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“Healthy Workplaces: Tips and Tools for a Comprehensive Approach”

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1 “Healthy Workplaces: Tips and Tools for a Comprehensive Approach”
Regional Network Workshop Spring, 2003

2 Purpose: Goals Pilot 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 promotion Apply a series of tools geared to the promotion, planning, implementation and evaluation of a comprehensive workplace health promotion program Access supports available to them in their workplace health efforts

4 Housekeeping Telephones Washrooms Lunch arrangements Participant Lists
Other comments / questions?

5 Process: AGENDA Welcome, Introductions & Housekeeping
Conceptual Overview Element: Internal Project Management Element: Situational Assessment Sharing Time Element: Making the Case Toolboxes of Resources Additional Supports Project & Workshop Evaluation Closure

6 PEOPLE: Group Introductions
Group according to the characteristic provided Once in smaller group, introduce yourselves organizational affiliation how long in current role how many workplaces do you work with at any given time? what approach do you take?

7 Your THCU Workplace Team
Larry Hershfield THCU Manager Berkeley Butler Workplace Lead Sabrina Razack Workplace Support Nancy Dubois Workshop Lead Brian Hyndman Evaluation Lead Mike Hayes Evaluation Consultant Jodi Thesenvitz Lisa Sullivan THCU Products

8 The THCU Workplace Project
Funded through the provincial Stroke Strategy In Year 3 “Supporting Comprehensive Workplace Health Promotion in Ontario” Web site ( Virtual community space 5 regional pilot workshops Follow-up consultations Support to regional networks The future …

9 The Framework at a Glance

10 Sharing Time Opportunity to:
share an innovative or interesting idea with colleagues Ask questions of participants and facilitators regarding any workplace health challenge your are facing Anyone interested in a 5-10 minute slot?

11 Conceptual Overview “THCU’s Workplace Project Approach to
Workplace Health Promotion” (v4.1.feb.4)

12 Process As this information is shared, make notes of any questions or comments that come to mind We will share & post these at the end of this section Many 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 promotion is a key “determinant of health”

14 The Comprehensive Categories

15 Occupational Health and Safety
Efforts to reduce physical and chemical hazards and ultimately injury, illness and disability. Includes: Ergonomics Injury prevention Hazard identification and control Emergency response programs Disability case management Medical services

16 Occupational Health and Safety
Emerging Issues video display terminals violence in the workplace “sick building syndrome” WSIB Best Practices in Prevention approach others???

17 Voluntary Health Practices
Includes lifestyle behaviour changes such as: Smoking Physical activity Nutrition Some evidence of short-term changes in individual behaviour & improvements in productivity BUT health status is not necessarily positively affected.


19 The Heart Health Framework

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 productivity Recent research has shown that many productivity precursors are closely related to health Cardiovascular disease & stroke Job control & workplace stress Job satisfaction

23 Contributing Factors Keeping demands on time and energy within reasonable bounds Maximizing employee participation in governance of their work Providing adequate recognition Terms of employment (amount paid, job security) Corporate responses to non-work demands (e.g. child care) Employer fairness Peer & supervisory communication & feedback


25 Key Work Environment Factors in Job Stress and Satisfaction
Control Involvement in decisions Reward Reward for level of effort Demand Time to do my work Effort Mental fatigue Social 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  Perceived to be Fair Perceived to be Unfair This 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 clearly increase decision making increase communication increase access to resources needed to do the job decrease job uncertainties encourage networks of social support promote meaningful jobs that allow workers to use their skills . . . cont’d

31 Workplaces could also …
provide flexible schedules provide readily available, high quality child care provide elder care support enforce sexual harassment policies be intolerent of gender discrimination Provide professional / skill development supplementary health benefits (e.g. dental)

32 Occupational Health and Safety Voluntary Health Practices
Occupational Health and Safety Voluntary Health Practices Organizational Changes Awareness Building e.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 active e.g. raise awareness about importance of providing input to management about job stress Education/ Skill Building e.g. training on how to handle heavy machinery e.g. assist employees set small, realistic PA goals. e.g. provide information on best ways to give feedback to management. Environ-mental Support e.g. provide necessary safety equipment e.g. provide fitness facilities in the workplace. e.g. providing child care facilities. Policy Develop-ment e.g. mandate rigorous assessment of equipment before use by employees e.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 Effectiveness Despite 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 Benefit Many 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 be positioned within the context of achieving excellence and as an investment in not just the health of employees but in the long-term health of the organization.” Dan Corbett, NQI. 2001

52 Conditions for Success
o Senior management involvement o Participatory planning o Primary focus on employees’ needs o 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 values o Recognition that individual health is a product of inter-dependent factors o Program tailoring to individual workplace needs o Program planning should involve evaluation o A long-term commitment is necessary by workplaces

53 Examples: Well-regarded Initiatives
THCU document NQI examples in their planning booklet Canadian Labour Council 12 case studies NQI Award Winners Other 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 Workbook THCU worksheets – one per component Consultations & workshops Related links on THCU Web site (

56 CWHP Planning Framework
See handout / wall version Hybrid of several common ones (Comparison document) “use as you choose” Comments, questions?


