An Email Coaching Option Increases Participant Program Utilization and Coach Productivity.

PURPOSE: To assess impact of adding an email option to phone-based coaching on the number of coaching sessions completed. DESIGN: Retrospective analysis of a change in program design. SETTING: A health plan health and wellness coaching service. SUBJECTS: Six thousand six hundred twenty four individuals who scheduled at least one coaching session. INTERVENTION: Adding an email option to phone coaching May 1 to August 31, 2020. MEASURES: Association of a participant using an email coaching option with completing 3 coaching sessions; overall number of participants completing 3 coaching sessions when email is offered; participant satisfaction rates; and, average number of participants coached per coach by month. ANALYSIS: χ2; linear and logistic regression with gender, age, and education as covariates. RESULTS: When we offered email coaching, 29.6% of eligible participants used the option, and compared with the same months the prior year, the proportion of participants completing 3 sessions during those months was higher (73% vs 67%). (P < .0001) 96.5% of participants who used email, vs 92.0% who did not, completed 3 sessions before their employer's benefit qualifying deadline. (P < .0001) More than 85% who responded to the email coaching survey expressed satisfaction. On average, each coach served 43% (486 vs 340) more participants per month when we offered email coaching. (P < .0001). CONCLUSION: Adding email coaching to phone coaching can increase program utilization by individuals who use email, increase overall program utilization, generate high levels of participant satisfaction, and increase the number of participants served per coach.

Pragmatic Evaluation of a Health System-Based Employee Weight Management Program.

Objective: We aimed to evaluate the fidelity and estimate the effectiveness of a novel health system employee weight-management program. Methods: Employees participating in a weight loss program consisting of self-monitoring, health coaching and meal replacements optionally enrolled in the 12-month study. Longitudinal, single-arm analyses were conducted evaluating change over time via survey, claims and programmatic data. Token participation incentives were offered for survey completion. Results: In total, 140 participants enrolled (51.2 ± 9.8 years; BMI = 33.2 ± 6.5 kg/m2; 89.3% female). During 1 year, participants attended 18.0 ± 12.2 coaching appointments and self-reported significant improvements in weight (-8.2 ± 10.5% body weight), BMI (-3.9 ± 6.5 kg/m2), fruit/vegetable intake, home food preparation, added sugar, sugar sweetened beverages and life satisfaction (all p < 0.05). No significant changes were reported in physical activity, weight-related social support, self-efficacy or healthcare utilization (all p > 0.05). Conclusions: The findings from this evaluation establish implementation fidelity. Clinically significant self-reported weight loss, coupled with improvements in many weight-related behaviors, suggest the program is an effective weight management tool when offered as an employee well-being program.

Building Capacity for Integrated Occupational Safety, Health, and Well-Being Initiatives Using Guidelines for Total Worker Health® Approaches.

OBJECTIVES: To describe the process used to build capacity for wider dissemination of a Total Worker Health® (TWH) model using the infrastructure of a health and well-being vendor organization. METHODS: A multiple-case study mixed-methods design was used to learn from a year-long investigation of the experiences by participating organizations. RESULTS: Increased capacity for TWH solutions was observed as evidenced by the participation, plans of action, and experience ratings of the participating organizations. The planning process was feasible and acceptable, although the challenges of dealing with the COVID-19 pandemic only afforded two of the three worksites to deliver a comprehensive written action plan. CONCLUSIONS: A suite of services including guidelines, trainings, and technical assistance is feasible to support planning, acceptable to the companies that participated, and supports employers in applying the TWH knowledge base into practice.

Access to Affordable Housing Promotes Health and Well-Being and Reduces Hospital Visits.

Clinical interventions can only partially mitigate homelessness and housing insecurity, which are threats to health and well-being. Clinicians have several opportunities to address these problems: They can refer patients who are homeless or housing insecure to support services, advocate for their employer or care group to commit resources to end homelessness and housing insecurity, and/or work with government and private sector community organizations to address and eliminate these problems. Citing examples from around the US, we will illustrate how clinics, hospitals, health plans, and public health organizations work to engage in initiatives to end homelessness and housing insecurity.