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JOINT LABOR-MANAGEMENT BENEFITS COMMITTEE www.keepingLAwell.com

Joint Labor-Management Benefits Committee COMMITTEE REPORT 17-17

JOINT LABOR-MANAGEMENT BENEFITS COMMITTEE MEMBERS: Employee Organizations Cheryl Parisi, Chairperson Paul Bechely Chris Hannan David Sanders William Violante Management Wendy G. Macy, Vice-Chairperson June Gibson Rich Llewellyn Tony Royster Matthew Rudnick

Date: April 6, 2017 To: Joint Labor Management Benefits Committee From: Staff Subject: LIVEwell Wellness Program RECOMMENDATION That the Joint Labor-Management Benefits Committee (JLMBC) (a) receive and file staff report regarding LIVEwell Wellness Program (LIVEwell) development, updates and activities; and (b) approve the proposed Request for Proposal (RFP) for Wellness Program Services including Event and Engagement Oversight/On-site Engagement Representatives, Marketing Services, and Website Support/Content. DISCUSSION This month’s report provides updates on the following:

A. Vision Pop-Up Clinics B. Current State Research C. Employee Research D. Request for Proposal

A. Vision Pop-Up Clinics LIVEwell completed its wellness engagement initiative of six Vision Pop-Up Clinics consisting of on-site eye examinations and eyewear retail stores for LAwell members. Following up on the utilization statistics of the first three clinics previously reported to the JLMBC, participant engagement for the last three clinics was as follows: Clinic 4 was held at City Hall East on February 15-28, 2017 and had a total of

103 individuals participate in eye exams, representing 93% of the 111 available appointments over the six-day period.

Clinic 5 was held at the Marvin Braude Building in Van Nuys on March 2-3, 2017

and had a total of 18 individuals participate in eye exams; representing 50% of the 36 available appointments over the two-day period.

Clinic 6 returned to City Hall East on March 13-16, 2017 and had a total of 59 individuals participate in eye exams; representing 77% of the 77 available appointments over the four-day period.

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As a whole, the program had a total of 391 individuals participate in eye examinations, representing 82% of the 474 available appointments over the six Pop-Up Clinics. The complete engagement/utilization data for the entire program is illustrated in the following charts and table.

72

100

78

111

36

77

50

77

51

100

13

52

7 620

3 5 7

57

8371

103

18

59

15 177 8

18 18

Public WorksBuilding, Jan 17-

20

Figueroa Plaza,Jan 23-27

Los AngelesInternational

Airport, Jan 30 -Feb 2

City Hall East, Feb21-28

Marvin BraudeBuilding, Mar 2-3

City Hall East, Mar13-16

Engagement/Utilization by LocationAvailable Appointments Online Appointments Walk-In Appointments

Total Utilized Appointments Unused Appointments

82%

77%

50%

93%

91%

83%

79%

18%

23%

50%

7%

9%

17%

21%

10%

9%

14%

3%

26%

6%

10%

72%

68%

36%

90%

65%

77%

69%

0% 20% 40% 60% 80% 100%

OVERALL

City Hall East, Mar 13-16

Marvin Braude Building, Mar 2-3

City Hall East, Feb 21-28

Los Angeles International Airport,Jan 30 - Feb 2

Figueroa Plaza, Jan 23-27

Public Works Building, Jan 17-20

PERCENTAGE OF AVAILABLE APPOINTMENTS

Online Appointments

Walk-In Appointments

Unused Appointments

Total Utilized Appointments

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Key Utilization Percentages of Available Appointments

Utilization Highest Lowest Category Clinic % Clinic %

Online Appointments City Hall East, Feb 21-29 90% Braude Building, Mar 2-3 36% Walk-in Appointments LAX Airport, Jan 30-Feb 2 26% City Hall East, Feb 21-28 3% Unused Appointments Braude Building, Mar 2-3 50% City Hall East, Feb 21-28 7% Total Utilized Appointments City Hall East, Feb 21-28 93% Braude Building, Mar 2-3 50%

Additionally, as part of the standard operating procedure for the Pop-Up Clinics, EyeMed conducts an optional participant survey of members who received eye examinations. From the data collected, the City and EyeMed will gain insight into LAwell members’ experience, to identify opportunities to improve clinic services, operations/processes, communications, and on-site logistics. The survey consists of 14 multiple-choice/rating questions and two qualitative questions. EyeMed sends an automated email to participants with the link to the online survey via Survey Monkey, two weeks after each clinic. The two-week deferral aims to capture the complete eyewear purchase experience, allowing time for orders to be shipped and received by members. Therefore, EyeMed expects to complete the survey process for the City’s Pop-Up Clinics by mid-April. Then staff will provide the results as part of the JLMBC’s May 4, 2017 Wellness Report. B. Current State Research As reported at the March 2, 2017 JLMBC meeting, staff completed a comprehensive study of wellness needs, capabilities, and best practices from the City, wellness market, and other municipalities’ perspectives. Subsequently, the JLMBC’s FUSE Fellow, Joan Centanno presented the LIVEwell Current State Research Report (I) to the JLMBC’s Wellness Subcommittee at its March 7, 2017 meeting. The report consisted of the following:

Methodology and Participants Summary of Key Findings Detailed Key Finding and Implications

The Key Findings and Implications include what staff learned from that research, synthesized into insights called “findings.” These are the findings:

1. Creating a single wellness definition is not necessary, but a framework, attitude, tone, and common language should be established.

2. A successful program requires an integrated strategy that establishes a culture of wellness.

3. It is important to build a personal, employee-owned program, and environment that inspires long term participation.

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4. The City has a rich stakeholder network to leverage, but a sustainable wellness program requires more expertise and resources.

5. The program should be built carefully over time to enable the cultural change and brand, starting with the infrastructure, knowledge, skills, brand, and tools.

6. Strategic engagement requires multiple channels and varied tools with the right messaging and frequency.

7. A combination of the meaningful “incentives” is most effective. 8. Wellness program measurement requires varied data and sources that are not

established, so start with basic measures and add metrics over time.

The presentation is enclosed with this report as Attachment A.

C. Employee Research

For the final component of the Wellness Current State Research, LIVEwell issued a Wellness Interests Survey on March 19, 2017. As previously reported at the March 2, 2017 JLMBC meeting, the focus of this survey is to establish a fundamental understanding of employee wellness interests about health and wellness, practices and preferences as well as basic employee demographics. These insights will help build an employee-centered wellness program with the brand, marketing, communications, resources, and activities/events that engage employees, compel participation, deliver benefits, and achieve behavioral change.

Based on input from the JLMBC, staff identified departments with large employee populations with limited or no access to a computer during work hours, in order to provide a printable copy of the survey (Attachment B). In addition, staff sent a communication to human resource liaisons in all City departments and employee labor organizations, providing advance notification of the survey, and offering support in distributing it to hard to reach populations. In addition, after the survey was released, staff followed up with departmental and labor contacts to enlist their support in boosting survey participation. As of the date of this report, over 3,750 responses have been received, surpassing the number of responses received for the JLMBC’s 2015 survey on Health/Dental services (2,266).

The following timeline illustrates the steps taken to administer the survey, as well as analyze and report the survey results. Survey results and analysis will be presented to the Wellness Subcommittee at its next meeting.

Survey Timeline Overview (dates are week beginning on Sunday) 1/29 2/5 2/12 2/19 2/26 3/5 3/12 3/19 3/26 4/3 4/10 4/17 Develop survey plan. Develop and test survey. Develop email invite and

postcard mailer.

Obtain JLMBC approval. Send postcard to print. Proof postcard. Identify depts for printable

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survey. Provide postcard to GSD. GSD mails postcards. Send email invite to

members (delayed due to Rideshare survey).

Prepare and send email to Union Leaders.

Send email to depts with printable surveys.

Post postcard on websites.

Administer survey/reminders.

Analyze results. Write report. Present/distribute results.

D. Request for Proposal As previously reported at the March 2, 2017 JLMBC meeting, and discussed at the March 7, 2017 Wellness Subcommittee (Subcommittee) meeting, staff has been developing a Request for Proposal (RFP) to procure for wellness-related services. Initially the focus had been on procuring for a Third-Party-Administrator (TPA) service model delivery that could include member recordkeeping, a web-based engagement platform, behavior-tracking tools, data management, and potentially condition management. However, as a result of conducting the agency/market research and subsequent discussion at the March 7, 2017 Subcommittee meeting, staff and the Subcommittee determined that the TPA model is not widely used or necessarily regarded as a wellness best practice model among other entities. Further, other agencies recommended taking an incremental approach to developing the program. Given those insights, staff and the Subcommittee recommend adjusting the procurement strategy in a manner that can most quickly secure vital engagement resources, while minimizing the program’s initial financial commitments. Procuring for a TPA would either be deferred or eliminated, depending on the resource and results of a first, more modest development of infrastructure. The services which staff and the Subcommittee are recommending to include in the immediate procurement include the following:

Event and Engagement Oversight / On-site Engagement Representatives

Event planning, resourcing, and execution Conduct employee research for engagement design Stage wellness activities for members Serve as local program representatives at employee worksites Develop relationships with local members and stakeholders Garner program support on a grassroots level Recruit, engage, and deploy Wellness Champions/Advocates

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Staff has prepared a draft RFP for the services as described above. The RFP remains modular so that potential vendors may submit a proposal for any or all of the three categories indicated above. This provides the City the option to select multiple vendors. The draft RFP is enclosed with this report as Attachment C. The Subcommittee, at its March 7, 2017 meeting, approved the draft RFP for forwarding to the JLMBC for further action. Additionally, the RFP incorporates what have now become JLMBC/Personnel Department best practices for procurement processes, including the following:

Plan Profile & Scope of Services - provides detailed information to the vendor community regarding the City’s programs and service requirements;

Written Questionnaire - requests information in various narrative and data-driven formats and represent the most substantial portion of the inquiries and means by which the City will compare and assess, qualitatively and quantitatively, each vendor’s services and capabilities; and

Performance Exams - provides opportunities to assess a vendor’s resources, philosophy, and skills on specific topics; because the exams are tailored to specific topics, they provide for a “deeper dive” on a variety of subjects to a degree not available in standard narrative responses (the specific topics and scheduling of the exams will be developed in the period between when the RFPs are released and responses are due).

Primary evaluation and item categories are included in the RFP documents. Staff will evaluate, score, and summarize the vendor responses and performance exams content. The results will be presented to the JLMBC with findings and recommendations for selection. At that point, the JLMBC will have the option of conducting interviews of proposers. The RFP language has been drafted to provide discretion to the JLMBC as to which firms it may interview. It also makes clear that the evaluation and scoring will be based strictly on the vendor responses to the RFPs and the scoring of performance exams. Additional edits and final modifications may be made to the current RFP draft pending review by the City Attorney and the Personnel Department’s internal procurement specialists. With this qualification, staff recommends that the JLMBC approve the proposed RFP.

