Strategy guidance to help you plan,write and execute a health and wellbeing programme - Credits BHF

4. Remember to write this section last
Include figures of anticipated savings and costs of implementing the project – senior management
will want to get a sense of costs very early on in your proposal.

5. Define the problem/issue
What do you currently offer?
Have you consulted staff on what they would like?
Key data/evidence (e.g. current absence rates, staff survey results, plus wider evidence for the
impact of health and wellbeing programmes generally)
What is the likely impact of not taking action?
What is happening locally and nationally that is relevant?

6. What activity will be enabled by your project?
Describe the opportunity for improvement
Description of what you want to achieve – what will the organisational impact be?
You can specify your objectives later, but outline your overall goal here
Outline who will need to be involved (key stakeholders)

7. Summarise the key financial information here. You should include your budget sheet in the
appendix so people can look at the more detailed costings.

8. When setting your aim, think generally about the change you would like to see, i.e. what is
your end goal?
Once you have decided on this, you will need to think about the more detailed objectives
that will get you to your goal.
When deciding on objectives of your project, it is helpful to think SMART (specific, measurable,
achievable, relevant and time-specific).

9. Think back to the current evidence you have (e.g. sickness absence rates) which you can compare
against during and after implementation of your project.

10. E.g. limited space in which to hold exercise classes.

11. E.g. working group formed 2 weeks 01/07/2015
E.g. terms of reference agreed 5 days 07/07/2015

12. E.g. not
promoting health
and wellbeing at
work
· More staff time
on the
production line
· Budget can be
used elsewhere
in the
organisation
· Reduced
productivity
· Accidents and
mistakes
· High chance of
increase in
stress levels
· Poor staff
morale
£00,000 £00,000
E.g. offering
weekly exercise
classes for up to
20 people
· Increased
physical activity
amongst staff
· Increased
morale
· Improved
corporate
image
· Reduced
sickness
absence
· Staff take
extended lunch
breaks to
attend class
· Staff may not
attend
· Payment by
staff may be a
barrier
· Demand for
spaces
exceeds
available
spaces
E.g. offering
weekly exercise
classes for up to
20 people,
quarterly
awareness
events and free
fruit on a Friday
· · ·

13. Remember to explain any ranking or scoring system, if you have used one.

14. Include any supporting information and data in the appendix.