Measuring Wellness Program Results.

Information to evaluate your program comes from routinely gathered screening and follow-up data of your program that look at process and outcomes of your program.

The Worker Health Program has available a computerized case-management system which includes queries that allow easy assessment of process and outcome results at any point in time.

Process Analysis

Process investigation looks at the program’s impact as seen at various points in time.

Information that is collected from the various forms that wellness employees fill out ought to supply you with the following -

• How many workers were screened?

• How many workers who were referred to a physician went?

• How many employees who expressed interest in health improvement programs went?

• How many staff members who were referred to health betterment programs went?

• How many employees who went to health betterment programs completed them?

• How many staff members are in follow-up caseload?

You can use this type of process examination to evaluate and learn about the health of your program.

Wellness Program Outcome Analysis

A central objective of the program is to improve the health of workers. Information on how to judge how well your program is meeting this objective is called “outcome examination” because you are assessing  the results or outcome of your program.

In wellness programs, objectives are measured by specific (outcomes) behavior changes and reductions in health risk levels. Have workers lowered their blood pressure? Have they lost weight? Are they exercising more? is alcohol consumption at a safe level?

For  instance these are the kinds of questions you can ask to find out if you are reaching your goals -  

• for staff members with high blood pressure (BP) (140 / 90 or higher or on medication) at screening, what percentage have it under control (below 140 / 90) a year later?

• What’s the change in average blood pressure (BP) levels among all staff members with high blood pressure (BP) 1 year after screening? Two years later?

• for employees with high blood cholesterol levels (above 240) at screening, what percentage has lowered their cholesterol to borderline-high levels (200-239)?

• for workers with borderline-high blood cholesterol levels, what percentages have reduced their cholesterol to the desirable range (below 200)?

• What is the change in typical cholesterol levels among all staff members with high and borderline-high blood cholesterol levels 1 year after screening? Two years later?

• for staff members who were overweight at screening, what percentage have lost 20 pounds or more a year later? Ten pounds or more? What is the typical weight loss?

• for workers who were smokers at screening, what percentages have quit use of tobacco? for at least a year?

• for employees whose level of alcohol consumption put them at-risk at screening, what percentage have quit drinking alcohol? Are eating alcohol at levels considered safe by CDC guidelines? Have reduced their drinking, but are still at-risk?

• for employees, what percentages are exercising at least three times a week for at least 20 minutes?

• When fitness levels were measured, what percentages have improved fitness?

Be certain to set a regular time like every 6 months to look at which workers your program is reaching and how effective it is at assisting them reduce their health risks. Use this information to make new decisions about how to direct your program efforts. Then make the change you need to improve your program.

Some may feel that evaluation is a frill; it’s not. Analysis is a necessary part of a wellness program. You’ll need to know what is working and what is not.

Decision-makers who fund the program need to be updated on the performance of the program. Evaluation will provide you with necessary data to maintain and expand the program and convince management to continue to support the program.