Marketing Services Create and implement wellness marketing strategies Utilize a variety of promotional tools and vehicles Develop annual plans for specific wellness initiatives Serve as an external marketing representative for the program

Event and Engagement Oversight / On-site Engagement Representatives

Plan, resource, and execute events Conduct employee research for engagement design Stage wellness activities for members Serve as local program representatives at employee worksites Develop relationships with local members and stakeholders Garner program support on a grassroots level Recruit, engage, and deploy Wellness Champions/Advocates

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The following project plan summary updates the timeline for executing the development, issuance, review, and decision-making related to Wellness Program Services provider procurement:

Month(s) Action Status April 2017 (1) Approve and finalize RFP for

Wellness Program Services (2) Release RFP

For JLMBC Approval

May 2017 Responses due from all vendors for all RFPs approximately May 2017

May-June 2017 Response Evaluations

July - September 2017 (1) Provider Selection (2) Contract Negotiation

October 2017 Execute contract

Submitted by: ___________________________________

Neil Malabuyoc

___________________________________ Joan Centanno

___________________________________ Ted Vasquez

Approved by: ___________________________________ Steven Montagna

Wellness Current State Research & Analysis Report (I)

March 7, 2017

ATTACHMENT A

Table of Contents

Wellness Current State Research & Analysis Report (I) 2

PageCurrent State Research & Analysis (I) Methodology & Participants

3

Current State Research & Analysis (I) Findings 10

Summary of Key Findings 11Detailed Key Findings & Implications 13

Appendix

Stakeholder Analysis & Plan Results

Compliance: Taxation of Incentives and Merchandise

Sources

102


Methodology & Participants

Methodology

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To accelerate employee awareness and engagement, phases will be executed concurrently. We will use the initial wellness events (e.g., Financial Wellness and Vision Care), to pilot test the program and measure results, to inform the design as we go. Deliverables will be presented at the conclusion of each phase, or sooner where possible, with the final report delivered at the end of the engagement year. This report provides learnings from the first phase, Research. However, it does not include the Employee Research which will be conducted later this month.

Research Design Pilot Measure Refine

Research (current state) - resources, team roles, capabilities, program elements, providers, and stakeholders; employee needs; as well as market experts and best practices - through discussion, document review, events and meetings

Design (future state) –develop a wellness definition; program vision, strategy, goals and objectives; program infrastructure (team, roles and responsibilities, partners, processes, tools), branding/marketing and communication strategy; data and measurement system (sources, metrics, processes and tools)

Pilot – to mitigate risk and to test, diagnose and pinpoint winning elements and processes for the final program design.

Measure –quantify and evaluate results, while identifying risks; Identify the inputs, outputs, and processes needed to track progress on an ongoing basis.

Refine – the program deliverables and make final recommendations based on learnings, for sustainability


Methodology


We conducted a plethora of activities with key groups, to understand the City, Personnel, Benefits and Wellness world as it is today.

Identified City staff, stakeholders, providers, departments, consultants, Benefits programs and resources, including budgets, existing contracts and program support.

Determined City, Personnel, Benefits, and Wellness team roles, resources, processes, data availability and tools, as well as the City’s current wellness program.

Participated in meetings, e.g., JLMBC, Wellness Subcommittee, Personnel, HR Stat, and the Mayor’s MOBIE Team, to further understand policies and interests.

Experienced employee engagement by attending health and wellness events.

Met with key partners and providers to understand capabilities, services, data, and wellness program offerings.

Conducted a Stakeholder Analysis to identify, map, leverage and communicate effectively with each group (see Appendix).

Conduced a Market Assessment to identify best practices, initiate a framework, and identify potential resources that can help support our efforts. We contacted leading wellness providers provided by Keenan to assess agency experience.

Collected secondary employee research data to begin to understand their perspective.

Participants - CityWe talked with:

JLMBC and Wellness Subcommittee membersPersonnel leadersBenefits staffCity Departments, including:

Mayor’s Office Of Budget & Innovation ExcellenceLACERSRec & ParksEvery other department for a census of existing Wellness Coordinators

Partners, including Keenan, Kaiser, Anthem, EyeMed, Segal, Eyemed, and Delta DentalPotential providers such as SleepMed

Joint Labor-Management Benefits Committee


Participants - Agencies


We gathered wellness program perspectives from a wide range of public agencies across the country. We talked with 17 city, county, and state agencies. They represented 13 different cities and eight states.

Participants - Agencies (cont’d)

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They represented a breadth and wealth of agency and wellness experience.

Their wellness programs ranged in age, from still planning, to programs that are ten years old.Wellness member populations numbered 5,000 - 240,000+ where some included just the employee, while others also included dependents.They represented management and staff with varied roles/responsibilities including Acting Chief, Principal Analyst, HR/Benefits Managers, Program Manager, Wellness Coordinators, and Wellness Gurus. Some were contracted resources, working on wellness for their agencies.These agencies also share common traits, including non-centralized member populations, dispersed over large areas, working various schedules, who are often not using technology, such as email or the internet.

We initiated a City Wellness Share Group with these agency participants. All are interested in meeting regularly (perhaps quarterly) to promote learnings. The City can conduct these “think tank” sessions, fostering beneficial relationships, City program sustainability, and a leadership role nationwide.


Participants - MarketWe also conducted a comprehensive review of countless industry resources, and attended expert webinars. Here is a sampling.

• Wellness Providers, e.g., Kitchen Table Consulting, ACI, Canary Health, Cast Light Health, Ceridian, Cerner, Health Dialog, HealthFitness, Healthyroads, Hubbub Health, Injoy, Interactive Health, Limeade, Sonic Boom, Virgin Pulse, Vitality, and Healthways.

Wellness Associations and Awards: e.g., Wellness Council of America, National Wellness Institute, Corporate Health & Wellness Association, and Heathiest Employers.

Wellness Research Consultants and Data Suppliers, e.g., c2b Consultants, Gallup, Rand Health, Wellness Data Solutions, HubSpot, Tableau, Patient Activation Model (PAM), TriHealth Corporate Health, Springbuck, Forrester, AC Nielsen, and Willis Towers Watson.

Wellness Publications, e.g., books, white papers, research reports, and articles.

Health Authorities, e.g., Center for Disease Control, World Health Organization, US Department of Health and Human Services, Health Institutes, and Mayo Clinic.

Subject Matter Experts, (SMEs) e.g., American Heart Association, American Cancer Society, Office of Disease Prevention and Health Promotion: Dietary Guidelines for Americans, President's Council on Fitness, Sports & Nutrition.

This report presents the results of the Current State Research to date, synthesized into key findings. We identified findings when multiple sources confirmed an insight. We present representatives “sources” as an example, where appropriate.



Key Findings


Summary of Key Findings

Key Findings: Summary


1. Creating a single wellness definition is not necessary, but a framework, attitude, tone, and common language should be established.

2. A successful program requires an integrated strategy that establishes a culture of wellness.

3. Building a personal, employee-owned program, and a conducive environment inspires long term participation and change.

4. The City has a rich stakeholder network to leverage, but a sustainable wellness program requires more expertise and resources.

5. The program should be built carefully over time to enable the cultural change and brand, starting with the infrastructure, knowledge, skills, brand, and tools.

6. Strategic engagement requires multiple channels and varied tools, with the right messaging and frequency.

7. A combination of meaningful “incentives” is most effective.

8. Wellness program measurement requires varied data and sources that are not established, so start with basic measures and add metrics over time.


Detailed Key Findings & Implications

Wellness Current State Research & Analysis Report (I)Finding #1: Creating a single wellness definition is not necessary, but a framework, attitude, tone, and common language should be established.

Finding #1: Provide a wellness framework.


This is where we start.

https://www.youtube.com/watch?v=tFMo3UJ4B4g



What is “wellness?” From the dictionary:

Dr. Halbert L. Dunn, often referred to as the “father of the wellness movement,” introduced the concept in a series of lectures in the 1950s. He coined the word “wellness” and promoted the novel idea at the time that there was more to health than the absence of disease. He published the book High Level Wellness in 1961 and many believe that it is still the best book ever written on the topic of wellness or holistic health. The National Wellness Institute gives the Halbert L. Dunn Wellness Award as one of the highest honors in the health promotion and wellness field.



If wellness isn’t new, why is it catching on lately?

A convergence of socioeconomic (rising costs and recession), cultural (personalization, individualism and narcissism), government, technological, data, and health care changes put wellness in the spotlight, where the (buying) power is shifting. The advent of the Affordable Care Act put the consumer (employee) into the equation. The availability of information and resources gave consumers access and knowledge. The active involvement of health care providers in services and costs diluted a physician’s authority. Many consumers no longer just rely on their doctor for health and wellness direction, and support. They are often finding it on their own, and choosing their solutions. Consequently, wellness as a consumer market has flourished. Wellness has also seen significant growth in resources, providers and information.



Consequently, there are a multitude of definitions for “wellness.” Here are some examples:

"Wellness is generally used to mean a healthy balance of the mind, body and spirit that results in an overall feeling of well-being.” Wikipedia"Wellness is an active process of becoming aware of and making choices toward a healthy and fulfilling life.” University of California"Wellness is a state of optimal well-being that is oriented toward maximizing an individual's potential.“ University of Illinois, McKinley Health CenterIs it the same as health? World Health Organization defines health as: “a state of complete physical, mental and social well-being, and not merely the absence of disease or infirmity.”



And what about “well-being?” Are we really talking about a well-being program? From the dictionary:



Well-being is broader than wellness.

In partnership with leading economists, psychologists, and other acclaimed scientists, Gallup conducted a comprehensive global study of more than 150 countries, giving insights into the well-being of more than 98% of the world's population. Upon completion of the 2008 research (updated annually), five distinct statistical factors, or universal categories of well-being emerged.

Career Well-being = how you occupy your time or simply liking what you do.Social Well-being = having strong relationships and love in your life.Financial Well-being = effectively managing your economic life.Physical Well-being = having good health and enough energy to get things done.Community Well-being = the sense of engagement you have with where you live.

Source: Wellbeing: The Five Essential Elements, by Tom Rath and Jim Harter, Ph.D.



So does the City address “wellness,” “well-being” or both?

Given the realities of our daily lives where there are sometimes unclear boundaries between work and personal time, the only way to help people achieve true “well-being” is through a holistic framework that addresses all aspects of life.* Additionally, if employees are our most significant asset, then we should care about all facets of their well-being, from their health and happiness to their engagement and productivity. This holistic approach of well-being really falls to the “organization,” or in this case, the City (Personnel Department and Mayor’s Office), which provides more than benefits, and wellness flows from that.Consequently, an essential part of increasing employee engagement is for companies to link a health and productivity strategy to their overall employee value proposition; enter wellness.

*Source: Willis Towers Watson 2013/2014 Staying@Work Report



So how do we define “wellness?” Although there might be different views on what wellness encompasses, there appears to be general agreement that:

Wellness is not your typical employee benefit. Wellness is not just physical health. It goes beyond freedom from disease or infirmity. Wellness is multidimensional. Wellness is positive and affirming.Wellness falls firmly on the proactive side of approaches to health. It is a conscious, self-directed and evolving process of achieving your potential, prevent disease, improve health, and enhance quality of life.

The National Wellness Institute’s definition is consistent with those tenets above, and it may be as specific as we go:

Wellness is an active process through which people become aware of, and make choices toward, a more successful existence.

Source: National Wellness Institute, http://www.nationalwellness.org/?page=Six_Dimensions



So has the City positioned well-being and wellness for success? Yes!The City set its goal of “creating a healthier, happier workforce that is more productive and cost efficient.” Personnel is on the right track with the overall vision “to position/recast the city as a different kind of employer, one that is more customer-friendly, by demonstrating care for the employee’s health.“In step, (Benefits) Keeping LAwell has put forth a meaningful value proposition already with: “supporting your well-being.” Now we program mission that is in line with the tenets of wellness:

Wellness Mission:To support our members in making progress on a continuum of improving health, with a particular focus on behaviors impacting the prevention, treatment and incidence of chronic disease.

