AT SFHW WE STRIVE TO IMPLEMENT AND CONSTANTLY IMPROVE ON THE BIOMETRIC DATA FROM OUR PROGRAMMING AND INDIVIDUALS THAT WE SERVE. 

THE FOLLOWING METHODOLOGY WAS BORROWED FROM THE NATIONAL INSTITUTE ON HEALTH CARE MANAGEMENT: http://www.nihcm.org/pdf/Wellness%20FINAL%20electonic%20version.pdf

In thinking about the components that make up a wellness program, participants favored incorporation of elements and

ideas from several existing sources, including DMAA: The Care Continuum Alliance, Healthy People 2010 and Partnerships

for a Healthy Workforce, the Employee Health Management Best Practice Scorecard produced by the Health Enhancement

Research Organization (HERO), WISCORE SM, the Wellness Impact Scorecard supported by the National Business Group

on Health, and the Worksite Health Promotion Standards developed by the National Committee for Quality Assurance

(NCQA). Accordingly, there was general consensus that wellness programs would include many of the following

features (as either essential or highly desirable):

• Health risk assessment/health appraisal

for all members of the population. Data can be derived

from participant surveys, biometric screening, and

claims. Common data elements include height,

weight and BMI, blood pressure, and cholesterol

levels. Other information might assess risk and

behavioral factors, readiness to change, and

social and emotional factors. Systems should be

in place to protect the confidentiality of personal

information.

• Stratification of the population based on risk.

Results from the health risk assessment are used

to classify people according to risk; classification

methods may range from a simple count of risk

factors to complex algorithms.

• Tailored and personalized interventions.

Personalized programming is based primarily on

risk classification but might also incorporate other

personal characteristics (such as readiness to

change and social factors). Common interventions

aimed at modification of risk factors and behavior

change focus on encouraging physical activity

and good nutrition, smoking cessation, stress

management, and achieving a healthy weight.

Disease management initiatives would also be

relevant here, targeted to individuals with specific

chronic conditions.

• Strategies to encourage program engagement.

Typical strategies include financial and nonfinancial incentives and health coaching.

• Multimodal communication and intervention

delivery strategies. Recognizing that people

have different preferences and learning styles,

and differing access to technology, programs

should use a mix of internet-based, direct mail,

email, telephonic, and in-person strategies to

communicate about the program and deliver

interventions.

• Health mentoring or coaching to help participants

develop skills and improve health.

• Population-based educational resources and

self-management tools. Distinct from resources

provided as part of personalized interventions,

these resources are aimed at the full population and

focus on skill development, lifestyle change, and

awareness building (e.g., articles on healthy eating

in employee newsletters).

• CLIENT Assistance Programs that can help to

address social and emotional factors that impact

wellbeing.

• Preventive services, including screenings and

immunizations and a personalized prevention plan.

• Leadership engagement and supportive

organizational culture and work environment,

including corporate values that promote employee

wellbeing, a healthy physical environment, and an

emphasis on wellness from senior, mid-level, and

even frontline management.

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