
the potential benefits to businesses
Identify patterns of participation in different activities
Assess the impact of the project on participation in sport and overall physical activity levels in inactive and active employees

7. Methodology: mixed methods
Interviews with inactive employees
Survey
(health promotion staff)
We are assessing these objectives using a mixed methods approach and conducting:
Formative evaluation through interviews with inactive employees and surveys with staff who have responsibility for health promotion in their organisations to explore the role of the workplace in providing opportunities for sport and PA
Process evaluation through surveys, focus groups and interviews with different stakeholders involved in the project to learn about project delivery and participant experiences.
Outcome evaluation through employee surveys which are distributed through the Workplace Challenge website:
Baseline data collected when employees register on the site
Follow-up survey at the end of the 8 week national challenge (March)
Further follow-up surveys in June and September
Analysis of the activities which have been logged on the website to assess patterns of participation
Surveys/focus groups/interviews (key partners)
Focus groups (employees)
Employee surveys
Analysis of logged activities

8. Data collected: participant surveys
2013/2014 n
2014/2015
Baseline
11,074
12,734*
3 month (March)
2,027
1955
6 month (June)
984
1563
9 month (September/October)
781 ?
Year 1 = 1st October 2013 to 30th September 2014
Year 2 = 1st October 2014 to 31st October 2015
*As at 1st October 2015

9. Data collected: other surveys
Method
Date n
Evaluation of CSP training
Oct 2013-March 2014 63
Health promotion survey
July-August 2014
589
CSP lead survey
October 2014 30
(from 27 CSPs)
Workplace champion survey
May-June 2015
103
Case study surveys (participants)
June-July 2015 44
Case study surveys (champions) 10

10. Data collected: qualitative data
Method
Date n
Interviews with inactive participants
Jan-Feb 2014 21
Stakeholder interviews
August-Sept 2014 7
Focus groups with employees
March-May 2014 53
(9 focus groups)
Case study interviews
July-August 2015 10
Workplace champion interviews
August 2015

11. Lots of data!

12. Evaluation report timelines
Report due to CSPN by 31st December 2015
Dissemination Jan 2016
Short report for each CSP early 2016

13. Thank you

14. The Business Case for Health at Work
So why should we promote health and wellbeing at work?

15. Why the workplace?
Average person spends more than a third of their waking hours at work
A great place for promoting health to employees
Established channels of communication - publicise programmes, encourage participation and provide feedback
The more organisations can do to protect the health of their workforce the better it is for individual health, wellbeing and productivity.
Over 30 million people are in employment in UK
The average person spends over 1/3 of their waking hours at work ( up to 40 years of their life)
The workplace has a big impact on the health of everyone who works there
It’s a fantastic way of reaching large sections of the adult population

16. Ill-health
Many of the health problems of the UK workforce can be attributed to worsening public health (i.e. poor diets, growing obesity, smoking and more sedentary lifestyles)
UK workforce of the future being older and sicker, with more people living and working with ill-health.
By 2025 it’s likely 40% of adults will be obese = rise in chronic conditions.
Many adult health problems are caused by lifestyle behaviours such as: poor diets, sedentary behaviour, obesity, and smoking.
The situation is likely to get worse in future with the UK workforce become older and sicker – with more people living and working with ill-health.
It’s likely by 2025 that 40% of adults will be obese and be working with chronic health conditions.

17. Building the business case
For a successful workplace health programme, you need the bosses’ backing
We have the tools and evidence to build a business case about the value of investing in Health at Work
What are the benefits?…

18. Benefits to employees
Improved health and wellbeing – more active, fitter, less stressed
Reduced risk of illness and diseases
Increased understanding of health
Enhanced self-esteem
Increased job satisfaction and morale
Increased communication and social support
Opportunities to network across the business

19. Benefits to employers
Healthy staff - more satisfied, productive and resilient
Reduced absenteeism
Physical activity initiatives can reduce absenteeism by up to 20% and physically active workers take 27% fewer sick days
Reduced costs related to injuries and accidents
Reduced recruitment costs
Reduced staff turnover
Team building
Positive company image and profile
Mitigate some of the problems of an ageing workforce.

20. Building the business case
Benefits are wide ranging…BUT
Employers will want to know costs and potential returns

21. Costs of Ill-health Cost of sickness absence
140 million days are lost to sickness absence every year
It costs UK businesses an estimated £29bn
The average worker takes nine days off each year due to sickness.
An average London firm of 250 employees loses around £250,000 a year due to ill health.
Costs – staff turnover, reduced productivity and presenteeism
??? - The average worker takes nine days off each year due to sickness.??? – asked Chris for confirmation
The costs of staff being sick costs organisations a lot in terms of:
Sickness absence
…..
Staff turnover
Accidents & injury
Reduced Productivity
Presenteeism – which is when staff attend work when sick.
is valued at an average cost to employers of £605 per employee per year, due to reduced productivity.

22. Cost savings calculator
How much could your business save by investing in a health and wellbeing initiative?
As part of our Business case resource, we teamed up with ERS Research & Consultancy to find out what absenteeism, presenteeism and staff turnover cost the average UK business each year. 
To see how much your business could save, simply input the number of people you employ and the potential cost savings will be automatically calculated below.

23. Return on investment Employers who invest in health initiatives = ROI
ROI can range from £1:£2 to £1:£34
Reduced sickness absence evident in 82% of programmes
Holistic wellness programmes can be expected to show a positive financial return over a period of 2-3 years
Targeted interventions are more likely to show a pay-back period earlier.
Employers who invest in health initiatives have the potential to see significant return on investment (ROI)
A review of academic studies shows that the return on investment for some workplace health initiatives can range from £2 for every £1 spent (1:2) to £34 for every £1 spent (1:34).
A review of UK case study examples of employer wellness programmes found - reduced sickness absence is evident in 82% of health programmes. Also found reduced staff turnover (33% programmes), reduced accidents and injuries (29%), increased employee satisfaction (25%)…
It can take 2-3 years for Holistic wellness programmes to show a positive financial return.
More targeted interventions are more likely to show an early pay-back period e.g. weight management and smoking cessation
BHF Building the Business case report 2014

24. The tools you need… business case template to structure your document
business case guide to explain the process and priorities
infographics to present the statistics in a striking way
cost savings calculator to estimate the return on investment for your workplace 
economic evidence report to back up the
statistics.
Use the resources below, and collect some data about your workplace, to develop a professional and convincing pitch to the boss:

25. Contact
Lisa Young Health at Work Project Manager W bhf.org.uk/healthatwork T E LinkedIn BHF Health at Work

26. Discussion 1 (5 minutes)
In groups of 2 or 3 discuss the following questions:
What types of evidence have you used to make the business case to workplaces and how have you used it?
What is needed to make a stronger business case to employers?
Record on post-it notes / feedback 1-2 points

27. Discussion 2 (5 minutes)
In small groups, discuss the following questions:
What are the barriers to engaging businesses in sport and PA?
What are the potential solutions?
What actions might you take?
Record on flip-chart

28. Discussion 2 (5 minutes)
In small groups, discuss the following questions:
What are the barriers to engaging businesses in sport and PA?
What are the potential solutions?
What actions might you take?
Record on flip-chart

29. Discussion 2 (5 minutes)
In small groups, discuss the following questions:
What are the barriers to engaging businesses in sport and PA?
What are the potential solutions?
What actions might you take?
Record on flip-chart

30. Feedback (10 minutes)
What are the barriers to engaging businesses in sport and PA?
What are the potential solutions?
What actions might you take?