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IMPLICATIONS

While it’s important to recognize the difference, both employee wellness and well-being play a role in employees’ health. Leaders need to create a holistic environment of well-being, allowing the employee to thrive and paving the way for wellness.

So, LIVEwell is a wellness program, but, because wellness and well-being are connected, we may address both in our wellness program. For example, activities that address stress management or mindfulness can contribute to a positive state of well-being. They’re also effective tools to improve mental health—potentially a key component of employee wellness.

Then instead of imposing a strict definition of wellness, we have the flexibility to establish wellness based on employee interests (the upcoming research survey), a winning strategy, best practice techniques that achieve the desire health behaviors, and resource availability (ramping up as we go; more about that later).



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IMPLICATIONS (cont’d)

We establish the spirit of wellness: proactive/prior to the onset or disease; aspirational, going beyond the absence of disease; and an ongoing process.We compel and activate participation, by providing a dynamic and flexible framework, with a myriad of tools on purposeful topics, so that members can customize and own the program (more about that in Finding #2).We educate and lead employees because while they can say what they want, research shows they don’t always know what they need.We focus on lifestyle to further healthy behaviors. We don’t focus on physical ailments without connecting the dots to how issues are interrelated with employees’ lives and work. We may partner with Keeping LAwell and providers to establish baselines and preventative intervention practices.We leverage this research to set fundamental components such as Healthy Eating, Physical Activity/Exercise and Stress Reduction for the first year.*


*Source: Willis Towers Watson 2013/2014 Staying@Work Report; Respondents in nearly all of the regions that participated in this global study reported the same three lifestyle risks as the biggest workforce issues: stress, obesity and lack of activity.


Wellness Current State Research & Analysis Report (I)Finding #2: A successful program requires an integrated strategy that establishes a culture of wellness.

Finding #2: Create a wellness culture.


Despite offering a variety of health and productivity programs, employers report that actual program participation is low. Nearly eight in ten employers view a lack of employee engagement as the biggest obstacle to changing employee behavior.*

According to the research, the top roadblock to a successful wellness program is the organizational culture. One that resists change ultimately prevents organizations from increasing employee engagement. A successful program, with highly engaged employees, often requires a change in culture.

Knowing the City culture and making sure it supports wellness is essential. Keep in mind that the values that shape the culture are not just those that are written, they are the values rooted and visible to the organization. At the same time, departments, locations, and teams can have their own sub-cultures (preferences, norms, resources and social networks) so we have to align those too.*Source: Willis Towers Watson The Staying@Work Survey 2013

Organizational culture (from BusinessDictionary.com)nouna system of shared assumptions, values, and beliefs, which governs how people behave in organizations.



According to the market and agency research, like well-being, wellness can only be successful in a culture that supports it.

A successful wellness culture is trustworthy, values the whole person, and invests in the employee.

A purposeful curation of a culture of health is essential because it creates alignment within the organization, allows for greater effectiveness in delivering programs, and communicates the value of employee health with greater authenticity.

Authentically communicating that wellness is valued, communicates that the employee is valued. Nothing is more frustrating to employees than wanting to engage in the wellness program and finding that at odds with the culture (policies, priorities or workload).

We can only build a culture of wellness through management support, strong social networks, activists, and communication that demonstrates commitment. Here are more details and examples.


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The best wellness programs bring the environment, company policies, and leadership messaging under a single mission of wellness.

Case Study

Safeway presented to the JLMBC, and here’s their story.

They redefined their core business from “a grocery company with a wellness program,” to “a wellness company that happens to sell groceries,” and the program took off. The CEO, along with the leadership team, ensures that health and wellness are kept top of mind, and leaders work hard to tie all wellness activities back to a broader company strategy. Safeway made large capital investments in a state-of-the-art fitness center, a preventative-care health center, and health-focused cafeterias. Creating a seamless wellness experience has resulted in participation rates of over 80%.




Management Support and Social Connections

Successful programs have strong leadership support and supportive policies.

“Your wellness program should be embedded in everything your organization does,” said Jason Lang, team lead for workplace health programs at the Centers for Disease Control and Prevention. “It’s just as important as sales and marketing…research and development….and customer service.”

Employees look to their leaders for cues on how to model their behavior. When it comes to building a culture of wellness, we need the support from the key leaders, starting at the top.

It’s not enough to offer the program, leaders need to use the program options in a way that is visible to the rest of the City. Leader’s active participation in wellness activities along side employees also fosters a sense of togetherness and facilitates a more open work environment.

Source: The Link Between Workforce Health and Safety and the Health of the Bottom Line Tracking Market Performance of Companies That Nurture a “Culture of Health” Raymond Fabius, MD, R. Dixon Thayer, BA, Doris L. Konicki, MHS, Charles M. Yarborough, MD, Kent W. Peterson, MD, Fikry Isaac, MD, et al, September 2013



Management Support and Social Connections (cont’d)

Our individual health and wellness are tied to the health of our communities and our interactions with others. Researchers have found that social networks have three degrees of influence on our happiness (our friends, our friends’ friends, and even our friends’ friends’ friends).*

Social influence is a powerful contagion that can affect many health behaviors, such as weight gain/loss, smoking cessation, exercise, and mood. It can also have a positive influence.

**Source: Willis Towers Watson: The Staying@Work Survey 2013

*Source: Fowler, J. H., & Christakis, N. A. (2008).Dynamic spread of happiness in a large social network: longitudinal analysis over 20 years in the Framingham Heart Study. British Medical Journal

What about at work? Gallup research shows that people who have high-quality work friendships are seven times more likely to be engaged in their work. Possibly the most important influence on employee’s wellness is their relationship with immediate managers and coworkers.**



Wellness Champions

Another way to create a culture of wellness and strong social network is to add peer activists. Wellness activists, ambassadors, gurus or champions are not just about passing the communications along. They are crucial to the culture and how the program is viewed, as well as the level of acceptance.

They should be:

Creating – connections between participants and programs, and each other.Sharing – journeys, struggles, successes and feedback.Cheerleading – encouraging others and championing efforts.Supporting – employee behavior change with timely tools.Developing – program ideas that meet the needs of their peer groups.

We canvassed each City department to see if there were existing wellness champions. We found one in a dedicated Wellness Coordinator at LAWA. He has much experience and success with wellness, and may be a model for this role. In addition, there were several HR reps who were promoting some benefits and health activities. There are also informal efforts at wellness such as walks.



IMPLICATIONS:

Creating a culture of wellness is the foundation for a successful program. A culture of wellness takes a calculated and concerted effort, requiring the support throughout the organization. Wellness not only requires new programs and tools, but significant change. We can’t make temporary shifts as those will yield subpar results, and worse yet, cynicism. We must implement visible and profound signs of a wellness culture, e.g.,

Creating a significant presence by adding LIVEwell to permanent building signs and installing wellness bulletin boards in each building,Changing work processes, e.g., walking meetings, standing meetings, or adding meeting meditations, and setting meeting food requirements.Creating and wearing LIVEwell logo shirts at work.Coining phrases, like “googling,” that become habit such as Wellness Wednesdays or Gym Shoe Fridays (with green/wellness shoelaces).



IMPLICATIONS:

Employee wellness needs to be a regular dialog and deeply embedded in the organization’s culture.

Leaders should view wellness as an organizational priority, not an employee benefit, and invest accordingly.Leaders need to share the wellness vision with managers and supervisors. Leaders demonstrate support by endorsing and publicizing wellness throughout the organization and the community, as well as participating. Leaders send communications that empower managers and employees to participate in the program. We also need supervisor (first line) engagement, feedback, training and rewards. They can role model participation and help connect employees to available resources.



IMPLICATIONS:

We must leverage social networks to influence employees, generate peer support, and increase participation.

Understand sub-cultures (norms, resources and needs) through local leaders, surveys, feedback, and site visits.

Connect at a local level (departments, teams, worksites) with site visits (Wellness Staff and SMEs), events, communications, and resources.

Build a network of peers (Champions) that support and engage employees at the worksite. Provide them toolkits and a forum for regular feedback. Empower them to request or suggest events. Praise and reward them.

Encourage group participation and building teams. Possibly offer training on how to be a good peer support.

Use tools to encourage sharing and networking, e.g., websites, chat rooms, employee videos, success stories, contests and awards/trophies.

*Source: Willis Towers Watson The Staying@Work Survey 2013

Wellness Current State Research & Analysis Report (I)Finding #3: Building a personal, employee-owned program, and a conducive environment inspires long term participation and change.

Finding #3: Make it personal and conducive.

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When designing a wellness program, these strategies contribute to success, participation, sustainability, and behavior change.

Employee Owned - Wellness needs to be done with employees, not to them, for lasting impact. Engagement in wellness is achieved when employees own the program and are given a meaningful voice. The best programs harness the power of shared accountability to sustain engagement.

Case Study

L.L. Bean empowers its employees in different locations to design wellness initiatives relevant to their department’s needs, with funding and support from corporate to run the program locally. This kind of empowerment encourages employees to become health and wellness representatives locally.

Building local champions helps spread the message and ensures the program’s reach. It also keeps people accountable and gives them support. Our communities, families, and society as a whole can also benefit from a shift from sick care to well care. This broader influence helps support the City and Personnel’s vision for the community.



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Keep it Personal

Health is personal. Wellness is personal. Make the program personal, in real-life terms, to provide a strong call to action.

There are a number of ways to make the program feel personal discussed throughout this report. Other agencies talked about one effective way to do that by getting out to worksites. That is how to really connect, interact and ensure participation, especially in the beginning when building your program.

The other agencies execute a number of activities at worksites, e.g.:

Bring computers to help complete assessments on site.

Execute programs and share materials.

Gather feedback.

Support, partner, and engage with Champions.

This practice is very challenging in an agency, given the number of worksites, across large geographies as well as the different work shifts. So it has to be a reasonable, ongoing effort, ideally with local representatives.



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Wellness-conscious environments – create a work atmosphere conducive to healthy habits – for example:

Work Life: Successful programs have dedicated budgets and staff (which the City does). They also enable employees to participate as part of their work life, e.g., during the work day, or being part of a work team, work-sponsored event, or outing.

Environment: Being mindful of workplace noise, encouraging breaks, and providing accessible tools (reminder cards, fitness calculators, and workplace activity suggestions) to encourage physical activity.

Food: Healthy vending machine and cafeteria offerings create workplaces that encourage healthy behaviors on a daily basis. For the City, it may be healthy food trucks or when healthy food at meetings. We might also dissuade the use of less healthy foods for nearby public events.

Cross-benefits: Linkages with other select benefits like employee assistance programs (EAPs) make it easier for employees to get support, and enhances the feeling that people are cared about.



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Engagement-based Programs

The Affordable Care Act recognizes two different types of programs. Outcome-based (focused on final results and health outcomes) and participation-based (employees earn rewards by participating).

There is a third approach. An engagement-based wellness program strives to have the employee continually stay involved with the program. Participation requirements aren’t one-time events. They’re offered throughout the year and ongoing participation is required.

Engagement-based programs offer the best of both worlds. Employees earn points for things they do all year long. The reward is based on points (redeemed any number of ways, e.g., for exercise equipment) so the employee invests in wellness. Plus, like outcome-based wellness, it focuses on fact-based definitions and healthy habits. LACERS uses this approach with their Passport to Health.

Still, participation-based programs can be a great start, especially with limited resources for tracking individual employee participation with a point system.




Best Practices Tactics

Less clinical and more lifestyle-oriented: Avoid medical terms and convey benefits instead of mundane messages. Several agencies noted having to cancel disease management programs due to lack of interest.

