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1st Committee Meeting

Brainstorming

1. Introduction
A. How RIT has gotten to this point
 Eat Well Live Well, other various programs and offerings, co-op
research

B. Where RIT is with wellness


 Today there is no formal wellness program at RIT
 Decentralized
o Current offerings scattered
o Communications aren’t coordinated

C. Why Wellness?
 Studies have shown the best solution for dramatically improving
health is behavior changes
 We’re interested in actively contributing to making these
changes in our community
 Creating and sustaining employee wellness efforts is an
important part way to help move this culture change forward
 This will position RIT as a true partner with employees,
committed to helping them maintain a high-quality lifestyle
while achieving work/life balance

D. What we Know
 Most illnesses can be avoided—80% do to lifestyle
 The workweek has expanded (averages 47 hrs/week)
 Employees’ stress levels are increasing
 Wellness programs make economic sense—$3 return for every
$1 spent and decreases in health care, disability, and workers’
compensation costs
 Unhealthy employees can lead to disrupted or low productivity,
increased employee benefit costs, absenteeism, turnover, and
low morale
 It’s difficult for employees to independently adopt and maintain
a lifestyle that promotes health and wellness
 1/3 of the workforce spends the majority of the day seated at a
desk contributing to the possibility of repetitive stress injuries,
back problems, and sedentary lifestyles
2. Program Overview
A. Target Audience
 All RIT faculty and staff

A. Overall Program Objectives


 Create the belief that employees have the power to change their
health by changing their behavior
 Encourage employees to take an active role in staying healthy
and participating in the programs offered
 Shift employee mindset to be receptive to, and ready for, a more
consumer-driven health care environment

B. General Program Strategies


 Make the wellness effort personal in order to get employees
committed to making changes and willing to take ownership for
making those changes happen
 Promote simple changes in small steps that are easy to adopt
 Tie in wellness events and information to the four seasons
 Use a combined approach of wellness offerings

3. Analysis
A. Current RIT offerings
 Fitness
o Aquasize
o Spinning
o Golf
o Personal Trainers—Group training and 1:1
o Yoga
o Family Fitness—Children’s Swim and Learn to
Skate
 Nutrition and Weight Management
o Healthy vending options
o No trans fat used in campus food service
 Mental Health
o Mindfulness Meditation offered in counseling
center
o Employee Assistance Program (EAP)
 Challenges/Events
o Eat Well Live Well
 Ergonomics
o Individual assessments by appointment
o Training offered 3x a year through CPD
o Promoted in New Employee Orientation, Benefits
Fair, NTID Professional Development Fair
 Excellus offerings
o Disease-Management-Health Coaching (Low
usage)
o Healthy Living Programs online
 Customized Program, Diet Manager, Fitness
Planner, Recipe Finder
 Health Risk Assessment
 Quit for Life Tobacco Cessation
 Miscellaneous
o Flu Shots
o Blood Drives
o Website in progress

B. Challenges
 How to communicate the importance of wellness to senior
management
 Lack of awareness of current offerings
 Self-doubt and lack of motivation among employees
 Low participation (To slow the growth of spending on health
care, a company needs to get an 80% participation rate)
 Questions about privacy and discrimination

C. Guidelines
 Keep it voluntary
 Make available to all RIT faculty and staff
 State our goals early and our purposes clearly
 Include a variety of components with different offerings
 Reward, don’t penalize
 Develop campaign to complement existing HR brand identities
 Comply with state laws
 Keep medical data secure
D. Questions for Planning
 What does RIT want out of their health promotion efforts?
 What do the employees want?
 What specific health problems should we address?
 What approach or combination of approaches can best influence
the problem?
 What measurable, reasonable objectives will we use to define
success?
 What settings, channels, and activities are most appropriate for
reaching our objectives?

4. Brainstorming
A. Possible vision/mission statements
 Vision
o Rochester Institute of Technology values the well-
being of each individual employee. Better Me at RIT
is committed to encouraging employees to make
lifestyle decisions that promote optimal health and
create an environment that nurtures communication
and healthy relationships between all levels of
management, faculty, and staff.
 Mission
o Based on this vision, it is the mission of the Wellness
Program to provide the tools, resources, and
education necessary to enhance overall health and
employee satisfaction based on the assessed needs
and interests of RIT faculty and staff.

B. Topics of interest
 Weight loss or exercise promotion
 Nutrition and healthy eating/meal planning
 Stress management and relaxation techniques
 Smoking cessation
 Alcohol management
 Disease management

C. General components of successful wellness programs


 Health screenings are the best-attended employee wellness
programs
 Relaxation and stress management programs rank highly among
employees
 Walking is the most popular employee wellness activity
 Individual counseling sessions are well-attended programs
 Incentive-based programs have mixed success rates

D. University Wellness Programs—Cornell, University of Michigan,


University of Kentucky, University of Rochester
 Health screenings
 Healthy cooking/nutrition classes
 Wellness Champions
 Walking programs
 Posters, flyers, newsletters, articles
 Incentives
 Fitness classes

E. Local Employers—Birds Eye Foods, Constellation Brands, Bausch &


Lomb, Wegmans
 Lunch & Learns
 Weight loss programs
 Benefit challenges
 Health fairs
 HRAs
 NYS Quit Line and smoking cessation seminars
 Incentives

D. Considerations
 Activity based vs. results based
 Incentives
 Before and after data collection for analysis
 Wellness Coaches
 Telephonic/Internet health coaching or support
 Passive vs. Proactive approach
 Weight Watchers inspired menu items
 GlobalFit

E. Tasks
 Develop a vision/mission statement that includes RIT’s core
philosophies
 Determine specific goals and measurable objectives according to
strategic priorities
 Come up with a timeline
 Delegate roles and responsibilities for implementation—
determine structure of committee
o Organize by topic?
o Organize by event/challenge?
 Establish itemized budget sufficient to carry out plan
 Choose appropriate marketing strategies for promotion
 Evaluate procedures to measure the stated goals and objectives