58 CWHP Planning Framework

59 Intermediary Roles in CWHP
“Generalist” services to many workplaces Combination 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 approaches have a well-grounded understanding of other stakeholders’ areas of expertise, without addressing specific topics themselves be able to assist with securing commitment, needs assessments, evaluation and continued promotional efforts targeted at management and all other workplace health promotion ‘drivers’ of success be 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 needs have 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 promotion Advice on how to maximize employee participation in workplace health initiatives Assistance in assessing employee health promotion needs Other?

64 “Specialist” would … Act at the program / activity level in their specific area of expertise Sample actions: Fitness programs Educational materials (pamphlets, posters, etc.) Support groups Reimbursement for smoking cessation aids, Hazardous material safe handling procedures Forums through which employees give feedback to managers.

65 Recommended Resources
See handout Your suggestions?

66 Discussion Questions, comments to post Address relevant ones now
Come to some during the workshop Re-visit others at the end & establish any follow-up

67 Internal Project Management
Element: Internal Project Management

68 CWHP Planning Framework

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
Participation Time Money/resources Data-gathering Decision-making

71 Participation of Stakeholders –

72 Levels of Stakeholders
Core - on the planning team Involved - frequently consulted or part of some aspect(s) of the planning process Supportive - providing some form of support Peripheral - 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/Resources Includes allocated funds, staff, time equipment and space What are you willing to invest? Include in-kind contributions from partners Identify who you want to work with in approaching workplaces (internal & external) & what they will bring. Opportunity costs What is the cost of NOT acting, now or at all? Must consider short-term expense vs. long-term pay-off ROI – Return on Investment

75 4. Data Gathering What do you need to know to determine your approach to CWPH? Need Impact Mandate Capacity From where will you find this information?

76 5. Decision Making Who 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 workplaces Combination of both roles “Specialist” direct to workplace service delivery

79 Recommended Resources
Reciprocity Commitment & Consistency Social Proof Liking Authority Scarcity

80 Recommended Resources
Needs-Impact Based Planning Model Microsoft PROJECT software Project Management Knowledge Base Mandatory Programs & Services Guidelines for Public Health THCU Program Planning Workbook

81 CWHP Planning Framework

82 Key Factors in Managing the Planning Process
Participation Time Money/resources Data-gathering Decision-making

83 Participation of Stakeholders in the Workplace

84 Groups for Next Section
Going to be moving to the next element of the Model Would 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 tools 30 minutes – groups task - Developing a situational assessment plans - Each group will use 1 of 4 different workplace stories – reporting back on your developed plan

86 Workplace Stories Join 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

87 Situational Assessment
Element: Situational Assessment

88 What are we going to do! 20 minutes
– examine the three element and the pros and cons of some of the available tools 30 minutes – group task - Developing a situational assessment plan - Each group will use 1 of 4 different workplace stories – reporting back on your developed plan

89 Workplace Stories Join 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 assessment Business Case: workplace specific re: absentee rates, health costs etc - use NQI tool, A Four Step Guide To Building the Business Case for a healthy workplace Workplace specific demographics - Number of employees - age of employees - sex breakdown - number of locations, etc

91 Situational Assessment
Components of a situational assessment Environmental Audit (survey) or Resource Inventory Tool Interest Survey and Risk (Needs) Assessment Survey Survey tools, and other resources addressing organizational change

92 Situational Assessment
Environmental Audit (Survey) or Resource Inventory Tool Purpose: To gather information regarding what resources and policies currently exist in the workplace You will need this information when you begin to develop your plan

93 Situational Assessment
Interest Survey and Risk (Needs) Assessment Survey Interest Survey Purpose: - You need to base your plan on the what the employees’ want - This is a basic condition for a successful program

94 Situational Assessment
Interest Survey and Risk (Needs) Assessment Survey Risk (Needs) Assessment Purpose: - 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 Surveys Purpose: One of the three areas needed to be address in a comprehensive program Some would say that it is useless to address the other issues if this is not dealt with first You 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 questions Demand / Control Effort / Reward Social Support Work / Life Balance Expectation of Action Business Literacy (sense of belonging) Management / Employee Gap

97 Situational Assessment
Health Risk Appraisals Purpose: 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 Appraisals Caution: There are concerns regarding the legal implications of HRAs Need to have individual counselling as a part of this Can be very successful if used later as part of the planned activities

99 Situational Assessment
Health Risk Appraisals NQI referral list INFOTECK, Andrew Abbott, Global Medic, Allan Smofsky

100 Situational Assessment
Remember: Confidentiality is extremely important Only collect the information that you will need for your: Program planning What you intend to evaluate

101 Situational Assessment
Remember It is important to have a true commitment from management The situational assessment creates an expectation of action by employees If management does not like the results and then cancels the program, it becomes an (un)ethical situation Management 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 Surveys Elect someone to report back, include rationale and timeline If you decide to alter or add to any of the surveys please 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 Time Have 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??