Solicit testimonials: Ask employees to share their experiences. Perhaps nothing influences behavioral change as much as peer experiences.

Promote tracking devices and wearables: we’ve learned that other agencies and Wellness Gurus are having success promoting free apps or simply endorsing using smartphones for tracking activities. The interest/feasibility of this idea will be understood with the website development and employee research.

Enable remote access: use webinars or Skype for remote locations.

Variety: Successful wellness initiatives offer a variety, e.g., of programs, topics, methods of delivery and participation, etc. More about that in Finding #6.

Reward participation: Rewards must be in line with wellness interests, such as pedometers. More about incentives in Finding #7.

Measurement and consistent reporting of outcomes: is essential, but challenging, elusive and complex. More on that in Finding #8.


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What doesn’t work

Lack of a Clear, Articulated Proposition: Not connecting to the employee value proposition makes it difficult for them to understand the purpose of the program and their role, which can result in low engagement and participation.

Administering health risk assessments only: Undoing decades of poor health habits won’t be achieved by completing a questionnaire. Plus, for otherwise healthy employees, frequent biometric screening is often unnecessary.

Paying people: (external rewards) to change their habits. There is evidence to suggest that using financial incentives to achieve long-term lifestyle changes is not effective. More about that in Finding #7.

Sending people to your health plan provider’s websites: (this sentiment was echoed by the 2015 Employee Benefits Survey). These programs improve population health best when part of a comprehensive program that offers many ways to become engaged. Employees want the program to be a City program.

Introducing short-term campaigns: Random wellness activities are not very effective as opposed to long-term changes.


Source: How To Design A Corporate Wellness Plan That Actually Works, Harvard Business Review, March 31, 2016


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IMPLICATIONS

The program needs to feel employee-owned, by creating a (custom) City program, tailored to employee interests. Over time, use testimonials, biographies, employee content and Champions to foster that identity.

We need to establish regular opportunities for employees to tell us what’s working, as well as provide new program ideas and needs. More about this in Finding #6.

Activities should be integrated so that they feel part of a cohesive environment, messaging, themes, and goals, such as Healthy Eating.

The program should offer, motivate, and reward long-term participation, rather than quick fixes or random programs. More about this in Finding #7.

We need to create an engaging, interactive and social networking platform that is a hub for our wellness community.

These tools contribute to the foundation, or infrastructure, that will be necessary for a successful wellness program. They also support sustainability. However, there is much more work to do (see Finding #5).


Wellness Current State Research & Analysis Report (I)Finding #4: The City has a rich stakeholder network to leverage, but a sustainable wellness program requires more expertise and resources.

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Building a wellness culture and an employee-driven, comprehensive program is a considerable effort. So we need to know what resources are currently available to determine what gaps or additional needs we might have.

What is the City staffing, capabilities and availability for wellness?

What is our network of sponsors, partners and interested parties?

Who are the thought leaders that we can borrow authority from, to build our credibility?

Who are the SMEs for, e.g., exercise, nutrition, stress reduction?

What resources and programs are currently available (to align with)?

What organizations are dedicated to organizing and publishing industry standards such as associations?

What research is available to provide program content and guidance; to build our credibility; to educate ourselves and the members?

What events or campaigns are currently available (to align with), such as Rec & Parks?


Finding #4: Strong network but it’s not enough.


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In line with building a wellness culture, the City has already put a wellness team in place in the Benefits department. That team includes:

Chief Benefits Analyst (60% allocation)

Wellness Coordinator

Wellness Analyst

While wellness is the focus for these resources, as is typical of being part of a large organization, these resources also have administrative tasks, and at times, pitch in on other activities that the department requires. Nevertheless, they embarked on wellness efforts.

The team executed wellness event pilots which revealed a great deal that helped us understand what is really required to produce a wellness event. Let’s review those learnings.



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The staff held two wellness pilot events, using services and partners already available to the City at no extra cost.

Financial Resource Workshops - at five sites over six weeks andbrochure.

The staff developed and distributed a resource brochure, both through email and at the workshops. Based on attendance that grew over time, it was apparent that adequate lead time is essential to develop marketing tools, promote effectively, and get employee participation.MHN provided the speaker. While he was a SME, proper vetting of speakers, agendas and workshop content is critical for quality and audience content needs.Employees shared their feedback (generally positive) verbally when exiting the event. Those that came found value in the content, although some of the topics seemed too remedial. Regular post-event surveys would be immensely helpful to capture and track progress.



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Vision Care Pop-Up Clinics - on site vision exams and retail stores at six sites over eight weeks, which required two separate rooms for a full week.

It was a turnkey program; the provider delivered the services (medical staff, receptionist, product selection specialists, reminder emails and calls), and tools (appointment website, products, displays and promotional materials). They shipped materials and “built” the clinics.However, there was still a great deal of work that for the staff.• Staff secured all logistics, which was a considerable effort, and

ensured equipment delivery.• Staff participated in weekly meetings to ensure execution.• We did not have the infrastructure (mechanisms or contact lists)

available to target promotional efforts, so staff had to patchwork an approach.

• We were unable to use the provider marketing and communication tools so we had to create our own (emails, posters).

• Staff promoted the events in a myriad of ways (emails, posters, and flyers), including onsite visits.

• Staff coordinated and distributed communications through stakeholders, such as JLMBC members and HR liaisons.



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In the end, we learned that live events of any kind require extensive resources, skills, lead time (possibly two or three months), staff time, and expertise such as marketing. With just two dedicated wellness staff members, a full calendar of events across numerous locations would be virtually impossible. At the same time, with the size and geographic dispersion of the employee population, it would be challenging to create a local presence with just two staff members.

Other agencies varied widely in terms of the number of dedicated wellness staff, with the number and extent of the wellness activities relative to the number of staff members. Overall, where staff is limited, programs can be random (not really part of an ongoing, strategic effort), anecdotal, limited, and/ or centralized to one agency location.

To compensate for limited resources (staff and budget), agencies often rely on provider partners to conduct events. The challenge with that is ensuring that the program feels like an agency program, tailored to employee needs, rather than “a provider-specific point of view” (as one agency put it) that is distinct from the agency culture.



We also researched and analyzed the broader network of existing resources. Leveraging our stakeholders, could give our program mass, reach, and expertise, while optimizing our spending and resources.

To that end, we conducted a full stakeholder analysis, meeting with varied city, labor, provider, and consulting representatives to understand their expertise and resources. We also reviewed relevant materials including websites, books, articles, opinion papers, reports, and more, to assess market resources.




By completing a full Stakeholder Analysis (see the Appendix for details), we determined that we have a very robust and purposeful Stakeholder Network. Our stakeholders are varied in expertise, experience, function, organization and role. This diversity will be very helpful in generating mass and reach.

Most of our stakeholders have significant interest in the wellness program, and influence over audiences that we need to address. They have knowledge, credibility, connections, and permission. For example:

They influence our employees as advocates and liaisons for them (unions).They are SMEs and deliver services (providers).They lead, supervise, coach and serve as culture role models (staff).They provide resources, training, materials, certification and more (market).

The stakeholders have demonstrated a strong willingness to participate and support the program, while many have a personal interest/passion for wellness. This reduces our need to motivate participation and adds authenticity to our program. They will be winning spokespeople for the program.

There are many stakeholder mechanisms for engaging already in place, e.g., meetings, minutes and reports. This gives us a jump start on our engagement.



The following excerpts show what we discovered and how we plan to utilize the information/resources to support our wellness program. Please note that the LIVEwell Stakeholder Network, Analysis & Plan Workbook contains multiple worksheets – beyond the excerpts presented here.

Stakeholder/ Group Name

Contact NamePhone, Email, Website, Address

InterestHow interested are they in the program? (Low, Medium, High)

How much influence do they have (and over whom)? (Low, Medium, High)

How could the stakeholder contribute to the program? (Role, Objectives, Message)

How could the stakeholder block the program?

Strategy for engaging the stakeholder Communication Methods & Tools

SPONSORS & ADVISORY

JLMBC See JLMBC List HIGH HIGHMembersUnion GroupsPersonnel Staff

Primary Stakeholder; Executive Sponsor; SpeakersCommunicate with other stakeholders and across departments to gain support.Support initiatives to constituents.Distribute/post communications.Post Social Media content.Post Social Media content.Contribute and vet ideas.Approve communications.Represent Wellness in a positive light to help to increase brand awareness and participation.

Not approuvions documents, communications, etc.

High FrequencyShare strategy and plansInform on program progressPreview program plans/tools, reports, documents and communicationsProvide collateral that is easily shared with constituentsEngage for key public events, e.g., Press Conferences, Annual Program Kickoff Event

Monthly Meetings & ReportsAs needed Special Meetings & VotesWellness NewsletterWebsite postings

JLMBC Wellness Subcommittee

See JLMBC Wellness Subcommittee List

HIGH HIGHMembersUnion GroupsPersonnel Staff

Primary Stakeholder; Executive Sponsor; SpeakersCommunicate with other stakeholders and across departments to gain support.Support initiatives to constituents.Distribute/post communications.Contribute and vet ideas.Approve communications.Represent Wellness in a positive light to help to increase brand awareness and participation.

Not approuvions documents, communications, etc.

High FrequencyShare strategy and plansInform on program progressPreview program plans/tools, reports, documents and communicationsProvide collateral that is easily shared with constituents

Monthly Meetings & ReportsAs needed Special Meetings & VotesWellness NewsletterWebsite postingsEmails as neededProgram collateral for distribution


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We have identified, reviewed and pinpointed market SMEs that can further our cause. We used criteria, that included reputation, brand awareness, community presence, authority, fact-based recommendations and camera-ready resources, to assess them. Below is an excerpt.





How much influence do they have (and over whom)? (Low, Medium, Hi h)



Strategy for engaging the stakeholder Communication Methods & Tools ‐ SEE Stakeholder Plan by Month for complete details

American Cancer Society

http://www.cancer.org/ LOW HIGHPeople with cancer, families of those with the disease/at risk, those who might be at risk

Disease mgmt. resourceProvide tools: Healthy Living Newsletter, quizzes, calculators, reminders and other tools can help make healthy choices, lower risk for different cancers, or find it early.Provide expertise on smoking cessation, education on prevention and management, support for people with cancer and their caretakers, food and fitness guidance.Provide events.

na Low FrequencySign up for newsletters.Download and read their white papers and articles as appropriate.Participate in conferences as appropriate.Apply for awards.Speak at their conferences.Utilize their resources.

Link to our social media sitesPress Releases

SUBJECT MATTER EXPERTS



These SME experts have a great deal of free resources such as National Observances, toolkits, planning, sample communication tools, posters, and more. It’s almost overwhelming, but we’ve culled through enough to isolate experts for each wellness building block to start.






How much influence do they have (and over whom)? (Low, Medium, High)



Strategy for engaging the stakeholder Communication Methods & Tools

INDUSTRY ORGSWellness Council of America

https://www.welcoa.org/https://www.welcoa.org/resources/

MEDIUM HIGHMembersWellness Industry

Credibility and PR.Help improve employee well‐being and create healthier organizational cultures.Employee education tools, SME content, Wellness promotion materials, webinars, newsletters, sample surveys, planning templates, white papers, and more.Conferences with Wellness education and resources.Wellness Training & Certification for the team.Workplace wellness publications and health information.Training that helps workplace wellness teams create and sustain results‐oriented programs.

