Chapter three – preparing purposes and goals

1. HLED 411 – Worksite Health Promotion Chapter three – preparing purposes and goals

2. Most time consuming task performed by WHP program directors • Results of Needs Assessment should direct programming decisions • Results should answer: • How prevalent is the problem? • What are the consequences of the problem? • What are the causes of the problem? • Which workers in the company are at greatest risk? Program planning

3. To understand the operating structure, ask: • What are we doing? • Why are we offering this particular product or service? • How are we serving the needs of our customers? • With whom are we partnering to provide this service? • Who is responsible for each phase of product development, marketing, and delivery? • When are the specific services provided to customers? • Where are we providing these services? Establishing vision and mission statements

4. Vision statement reflects what a WHP program aspires to achieve and it’s identity in the organization. • Example: WHP will be a leading contributor toward health and productivity management throughout the next decade. • Mission statement is designed to reflect the philosophy, purpose, and goals that declares the organization’s commitment for achieving the vision. Establishing vision and mission statements

5. Example: The employee wellness program is operated to provide opportunities, services, and resources for employees, spouses, and retirees to make healthy lifestyle choices. It’s purpose is to help improve health risk status and control health-related costs, with special emphasis on less-fit and at-risk participants. Establishing vision and mission statements

6. Dimensions of Mission Statement: Who we are (employee wellness program) What we do (provide opportunities, services & resources) General population (employees, spouses & retirees) Objective or prerequisite (healthy lifestyle choices) Employee Health Goal (improve health risk status) Organizational or corporate health goal (control health-related costs) Target population (less-fit and at-risk participants) Establishing vision and mission statements

7. Definition of a Goal • Goal (common definition): An objective, standard or aim of some action • Must have a focused connection to any goal “A goal without a plan is just a wish” Larry Elder

8. Keys to Effective Goal-Setting • Knowing where you want to go (vision). • How much you really want to get there (commitment). • How strongly you believe in your ability to arrive at your desired destination (confidence). • Connecting with the step in front of you (focused connection).

9. Goal Setting Principles • Subjective goals: General objectives such as having fun or doing your best. • Objective goals: Attaining a specific standard of proficiency on a task, usually in a specified time. • Outcome goals: Focus on a final destination or end product. • Process goals: Focus on the daily work that leads to performance and outcome goals.

10. Set SMART Goals S = Specific M = Measurable A = Attainable R = Realistic T = Timely Setting appropriate goals

11. WHAT are you going to do? Use action words such as direct, organize, coordinate, lead, develop, plan, build etc. WHY is this important to do at this time? What do you want to ultimately accomplish? HOW are you going to do it? (By …) SMART GOALS - SPECIFIC

12. SMART GOALS - SPECIFIC Instead of saying: “I will lose weight and become more healthy” a more SPECIFIC goal would be: “I will lose 1 inch from my waist”

13. SMART GOALS - MEASURABLE • If you can't measure it, you can't manage it. • Choose a goal with measurable progress, so you can see the change occur • Establish concrete criteria for measuring progress • MEASURABLE example: • I want to read more • vs • I will read 3 • novels before my • birthday

14. If goals you set are too far out of your reach, you probably won't commit to doing anything. A goal needs to stretch you slightly so you feel you can do it BUT it will need a real commitment from you SMART GOALS - ATTAINABLE

15. not a synonym for "easy" Means “do-able” Too difficult and you set the stage for failure, but too low sends the message that you aren't very capable SMART GOALS - REALISTIC

16. Its about TIME! Set a timeframe for the goal Putting an end point on your goal gives you a clear target to work towards Without a time limit, there's no urgency to start taking action now. Time must be measurable, attainable and realistic SMART GOALS - tIME

17. Goals are dreams with deadlines. Diana Scharf Hunt In life, as in football, you won't go far unless you know where the goalposts are. Arnold H. Glasgow You must have long term goals to keep you from being frustrated by short term failures. Charles C. Noble WORDS TO LIVE BY

18. Compatibility with stakeholders’ personal health and values- Participants, program personnel, top management, or other stakeholders value the desirable outcome. • Quantifiability– evaluators can track and apply a statistical vaule (#, $, %) to the desired outcome variable. • Measurability – Evaluators can physically record changes that may occur in the outcome variable. • Sufficient intervention time frame – necessary for a favorable impact to occur. • Realistic - It is very likely that the intervention will favorably impact the outcome variable. Goal criteria

19. Establish short-term objectives to use in monitoring progress in the initial phase of the intervention. Establish long-range objectives to determine whether initial levels of progress have been sustained. Avoid the temptation to establish a long list of objectives, especially if the intervention to be evaluated is a short-term one, if evaluations have not been conducted in the past, or if an evaluation will be used as a prelude to a more formalized and thorough evaluation. Establishing measurable objectives

20. Include objectives that identify specific resources needed to achieve the goal. Specify time frames when appropriate. Establishing measurable objectives

21. The best way to evaluate a program’s success is to compare the program’s results to the program’s goals. • Anticipate realistic results of a WHP program by: • Talking to other WHP professionals who have implemented similar programs. • Reviewing the literature to see what types of programs have had a positive influence. Building evaluation into your program

22. Employee Health – variables directly related to employee health status and behavior. Organizational Health – variables closely related to an organization’s health and productivity. Absenteeism – defined and measured according to a company’s operations, philosophy, and record-keeping practices. Health indicators

23. Absence classifications Controllable (Unscheduled) • Poor health or illness • Falsely calling in “sick” • Work-related disability • Faking an injury Uncontrollable (Scheduled) • Jury duty or military duty • Maternity or paternity leave • Attending a funeral • Inclement weather

24. Chattanooga's Obesity Wake-up Call Part 1: http://www.youtube.com/watch?v=kxq1Q3F5ztw Part 2:http://www.youtube.com/watch?v=dzlzz7cWUD8 Part 3: http://www.youtube.com/watch?v=U84-2Lho7bQ Part 4: http://www.youtube.com/watch?v=_t7JusbqOQI Part 5: http://www.youtube.com/watch?v=ujLeYSYrANg Part 7: http://www.youtube.com/watch?v=0eQZxDnxxo8 Part 8: http://www.youtube.com/watch?v=0mPY360HpRg Case study: