Updated December 17, 2015 BM
`Strategic Goals 2014-2016
In addition to day-to-day operations which serve to meet the needs of the Cornell community, Cornell Wellness has outlined four long term strategic areas in which to focus more broadly over the next several years.
1. To provide best practices in promoting health and wellbeing
2. To address diversity in all aspects of the program
3. To gain national/international recognition
4. To improve organizational effectiveness to maximize financial and staff resources.
1. To provide best practices in promoting health and wellbeing / Progress1a. Address campus wide access to flex and release time
· Update and promote Cornell Wellness guideline to blend with newly updated Flexibility in the workplace policy. / Completed 6/2015. Guideline remained same, but was split from Flexibility in Workplace Policy. It resides on the Cornell Wellness Website.
1b. Formalize more collaborations
· HR, Plantations, Transportation, Gannett, Athletics, CU Police for events such as Bike to Work Day. / Completed 12/15.
· HR Benefits, HR Medical Leaves, EHS for health and return to work priorities. / In progress; participating on Return to Work committee with EHS, HR Medical Leaves
· Consult with and facilitate development of more department wellness committees. / On-going. Currently there are 5 new department wellness committees since 2013 through 12/2015.
· Enact new business model by revising internal procedures to reach more employees; Including rebranding messages; Including creating an updated website / Completed 9/2015.
· Increase focus on distance locations (ie. NYC, Geneva, and others) / Completed 10/2015. Visited NYC and Geneva.
1c. Leverage Advisory Committee to provide higher quality feedback and ultimately better serve employees.
· Create sub committees to address specific areas to be determined.
· Add one additional meeting per year; led by Organizational Effectiveness staff
2. To address diversity in all aspects of the program
2a. Healthy Aging Program
· Address large class sizes (reaching maximum) by offering more diverse programming. / Completed 12/15. Utilizing space in Appel Commons for additional classes. Added Cardio Dance, Zumba, Spinning, Yoga and Barre
· Creative classes – ie in weight room / Completed 12/15: added TRX, Fx Strength @ Appel
· Active Aging Week, and other targeted programming / Completed 8/14, but changed to Falling Workshops for 2015.
2b. Identify underserved populations, and develop programming to reach these audiences.
· Identify underserved: / Completed:
18-35 years, Younger Generation
55+ years
Non-Exempt staff; specifically those who are in very inflexible jobs and who do not have access to Cornell Wellness programming.
Faculty
People of Color
Veterans
· Develop programming specifically to reach underserved populations.
o 18-35 years, Younger Generation – social wellness
o 55+ years – diversify Healthy Aging Program
o Non-Exempt staff; specifically those who are in very inflexible jobs and who do not have access to Cornell Wellness programming.
o Faculty -
o People of Color – engage through CNGs
o Veterans – engage through CNGs
2c. Diversify communications to reach a variety of audiences
· Repackage programming into “department training” workshops / Completed 10/2015 on website; need to market more
· Complete marketing plan for underserved populations including visual and written word. / Completed 12/2014 for Classes for Healthy Aging
· Rely on Gap Analysis prior to finalizing programs.
3. To gain national/international recognition
3a. Identify opportunities to speak/present at conferences, write articles, and apply for awards / Presented at Cortland Recreation Conference 11/15 (J. Bennett)
· ACSM expo (Ruth/Kerry will propose for ACSM 2016)
· “Fully evaluating a Program” (Jenn Bennett will present to a national conference)
· Explore applying for the American Heart Association’s Fit Friendly Workplace Award. / Completed 11/2015. Awaiting their response.
Received award 1/16
4. To improve organizational effectiveness to maximize financial and staff resources.
4a. Evaluation
· Redesign how we evaluate. Consider evaluating 1-1’s, programs, underserved, peer evaluations.
o Add peer evaluation for Cornell Wellness staff
o Add effectiveness evaluation for 1-1’a and presentations (to participants) / 12/2015 In progress
4b. Data Analysis
· Evaluate effectiveness of new tracking system (ID Scan) / Completed 8/15.
· Develop and streamline process for Truven data analysis in collaboration with Benefits / Data has been submitted 10/2015. Awaiting response from Truven.
· Track Workers Comp participant meetings in meaningful way through Qualtrics / Completed Qualtrics form; currently in use.
4c. Tri-annual survey, June 2016; Include questions about facilities, social media, and method of delivery; Include questions specifically for employees in supervisor role / 12/2015. Will be revising all evaluation. Discontinuing this survey.
4d. Go Paperless
· Explore databases that store and report on client notes confidentially / Waiting for Vermont Systems
· Explore creating our own database in-house / Identified Vermont Systems; in progress
· Goal of making all client records electronic by June 2017 / Identified Vermont Systems; in progress
4e. Five year benchmarking
· 2011 completed. Next benchmarking due 2016.
· Diversity benchmarking due 2016