Inconsistent messaging.Lack of follow‐through.Inadequate expertise.Inadequate resources.Lack of responsiveness.Lack of timeliness.

Become a member.Sign up for newsletters.Participate in conferences, webinars and training.Get certified.Speak at their conferences.Purchase/utilize their resources.


National Wellness Institute

http://www.nationalwellness.org/

MEDIUM MEDIUMMembersWellness Industry

Credibility and PR.Wellness Association.Award based on Wellness Founder.Annual Conference.Certificate Programs.Speakers.Newsletters/reports/new research.Best Practices.Monthly articles may be used in any publications. Monthly essays from wellness professionals.Well‐Being Practitioner Magazine.Monthly member e‐newsletter—to keep members apprised up member updates, resources, and key occurrences in the wellness profession.

Inadequate expertise.Inadequate resources.

Apply for the award (if/when ready to be member).Sign up for newsletters.Participate in conferences as appropriate.Get certified.Speak at their conferences.Purchase/utilize their resources.


We also identified and assessed leading wellness experts. The Wellness Council of America (WELCOA), is the most popular among other agencies, and offers numerous benefits, so the staff joined this association. Below is an excerpt.



IMPLICATIONS

While we have a robust stakeholder network, the challenge is to engage them appropriately to maximize relationships and their time. We will need ongoing interaction, tools and diligence that would include meetings, documents, reports, promotional materials, media kits, events, technology, metrics and research.

Wellness activities require extensive planning and coordination by City staff, even when they are turnkey. Considerable lead time is needed to prepare and effectively promote events to gain participation.

The City does not have the infrastructure yet to facilitate engagement, communication and event execution. However, the staff has started building the infrastructure by identifying and documenting key contacts (City Department Contacts, City Department HR Liaisons, ITA Department Coordinators, Wellness Providers, and Wellness Experts) lists.

Worksite engagement is needed to drive participation and foster employee ownership of the program. We also need to gather participant feedback from every event and determine insight to foster that identity.



IMPLICATIONS

We created the Stakeholder Network and Engagement Plan to leverage their expertise and foster employee program adoption. We created templates for ongoing use, including this plan by time period. We will also build the tools (far right column).



IMPLICATIONS

We also need to encourage providers to deliver business reviews, trends, regular/periodic data (quarterly), and insights enable strategic decisions.

The wellness program should strive to be keep up with market best practices and SMEs through association conferences and articles.

It’s not unreasonable to think the City might have (paid) Wellness Coordinators in each department some day, as other agencies do. For now, supplement the wellness program team with SMEs that can fill in skill gaps. This is our refined strategy for the Wellness RFP (exact titles or experience are not final).

Marketing expertiseEvent Coordinators (2); or one plus a Health Promotion SpecialistNutritionistExercise Physiologist(Wellness) Nurse (optional)Website Developer

Let’s take a look at a functional program depiction.

IMPLICATIONS

This chart depicts the functions needed for the wellness program.* The gold boxes represent potential roles for the current city wellness team. The other roles, functions and activities require SMEs to provide the local support to execute events, engage worksites, and develop social networks.

JLMBC

Marketing

Marketing Plan

Materials standards, design & content

PR

Employee Research (Satisfaction, Concept Testing, etc.)

Communications (Strategy, Standards,

Annual Calendar, Delivery)

Wellness Event Planning, Execution and Tool

Marketing Tracking & A l

Partner Relations

Contract/ Procurement

Vendor Management

Stakeholder & Champions Liaison

Team Management

Champion Network

Admin & Reporting

Industry/Conference R

City Department Liaison & Event Coordination

Event Prep

Speakers

Logistics

Materials

Invitations & Publicity

Hosting

Event Analysis

Information & Technology

IT Design, Processes, Systems

Data (Collection, Processing, Storage,

Integration, Benchmarking)

Output/ToolsDashboards, Scorecards,

Reports

Program Results & Analysis

Website

Develop and Host Website

Core Components (Assessments, Challenges, Tracking, Self Help Tools,

On Demand, Data)

Custom Components, Integrations

Usage Analytics

Benefits ProvidersIndustry Resources

Communications Partners, Consultants



*Please note that this program chart is a working hypothesis based on the Current State Research to date. It is not necessarily the complete recommendation yet. That will be finalized following the remainder of the research, completion of pilots and RFP submissions.



IMPLICATIONS

We should make use of free resources that align with our goals, so we created resource libraries for the City’s ongoing wellness efforts. We started using those materials on bulletin boards outside the Benefits office. Feedback has been positive, and employees are taking the brochures, where we have had to replenish them several times, inspiring, the earlier Implication to use bulletin boards for wellness communications.

Wellness Current State Research & Analysis Report (I)Finding #5: The program should be built carefully over time to enable the cultural change and brand, starting with the infrastructure, knowledge, skills, brand, and tools.

Finding #5: Build carefully over time.

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In order to build a successful program, we need a great deal of resources and a solid foundation. This research revealed that we have unanswered questions and infrastructure needs.

Who are we engaging?

We have thousands of people, working varied schedules, spread out across 450 square miles. We don’t know the size, composition, preferences, or habits of the member population by department, building (800) or location (to develop communications, plan events or expend resources). We’re not alone.

Most of the agencies we talked to have the same challenge, so they often provide centralized events. We have to build the location demographics/maps.



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How do we reach them?

Email is still the most common form of direct communication. Market best practices and all of the agencies we talked to agree. [Texting is only utilized by one agency (and a vendor does it)]. In addition, the 2015 City Benefits survey stated that 43% of our employees said they prefer email.

We have work to do to reach employees and it’s not easy. Benefits uses the [email protected] distribution list for the majority of the city population who have work emails. However, the Library, Harbor, Airports, Pensions, and LACERS are not on that distribution list. Civilian Police, Fire and DWP Department employees are not that list either. For those other departments, we use email coordinators. We have also started building relationships with HR Department Liaisons who can distribute emails.

Also, we don’t have email distribution lists by facility/location and there are some employees who don’t use email. We need to build systems to enable targeted wellness communication/events. Untargeted communications can be counter-productive and alienating.




What do they want?One of the first rules of successful engagement is: know your audience.

It’s proven; businesses must have a clear definition of their target to reach them and address needs. Finding the right market for communications is essential to set goals, customize content, and spend resources (time, money, efforts/labor) wisely.Not only is a relevant message effective as a communication tool, it’s good customer service. It shows the employee they are understood, appreciated, and valued. On the other hand, a general message, could make the employee feel misunderstood, unloved and taken for granted.Untargeted messages that present programs that aren’t relevant to the receiver, can actually cause frustration and dissatisfaction.Broadcast messages, especially with high frequency, can cause message fatigue and burnout, meaning people tune them out.

Finding #5: Build carefully over time.Where are they on their path to readiness for wellness?




The Marketing Funnel

How do we meet them on their path to the wellness program?


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We have the LIVEwell brand, but we have no identify for it. We have to build the brand architecture (value proposition, tagline/key messages and collateral) that connects with our employee needs; a brand that they can trust.

Branding Workshop February 2017



Insights from the various agencies on building a wellness program.

“We had a rough start. We wanted to get up and running fast but we weren’t ready.”

“We started with 22 coaches but that wasn’t sustainable for the budget. Now we have two, which was a disappointing change.”

“We’re taking our time and doing an RFI first.”

“Start small, especially the first year, and go slow.”

“You need a slow build to impact the employee culture.”

“We weren’t using unions at all at first but they can motivate employees. We wish we would have involved them from the beginning. Now we collaborate with them.”

“You need to build leadership support, with multiple levels, at the worksites.”

“I should have asked for double (the money) I did.”

“We learned that we have more success when we go out the field, interacting.”

“With your [City of LA] size, you need at least one more dedicated staff person.”

“We now have an interdisciplinary team.”

“We built a team of health educators, dietician, burse, exercise physiologist. We have twelve staff and one to five Ambassadors in each department.”

“We’ve expanded to the entire community now.”



IMPLICATIONS

It usually takes some time before change happens and the benefits of corporate health and wellness programs can be felt. So it is recommended that companies initially host “modest” programs to optimize investments and results.

Families and dependents can have a huge impact on the wellness success of the member. Overall, we start with employees and then move to families/dependents. However, we invite families to annual events or events where reasonable and costs are not a concern. The City can also utilize free resources such as Healthy Cooking Recipes for Families, to positively impact families and help employees concerned with their family’s health.Change requires little successes that help participants gain confidence and momentum. Help them set small hurdles rather than insurmountable goals. Giving employees access to an assortment of health and wellness tools, no matter how simple they may be, can propel a positive behavior change and their well-being.



IMPLICATIONS

Pace ourselves and employees. Build the infrastructure, knowledge, skills, brand, and tools to enable the cultural change and brand. Implement purposeful and targeted communications to drive awareness and trial to build employee trust and confidence.

Year 5

Year 4

Year 3

Year 2

Year 1: Build infrastructure, resources and brand



IMPLICATIONS

We will develop a five year strategic plan with a purposeful build that enables effective employee engagement and sustainability. The plan layers in the key program resources, activities and content as needed, similar to the table below.

Focus Key Resource(s) Key Activity(s) Key Content Live EventsYear 1: Research, Plan, Design,

Infrastructure & PilotAdd Champions Program Soft Launch

Brand Introduction Pilots

Monthly Articles from Thought Leaders, e.g., American Cancer SocietyEvent AnnouncementsShare Partner ContentChampion Recruiting Tools and Program Kit

Department AppearancesTwo Tests (Finance & Vision) + Two Quarterly Pilot Events

Year 2: Update Plan & Launch Add Program Manager, Engagement Reps, SMEs, Web developer

Program Official Launch & Promotion & PRKickoff EventLIVEwell Website launchQuarterly EventsConference Attendance

Program Mission, Vision, Content AnnouncementsProgram Calendar for MembersPress Releases, KitsWebsite Tools and UsageOriginal Content

Kickoff Event Quarterly EventsChampion Introductions

Year 3 ‐ 5: Update Plan & ExpandShare Success Stories

Add internal resources, e.g., Department Wellness CoordinatorsAdd Coaches

Annual EventRegular Events, Publications & PRMember Success StoriesContestsAward SubmissionsConference Speaking

Publish (Successful) MetricsRegular Newsletter/BlogCo‐branded ContentSocial Media Usage

Annual Event6+ EventsMore LocationsIndustry SpeakingMember/Department Awards

LIVEwell Strategic Vision Overview:Each subsquent year builds on the previous year(s) so the activities, content, events and tools may repeat in subsequent years



IMPLICATIONS: We will assess, prioritize, develop, and stage the Wellness Program Strategic Vision Tools & Activities, as noted in the excerpts below.

Tools Necessity Starting Frequency Status LeadChampion Program Kit Must have Year 1+ Once Not Started Joan/PM/TPAChampion Recruiting Kit Must have Year 1 Annually Not Started JoanEvent (Post Satisfaction) Survey Good to have Year 1 Quarterly Providers do Joan/ProvidersEvent Announcements Must have Year 1 Quarterly Not Started JoanManagement Support Letter Good to have Year 1 Once Not Started JoanPilot Program Plan Must have Year 1 Once In Progress JoanProgram Communication Plan Must have Year 1 Annually In Progress Joan


Activities Necessity Starting Frequency Status LeadKey Decisions /Approvals (JLMBC/Mgmt) Must have Year 1 Monthly Ongoing JLMBC/Personnel/StevenChampion Recruiting Must have Year 1 Annually or more Not Started JoanEmployee Focus Groups (Branding) Good to have Year 1 Once Not Started JoanEmployee Program Preferences Survey Must have Year 1 Once Not Started JoanOBI Team Meetings Good to have Year 1 Quarterly Ongoing JoanEvent Collaboration with Providers Must have Year 1+ Quarterly In Progress Neil/PM/TPARFPs Must have Year 1 Once In Progress Neil/Keenan



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IMPLICATIONS

With a solid foundation we can make faster progress. Without it, as one agency said: “the program is a house of cards, vulnerable to stressors like budget.”