105 Element: Making the Case

106 CWHP Planning Framework

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 leaders Are you making the case for a specific health promotion strategy in the workplace e.g. active living, work life balance Are 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 interventions Why now? Costs and cost-benefit where possible Audience e.g. community members, senior managers, human resources, health professionals, your own organization Who 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 of proposed intervention? Is the evidence appropriate / acceptable to 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 plan Objectives Channel Activities Messages Anticipate and prepare for counter arguments Develop 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 participants Practice so you are polished and professional Be relevant and compelling Post meeting debrief Identify and assessing tasks Send 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? Process What happened? Was it planned? Did it work? Summative Was 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 elements Introduction Overview / executive summary Rationale Cost savings / Cost Benefit Employee satisfaction Organizational profile Due diligence

115 Business Case: Comprehensive Workplace Health Promotion
Critical Success Factors Key planning and implementation elements known to be effective in literature Supports available How to develop unique workplace business case and plan Why now? Why not? – review key elements of rationale.

116 Business Case: Workplace Specific
Use Making the Case key steps 3-6 Key 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 from Make sure your case has a compelling problem, a feasible solution and a link between the two. Make the presentation: Clear and simple Technically accurate but not technically detailed Relevant and compelling Visual Polished

118 Tips on Making Your Business Case “Pitch”
Balanced between energy and silence Hit 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 audience But… You are credible You have the evidence on your side

120 Existing Resources THCU, Health Communication Message Review Criteria November 11, 2002 THCU, Making the Case , November 22, 2000 THCU, Strengthening Personal Presentations. workshop

121 New Resources Handouts: - Tips for Making your “Business Case” Pitch
- Comprehensive Workplace Health Promotion: The Business Case Making “Cents” of a Good Idea Soon to be available: - Adaptable PowerPoint presentation for the Business Case These are the general steps outlined in THCU Making the Case Nov. 22, 2000 – good reference material

122 Making the Case What 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 assigned Consider the following: - Are you presenting a general or issue specific business case? - What specific things do you need to consider when developing a presentation for this group? - What “Tip” do you need to consider when presenting to this group? Elect a group member to present.

124 Toolboxes of Resources
Element: Toolboxes of Resources

125 CWHP Planning Framework

126 What are we going to do? 30 minutes There are four tool boxes
Select the 3 that you would like to look through You will have 10 minutes at each that you have chosen After 10 minutes we will ask you to move to another toolbox Facilitators will circulate to answer questions We welcome suggestions of other resources The list of resources will be posted on the new website

127 The 4 Toolboxes 1. Selecting and Accessing CWHP programs and activities (awareness raising, education and skill building, environmental supports) 2. Selecting CWHP programs and activities addressing organizational culture 3. Supporting the development of workplace health promotion policies 4. Evaluating workplace health promotion programs

128 CWHP Planning Framework

129 Element: Additional Supports

130 “Existing” Products Stakeholder database Stakeholder analysis
Effectiveness article Well-regarded initiatives outline Resource database

131 Project Web Site






137 Consultations Provide up to 6 days consultation to some participants of these regional networks Provide 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?


140 Project & Workshop Evaluation
Element: Project & Workshop Evaluation

141 Project Evaluation Purpose: To document what really happened, and
To what consequence?

142 Year 3 SCWHPO - Project Logic Model
Project Component Information and knowledge exchange Virtual community development Supports to priority intermediaries Project coordination Evaluation 1. 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 supports 2. 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 Component 1. 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 framework 2. 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. Immediate Project Objectives 1. 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-term Project Objectives 1. To improve the quality and effectiveness of CWHP programming in Ontario. 2. To increase the number of Ontario workers exposed to CWHP initiatives. Longer-term Project Goals 1. 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 2 To determine and document progress toward Immediate Project Objectives from the project logic model.

145 Evaluation Strategies
Process Evaluation Document review PAC and staff input Support target input Outcome Evaluation Workshop evaluation forms Regional network lead interviews

146 Meeting Evaluation & Reflections

147 Today’s Evaluation Because of pilot nature of the workshop:
evaluation form to complete now follow-up interviews for some subsequent changes to the materials THANK YOU !!!!

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