Assign and specify ownership, roles and responsibilities for the new/complete wellness team from Finding #4, including working norms (meetings, reporting and sharing information).

Understand “target” employee wellness interests and preferences.

Determine employee building, department and location demographics.

Identify distribution channels, methods and contact lists.

Define communication principles and style guides.

Create brand, program, and communications/collateral (e.g., shirts, posters, brochure, and giveaways).

Develop the marketing plan that achieves goals.

Once we have employee input, we’ll have more insights on building this foundation.


Wellness Current State Research & Analysis Report (I)Finding #6: Strategic engagement requires multiple channels and varied tools, with the right messaging and frequency.

Finding #6: Engagement is strategic and multi-channel.


A wellness program can’t be imposed on employees as a management initiative. As noted earlier, boosting engagement can only be achieved when employees feel that it is their wellness program. The strategy is to put them at the core of the engagement plan. Strategic communications lead to greater engagement in employee wellness programs and can help overcome the top barriers to participation: lack of awareness; lack of interest; and trust issues about employer motives.

Employee



Strategic communications are clear and compelling messages, that are portable. They explain:

The situation or issue (facts, news, trends, etc.).

What the program is about (a simple headline of the solution).

How the program works (how, what, who, when and where).

What’s in it for them (why), the employee. You must connect with employee needs and reinforce the benefits.

How to get involved (call to action) – what do they need to do to take advantage of the idea/solution.

This is a persuasive communication format. It is developed from the receiver (employee) perspective, or “putting yourself in their shoes.” In order to do that, you must convey your offering in terms of benefits your target desires.


Strategic communications focus on benefits, not features. What’s the difference?

Features are facts (what something is), while benefits are what your product or service does for your audience. Features add substance to your communications. Benefits connect with your target’s desires: What’s in it for me (WIIFM)?

What do employees really want to achieve? What are they dreaming of? You can only communicate real benefits if you know what your audience wishes, desires, and secret dreams.

Real benefits connect to your employee’s desires, such as feeling strong and powerful (Superman); saving time; reducing costs; making more money; or becoming happier, healthier, more relaxed, or more productive.

To define a benefit, ask ”So what?”



Here is an example of benefits of the Southwest Frequent Flyer Program. You get 50,000 points just for signing up.

So what? Well 50,000 points is enough for two free roundtrip tickers to anywhere in the United States.



Strategic communications keep messages from fading into background noise by:

Tailoring messages that appeal to the reader/employees.

Having varied content (from raffles to contests to education) – that is fresh and current. Content must be dynamic. Stale content keeps readers from returning.

Having the right amount of frequency – enough repetitiveness to achieve the desired goal, e.g., change, but not so much that creates message fatigue.

Planning for the long term – change requires repetition and time.

Putting them in surround sound, or multi-channel – using each medium to it’s fullest.

As one agency said: “When necessary, we mail to homes, send emails, post flyers and go out to locations. Face-to-face helps get resistors on board. We work with Wellness Coordinators in each department.”



There are numerous avenues for the City to use to engage with employees about the wellness program, whether directly or through stakeholders such as:

Mayor’s Office – State of the City, Inaugural Addresses, Weekly City Update

Websites – City/Inside LA, Personnel, Benefits, Departments, Labor Unions

Newsletters – City, Personnel, Benefits, Departments, Labor Unions

Social Media –

Press Releases and Conferences

Meetings

Each channel has an engagement purpose and strength. With social media, timing is important. There is an ideal time to post to each type/brand of social media.

The best websites are engaging, relevant and current (content doesn’t get stale) as well as easy to read and navigate. A complex website can confuse the reader and make it hard for them to understand the message. A complex website makes action steps unclear. Too much content on main site pages (like the homepage) can make people opt out.



IMPLICATIONS

Wellness communications should be strategic in content, purpose, and presence, with targeted approaches for each of the varied avenues for employee engagement.

Wellness should target departments, such as LACERS and Rec & Parks, to partner with on events and cross-promote on websites where appropriate.

Wellness needs a communication hub (website or collaboration platform) where employees can receive and share their wellness news. We need a website strategy and an expert that can deliver an effective employee experience.

It should feel like a City tool.It should have a magazine, newsletter, or “blast” with relevant news, with a name that’s consistent with the brand identity (in process) such as Well Now. It would be available periodically (in the spirit of start small and build, it would be semi-annually at first, then quarterly, and eventually monthly).Employees could contribute content, e.g., biographies, success stories, tips, and experiences.

The social media plan ultimately needs a strategy of its own that takes advantage of the different strengths of each forum.


82

IMPLICATIONS

We have to ensure employees have a say and feel heard. We need to put the employee at the center of the engagement design, through employee input/ opportunities for feedback, employee content, and peer champions, e.g.:

Build the brand proposition and messaging based on employee interests.Establish an annual employee survey to collect input on program content, interest preferences, participation and wellness practices.Measure satisfaction with post-event surveys and website surveys.As the program grows, conduct contests to encourage, gather, use and incorporate employee ideas, and publish what you get from employees.Solicit testimonials, as noted earlier, and publish experiences through articles, videos, newsletters and social media posts.




IMPLICATIONS

We develop an annual planning calendar that details our strategy, engagement, and operating principles that help us create consistency

We balance the plan, by month, to organize a variety of activities to keep the program new and interesting throughout the year.

For this inaugural year in particular, our strategy is to:

Utilize recognized authorities to drive credibility and trust, while we grow our expertise and resources. Leverage National Awareness Observances, where appropriate, to capitalize on widespread promotions/advertising. Implement purposeful and target communications to drive program, brand, and benefit awareness; build employee trust and confidence; and educate employees on the program and wellness practices. Keep it simple. Spotlight the three fundamental wellness program components (Nutrition, Stress and Fitness) noted earlier, to build a foundation. Repeat those themes to drive home messages and initiate behavior change.



IMPLICATIONS: 2017 Engagement Calendar

This first section of the 2017 calendar depicts the basic strategy and operational practices, which are key to engagement. This is also a sustainable template that can be utilized ongoing.

Other Seasonal Elements: Spring

Operating principles: ‐ Promotions are launched on "Wellness Wednesdays"‐ Each month's promotion is presented in person by Wellness Staff at one or more location(s)‐All materials are: ‐Emailed to members, HR liaisons/Champions, and stakeholders (Advisory and City) ‐Posted in City buildings ‐Posted on targeted websites

LIVEwell Calendar 2016‐2017, Q1 ‐ Q2

Note: "Select H&W Observances" are Health & Wellness events selected from all National Observances (per US Department of Health and Human Services), based on our program needs

Rejuvenation / Stress Reduction (Sleep and Stretching)

Fitness/Physical Activity National Sleep FoundationGreat Outdoors Month.orgAmerican Hiking Society

Mayo Clinic

MAR: National Nutrition Month JUN: National Great Outdoors MonthMigraine and Headache Awareness MonthCataract Awareness Month

Other Seasonal Elements: Start of a new year/ resolutions

LIVEwell Theme(s):

Resource(s):

Vision CareHeart Health

Nurtition/General Health (Healthy Eating)EyeMed

American Heart AssociationAcademy of Nutrition and Dietetics

JAN: National Glaucoma Awareness Month APR: Stress Awareness MonthNational Minorities Health & Health Disparities Month

FEB: American Heart MonthNational Children's Dental Health MonthAMD/Low Vision Awareness MonthNational Cancer Prevention Month

MAY: Better Sleep MonthNational Mental Health Awareness MonthNational Physical Fitness and Sports Month

Select H&W Observances: Select H&W Observances:


85

IMPLICATIONS

We use colors to depict the building block (topic) and icons for the event type. This is the detail for Q1 and Q2 2017.



86

IMPLICATIONS

With such a robust program, we will use free, camera-ready tools as often as possible, for ease of implementation and effective engagement.

In Q3 and Q4, we will execute two additional pilot programs, ideally partnering with providers and existing programs that have expertise, reach, awareness, and recognition.



87

IMPLICATIONS

We are also testing this new Implementation Planning Template to:

Define engagement plans, messaging, tools and logistics.Plan and organize campaigns.Identify and mitigate issues.Track implementation.Build resources and legacy for future campaigns.


LAUNCH

DATEPURPOSE AUDIENCE(S)

COMMUNICATION

THEME/MESSAGESCHANNELS SERVICES PROMOTED LEAD

POST EVENT SURVEY

(Complete)NOTES

Drive Awareness M embers Vision Campaign Introduction Email; Benefits Site; link to eyeM ED site Overview of all

Get Trial M embers Pop Up Clinic Appointments Available Email; Personnel & Benefits Sites; Social M edia; Posters

Build Credibility; Provide reasons to believe the brand M embers EyeM eds credentials and strengths Email; Site /Wellness Page; Social M edia

Drive Awareness, Initiate Trust M embers Email; M ayor’s, Personnel & Wellness Page

LAUNCH

DATEPURPOSE AUDIENCE(S)

COMMUNICATION

THEME/MESSAGESCHANNELS SERVICES PROMOTED LEAD

POST EVENT SURVEY

(Complete)NOTES

Adoption & Loyalty *Self-achievers: most proactive in wellness; on top of health research. Like a challenge. New research and ideas; trackers; maintenance ideas and too ls.

Email; Site /Wellness Page; Event Invitations

Adoption & Loyalty *Balance-seekers: proactive, wellness-oriented; open to ideas. New ideas; alternative medicine/spiritual too l; trackers

Email; Site /Wellness Page; Benefits Site; Event Invitations

Adoption *Direction-takers – see healthcare professionals for direction. Expert Recos and Endorsements

Email; Site /Wellness Page; Benefits Site; Clinic Invitations

Get Trial *Priority Jugglers: proactive with family’s health but not theirs. Family Health Care Ideas, Tools, Benefits

Email; Site /Wellness Page; Benefits Site

NA – Not interested or ready for the program *Willful Endurers: more important things than improving their health; typically do not change habits. General Awareness and Brand Campaigns

No targeted messages; general program communications only

Postings only

STRATEGIC (GENERAL COMMUNICATIONS)

TARGETED COMMUNICATIONS (By Employee Segment)


Wellness Current State Research & Analysis Report (I)Finding #7: A combination of meaningful “incentives” is most effective.

Finding #7: Meaningful incentives are effective.


There are two kinds of incentives: extrinsic and intrinsic.

“Intrinsic” incentives are not weighed, portioned or assigned by someone else. With intrinsic rewards, the goal is to understand what really motivates employees so that they aren’t participating for the (external) incentive. Rather, they engage in the new behavior or habit because it’s sufficiently satisfying and worth maintaining (internal incentive).

Extrinsic rewardsnounUsually financial, tangible rewards, such as pay, benefit, discounts and merchandise, physically given to the person for achieving something.

Intrinsic RewardsnounThe reward is internal, such as satisfaction, gratification or endorphins, to the person doing the activity or behavior.

They are called “extrinsic” incentives because they are external. Also other people control their size and whether or not they are granted.


There is growing recognition that extrinsic incentives may not be enough, and that cash incentives in particular, have negative connotation (bribes) and don’t drive change. A recent study of U.S. employers noted that 90% of them are rethinking their incentives.*

Here’s what is really at play and what works.

Motivation. Extrinsic incentives alone aren’t enough. They can get attention, but intrinsic motivation is necessary for more complex behaviors. If a company can tap into personal motivations [intrinsic incentives], it can better communicate the value of healthy behaviors. To foster intrinsic motivation, the City should create a culture in which healthful lifestyles are supported and activities provide intrinsic gratification (Finding #2).

Topical. Still, there is strong evidence that proper (external) wellness-related rewards drive participation, and keep employees engaged and motivated. Rewards (rather than incentives) should be tied to wellness activities or programs, such as massages, and merchandise, like yoga mats.

*Source: Employee Health and Business Success: Defining Health and Well-Being Employee Health and Business Success, Willis Towers Watson 2015/2016




Case Study

Johnson & Johnson (J&J), which has one of the oldest wellness programs in the country, believe that people don’t strive to get healthy because it’s the right thing to do. “Health is usually a means to an end,” says Adam Glauberg, Director of Global Health Services at Johnson & Johnson. For example, the person wants to be there for family, to have more energy, or to be more productive.

J&J uses a platform called “Energy for Performance in Life,” a training program to teach employees how to maximize their energy to improve their performance both at work and at home. The program is designed to be less clinical and more lifestyle-oriented. Making the program more relevant to everyday life dramatically increased the number of people engaging, reaching 90% employee participation.



Most of the agencies we talked to are using some sort of incentive with inconsistent impact. They vary from discounts to penalties on health costs, cash or gift cards, raffles prizes, merchandise, and awards.

Some use penalties (higher health premiums) and incentive designs based on health outcomes, such as reducing biometrics.

They may use a checklist of health activities (assessments, screenings, or annual physicals) that must be completed in a certain timeframe in order to qualify for the incentive.They use systems to track participation and achievement, often completed by their medical providers.Agencies noted that employees scramble at the last minute to meet the requirements just before the deadline. Consequently, there is not ongoing program participation.

Others noted that wellness-related incentives, such as yoga mats and pedometers, produced good results.

However, a few agencies are focusing on intrinsic rewards by talking to employees to understand what motivations will produce long term participation and behavioral change.



There are other considerations when it comes to rewards and motivations.

Fairness. Most people dislike anything that appears unfair. So, employees who already have healthful lifestyles might feel it’s unfair to reward only unhealthy individuals who make changes. With this in mind, incentive programs should have a reasonable chance of anyone succeeding, and everyone has the tools required to avoid penalties and receive rewards.

Optimism. People overestimate the odds of rare events, causing them to be overly confident they’ll win something. So raffles can be effective incentives.

Storytelling. Stories are more motivating than statistics. A powerful narrative moves us to change more than numbers do, even if the numbers are presented in a personalized manner, with appealing graphics.

Recognition. People often revel in recognition. With websites, social media, email, and newsletters, there are ample opportunities to use social recognition to drive engagement.

*Source: Employee Health and Business Success: Defining Health and Well-Being Employee Health and Business Success, Willis Towers Watson 2015/2016



IMPLICATIONS

We need to understand what really motives employees and any obstacles to participation. Then we can create customized incentives, considering the employees’ needs, and the program goals.

A combination of extrinsic wellness-related and intrinsic incentives should produce the best results. Consider the earlier finding that stated that motivating ongoing participation with a points program may be very beneficial. We might consider rewards (post participation) rather than incentives and call them that, similar to a loyalty program.

We should establish baseline measures and measure results on a regular basis to ensure that the incentive program is engaging and effective.

We should test different incentives to determine interest and impact.

We periodically refresh incentives to be current with employee interests and prevent incentives from becoming entitlements (losing their ability to incent employees).

Performance Management & Data

Finding #8: Wellness program measurement requires varied data and sources that are not established, so start with basic measures and add metrics over time.

Finding #8: Start with basic measures and add.


It’s important to establish measurable goals at the program’s outset, and revisit those goals at key milestones. Program evaluation is critical to maintaining accountability – because we can’t effectively manage a program without measuring it. What do we have in terms of a database, a process, outputs and delivery, ideally in an automated environment? What can we measure and when?

•Cost of Care Measures•Population Health•Program Engagement/ Adoption

•Employee Satisfaction

Database

•Cleansing•Calculating•Benchmarking•Integrating

Process •KPIs•Reports•Scorecard

Outputs

•Dashboard•Reports (Quarterly, Annually, Business Review)

Delivery



To measure the true impact of wellness as we’ve defined it, it’s essential to use a variety of measures that may include:

Key Performance Indicators (KPIs) – e.g., cost of care; population health; preventative practices; and incidence of disease.

Program awareness, engagement, participation (in wellness events), adoption, and satisfaction.

Interest, understanding and changes in (health) behaviors.

Potentially, this data would come from a variety of sources, including benefits providers (claims data; benchmarks), employees (survey results), and national organizations that track data (national and regional trends; health goals), e.g., CDC, data vendors, or specialty providers.



Currently, we don’t have the infrastructure, mechanisms, environment or automation to have a complete measurement system yet and that may be further off, given the systemic changes needed to create it. Instead, we have:

Multiple sources/providers.

Inconsistent definitions, e.g., age groups, and benchmark populations.

Varied timing and modes of delivery.

Hard copy data.

Non-federated databases.

Wellness also involves engagement, participation and satisfaction which are often “self-reported.” So where do we start? What do we measure?



There are generally two answers: return on investment (ROI) and value of investment (VOI). ROI in this context is generally limited to the tangible benefits of a program, such as a reduction in medical costs or absenteeism, yet ROI in isolation fails to capture the full benefit of workplace health promotion.

On the other hand, VOI calculations allow employers to examine the broader impact of programs. That may include employee morale, talent acquisition and retention, and enhanced company loyalty. However, it’s still challenging to isolate variables directly impacting wellness.

Return on Investment: • Benefit-to-cost ratio • Program savings/program cost • Did I save more money than I spent for programs?

Value on Investment: • Includes outcomes not easily monetized • Focuses on cost-effectiveness • What is the total value of my investment?

Sources: How To Design A Corporate Wellness Plan That Actually Works, Harvard Business Review, March 31, 2016; Pulse Paper 2016, Written for Virgin Pulse by Ron Z. Goetzel, Ph.D.



In addition, data is not readily available, and federated databases do not exist. Data relevant to wellness would come from a variety of sources, with a variety or timing, and data delivery is not automated. There are few dashboards where employers can access wellness data on demand or customize data views to meet needs.

What are agencies doing now? It varies a great deal. Some agencies are not focused on data or measurement, for different reasons. Some aren’t asked to be accountable for it. Some got their programs going first, and are now getting around to it. Others are not launching their programs until they have the performance measurement system in place.

Those that are measuring performance struggle with it, due to the lack of timely, consistent, comprehensive, and automated data. Some agencies are also using employee surveys to collect self-reported data to measure event satisfaction and perceived improvements in health improvement. Some are even using hard copy reports and manually entering the data into a presentation. This is difficult, labor-intensive, delayed, and vulnerable to error.



IMPLICATIONS

Having a complete measurement system requires considerable systemic changes and investment so that will be further out. The most important step is to develop goals at the start so we can establish baseline data, and create a City scorecard (example excerpt below). In the spirit of starting small and going slow, we should first populate data that is available, and if nothing else, try to create some standardization, with periodic delivery to set regularity. We can cultivate additional data as the program, systems and resources develop.

Category (Building Blocks) Strategies Metrics (KPIs) Source Goals (Metric figures)

Prev Period (Could be by

Qtr?)

ActualThis Period

ActualThis Period

vs Benchmark*

vs Goal % Change vs Benchmark % Change

Biometrics: ProviderCholesterol Provider

Population Health: Behavioral Patterns Nutritional/dietary patterns: National Standard; Employee Survey

Vegetable Intake (servings/wk) National Standard; Employee Survey

Population Health: Disease Risk/Incidence Obesity ProviderDiabetes Provider

Program Engagement/Adoption Program Awareness Employee SurveyProgram Participation Website tracker;

Event attendanceCost of Care Employer premium costs: Provider

Medical ProviderVision Provider

See Scorecard Definitions

TrendsWELLNESS SCORECARD

City

Population Health: Preventive Care Increase Preventative Visits/ExamsIncrease Enrollment in Dental, Vision

Appendix

Appendix

Stakeholder Engagement Analysis & Plan



Process and Inputs

Criteria

• Define: the attributes used to identify, evaluate, classify and plan for engagement with stakeholders. The wellness program has two key criteria : Influence and Interest. We also consider Level of Knowledge and Availability, to hone our engagement strategy,

Identify• Identify: Develop a comprehensive list of people and/or organizations

that have the ability to impact Wellness, positively or negatively.

Analyze

• Segment and prioritize engagement with stakeholders in terms of the perspective they offer and the degree to which they can impact the program and desired outcomes.

Purpose

• Focus: pinpoint the engagement outcome overall, then by stakeholder.. Our overall engagement purpose is to establish a network of champions, collaborators, and activators to create the cultural impact we need, to drive behavior change.

Map

• Mapping is a visual exercise to further determine how to manage and engage with stakeholders. It helps visualize the interplay of criteria and the strength of the network. For example, if you have several parties that are highly interested and influential, your program should be strong.

Plan• Determine: the frequency of engagement/communications with

stakeholders to make sure they are up-to-date on the program.

Stakeholder Engagement Analysis & PlanOur list of wellness stakeholders includes:

Sponsor & Advisory Groups: JLMBC and JLMBC Wellness Committee

City:

Mayor’s Office and Mayor’s Office of Operations & Innovation Excellence (MOBIE).

Personnel (e.g. GM, AGM, Chief Benefits) and Benefits Department Team.

Cross-Departmental Resources & Programs e.g.., HR and Rec & Parks.

Employee Labor Unions.

Wellness Champions, e.g., Existing Department Wellness Coordinators/Current Programs, and Wellness Program Champions.

Employees: e.g., current employees, potential employees, retirees, and possibly spouses/ dependents.

Partners: Benefits Providers, Wellness Provider/TPA, Consultants, Subject Matter Experts (SMEs) and Service/Product Providers.

Industry Orgs: e.g., associations, Wellness industry opinion leaders, and media.

Subject Matter Experts (SMEs): on key Wellness program components, e.g., Government Agencies such as the CDC and President’s Council on Physical Fitness.




Our stakeholder management strategy is a plan which helps keep all stakeholders satisfied by keeping them informed while fulfilling their expectations and requirements.

If we win the support of our stakeholders, they will actively assist us, and mitigate any problems in accessing resources.

It helps avoid scope creep, and mitigates issues that may cause problems for the project/program.

This plan ensures that we receive full cooperation from the stakeholders, with minimal obstruction.

And lastly, this plan should be a living document that is reviewed regularly and updated as needed (as noted earlier).

Stakeholder Engagement Analysis & PlanBased on the analysis, we mapped stakeholders into four groups, to find the best strategies to engage and communicate with each group.

Keep SatisfiedInform & Consult

Low interest, high influence – powerful stakeholders you need to engage

Work TogetherInform, Consult & Collaborate

High interest, high influence – partners you need to collaborate with

Simply InformInform

Low interest, low influence – those you need to keep informed

Show ConsiderationInform & Consult

High interest, low influence – those you need to involve and consult with

Stak

ehol

der

Influ

ence

Stakeholder Interest

107Wellness Current State Research & Analysis Report (I)

Stakeholder Engagement Analysis & PlanOnce we identified stakeholders and a clear purpose, we aligned the best tools - such as digital media, meetings and program events, kickoffs and wellness activities - to inform, consult or collaborate with them. We overlay tools on the stakeholder matrix.

Keep SatisfiedInform & Consult

Low interest, high influence – powerful stakeholders you need to engage

Work TogetherInform, Consult & Collaborate

High interest, high influence – partners you need to collaborate with

Simply InformInform

Low interest, low influence – those you need to keep informed

Show ConsiderationInform & Consult

High interest, low influence – those you need to involve and consult with

Stak

ehol

der

Influ

ence

Stakeholder Interest

Document Review

Targeted Email Alerts

Social Media, RSS

Feeds

Activity Creation &

Attend

Assign Tasks

Document Co-author

Targeted Email Alerts

Team Meetings

Email Distribution

Program Brochures

Public Web Pages

Online surveys

Discussion Forums

108Wellness Current State Research & Analysis Report (I)

Appendix

Compliance: Taxation of Incentives & Merchandise

ComplianceTaxation of Incentives and MerchandiseThe IRS recently issued a chief council advice (CCA) tax memorandum that addressed confusion over the taxation of incentives for participating in worksite wellness programs. In CCA 201622031, the IRS held that reportable gross income for an employee includes:

Employer-provided cash rewards and nonmedical care benefits for participating in a wellness program.

Reimbursements of premiums for participating in a wellness program if the premiums were originally made by salary reduction through a Section 125 cafeteria plan.

“The general rule states that any award or prize given by an employer is taxable to an employee as wage, to be included on their W-2 and subject to federal tax withholdings, as well as Social Security and Medicare taxes,” Robert Frutchey, CPA, a health benefits consultant with Brentwood, Tenn.-based Cowan, a benefits brokerage and consultancy, posted online. But employers may wrongly assume that a $25 or $50 gift card is de minimis and that the IRS isn’t going to care about it. “What [the tax memorandum] hammers home is that there is no de minimis exception for cash or a cash equivalent gift,” Fenton said. “It doesn’t matter if it’s a $1 gift card. It would be taxable and subject to withholding and reporting if you’re distributing those types of gift cards to employees.” The memorandum specifically mentions payments of gym membership fees, which must be included as taxable income.


Source: IRS Reminds Employers: Wellness Incentives Are Taxable by Stephen Miller, CEBS July 11, 2016

ComplianceTaxation of Incentives and Merchandise (cont’d)

Certain benefits, however, can be excludable from taxation as de minimis, which the IRS alert acknowledges, including logo-branded T-shirts and other items that are administratively burdensome to value.

With regard to “squeezable stress balls, water bottles, trinkets and other small giveaways, especially when they have logos on them, you could argue these are administratively difficult to value and qualify as a de minimis exception,” Fenton said. Some employers make wellness incentive payments directly to employees' health savings accounts (HSAs). Generally, contributions made by an employer to an HSA of an eligible employee are excludable from an employee's income and are not subject to federal income tax, Social Security or Medicare taxes.


Source: IRS Reminds Employers: Wellness Incentives Are Taxable, by Stephen Miller, CEBS July 11, 2016

Appendix

Research Sources

SourcesWellness Providers: Red Brick, Virgin Pulse, Vitality, and HealthwaysWellness Associations and Awards: Wellness Council of America, National Wellness Institute, Corporate Health & Wellness Association,Heathiest EmployersHealth Authorities: Center for Disease Control, World Health Organization, US Department of Health and Human Services (National Observances), Mayo ClinicWellness Research Consultants and Data Suppliers: c2b Consultants, Gallup, Rand Health, Patient Activation Model (PAM), Willis Towers Watson, Gallup Healthways IndexSubject Matter Experts: American Heart Association, American Cancer Society, Weight Watchers, Academy of Nutrition and Dietetics, National Sleep Foundation, American Hiking Society, Office of Disease Prevention and Health Promotion: Dietary Guidelines for Americans, President's Council on Fitness, Sports & Nutrition


SourcesWellness Publications (books, white papers, research reports, and articles)

Wellbeing: The Five Essential Elements, Tom Rath and Jim Harter, Ph.D.

From Evidence to Practice: Workplace Wellness that Works Prepared, Institute for Health and Productivity Studies Johns Hopkins Bloomberg School of Public Health In collaboration with Transamerica Center for Health Studies, September 2015

National Wellness Institute, http://www.nationalwellness.org/?page=Six_Dimensions

Source: The Link Between Workforce Health and Safety and the Health of the Bottom Line Tracking Market Performance of Companies That Nurture a “Culture of Health” Raymond Fabius, MD, R. Dixon Thayer, BA, Doris L. Konicki, MHS, Charles M. Yarborough, MD, Kent W. Peterson, MD, Fikry Isaac, MD, et al, September 2013

Dynamic spread of happiness in a large social network: longitudinal analysis over 20 years in the Framingham Heart Study. British Medical Journal, Fowler, J. H., & Christakis, N. A. 2008

Healthy People 2020, Department of Health and Human Services, December 2010

What’s Wrong with Your Wellness Program, Forbes, Alan Kohll, Contributor, October 13, 2016

PwC 2016 Employee Financial Wellness Survey

It’s Time to Bring Financial Wellness to The Benefits Conversation, T. Rowe Price

Once Taboo, Government Employers Now Mix Work and Home Katherine Barrett & Richard Greene, Katherine Barrett & Richard Greene, technwire.net, October 6, 2016

Here’s what’s wrong with your wellness program, Alan Kohll, Forbes Magazine, October 13, 2016


SourcesWellness Publications ((books, white papers, research reports, and articles) – cont’d

How To Design A Corporate Wellness Plan That Actually Works, Harvard Business Review, March 31, 2016

The do’s and don’ts of workplace health and well-being programs: Virgin Pulse, Pulse Paper 2016

Building A Culture Of Workplace Health_ More Complicated Than Offering Workers Money To Be Healthy, January 23, 2017

Creating a Culture of Wellness WELCOA Interview with Judd Allen, 2011

Developing An Employee Wellness Program CDPH, 2014

Healthy Culture Training Services - A Service of the Human Resources Institute, LLC

ORC Five-Ways-to-Foster-Culture-of-Wellbeing, By Alice Streatfeild, Associate Director of Employee Research

Limeade Well Being Engagement Report final, 2016

RED BRICK HEALTH 144_Culture-of-Health-position-paper-FINAL, February 2017

RedBrick_Health_Culture_of_Health_Presentation, February 2017

Six Dimensions of Wellness, Dr. Bill Hettler, co-founder of the National Wellness Institute (NWI)

Tipsheet_culture_productivity, Virgin Pulse 2016

Wellness Culture Survey - A Service of the Human Resources Institute, LLC, Feb 2, 2017


SourcesWellness Publications (white papers, research reports, and articles)

Work Climate Survey - A Service of the Human Resources Institute, LLC

Willis Towers Watson Staying at Work US Executive Summary Report, 2013-2014

Aetna Wellness Calendar Dates 2016

Case Study: Morton Salt, www.thedieline.com/blog, March 12, 2015

Cities win with wellness, Minnesota Cities, January 2007

Constellation-Research-Castlight-Profile, November 23, 2016

Gallup State Of the American Workplace 2017

IRS Reminds Employers_ Wellness Incentives Are Taxable, by Stephen Miller, CEBS, Society for Human Resources Management, July 11, 2016

Limeade Whole Employee eBook Final, 2016

State-of-the-Industry-2017, Virgin Pulse

US Dept Labor and HHS Employee Workplace wellness study final, The Rand Corporation, 2013

WELCOA Buyers Guide, 2016

Worksite Wellness Programs Keep Employees Healthy, Center for Health Improvement, July 2008

IRS Reminds Employers: Wellness Incentives Are Taxable, Stephen Miller, CEBS, July 11, 2016


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1

REQUEST FOR PROPOSALWELLNESS PROGRAM SERVICES

City of Los Angeles Civilian Employee LAwell Benefits Program Personnel Department - Employee Benefits Division

Joint Labor-Management Benefits Committee

Date Issued: April XX, 2017

TITLE: WELLNESS PROGRAM SERVICES FOR THE CITY OF LOS ANGELES CIVILIAN EMPLOYEE BENEFIT PROGRAM

CONTRACT TERM: Up to Five (5) Years

PRE-PROPOSAL CONFERENCE (Optional):

April xx 2017 1:00 p.m. – 2:00 p.m. Personnel Department Training and Testing Center 520 East Temple Street Los Angeles, CA 90012 Training Room A/B

PROPOSAL DELIVERY ADDRESSES: City of Los Angeles Attention: Neil Malabuyoc City Hall 200 North Spring Street, Room 867 Los Angeles, CA 90012

DEADLINE FOR SUBMITTING PROPOSAL: May XX, 2017 at 3:00 p.m.

DEADLINE FOR OUTREACH TO SUBCONTRACTORS (pursuant to the City’s Business Inclusion Program outreach requirements): May XX, 2017 at 11:59 p.m.

RFP ADMINISTRATOR:

Neil Malabuyoc, Senior Management Analyst Phone (213) 978-1627 Email: [email protected]

ATTACHMENT C

mailto:[email protected]

2

PART A TABLE OF CONTENTS PAGE NUMBER

Section 1: Introduction/Background __

Section 2: Plan Profile & Scope of Services __

Section 3: Proposal Questionnaire __

Section 4: Proposal Format and Submission Requirements __

Section 5: Evaluation of Proposals __

Section 6: General Terms & Conditions __

PART B City of Los Angeles General Contracting Requirements

3

SECTION 1 INTRODUCTION/BACKGROUND

1.0 INTRODUCTION The City of Los Angeles is seeking proposals for Wellness Program Services for its “LIVEwell” Wellness Program servicing members of the LAwell Civilian Benefits Program. The mission of this procurement is to identify the service provider(s) who can best support the LAwell population in its wellness efforts by providing the following services: Event and Engagement Oversight/On-site Engagement Representatives Marketing Services Website/Data Management Services

It is the City’s intent to approach this procurement from a “member-based” perspective focused first and foremost on addressing the engagement, communication, education, marketing, and website services that will support LAwell members in the behavioral choices that directly impact their health and wellbeing. The City does not currently contract for the Wellness Program Services identified in Request for Proposal (RFP). Pursuant to this RFP, the City is soliciting proposals for Event and Engagement Oversight/On-site Engagement Representatives, Marketing Services, and Website/Data Management Services. A summary by category for each plan type is provided as follows:

Event and Engagement Oversight / On-site Engagement Representatives Plan, resource, and execute events Conduct employee research for engagement design Stage wellness activities for members Serve as local program representatives at employee worksites Develop relationships with local members and stakeholders Garner program support on a grassroots level Recruit, engage, and deploy Wellness Champions/Advocates

Marketing Services Create and implement wellness marketing strategies Utilize a variety of promotional tools and vehicles Develop annual plans for specific wellness initiatives Serve as an external marketing representative for the program

Website / Data Management Services Develop, launch, and maintain the wellness website, up to and including

any related internal City benefits website platform Customize website facility and content Administer functionality for mobile applications Create content for reporting activities on the website Build capacity for comprehensive data warehouse for collecting,

managing, and evaluating various data elements Develop infrastructure for data integration from multiple sources

4

Proposal Options: A vendor may submit a proposal or proposals for any or all of the three primary service provider categories indicated above. The City reserves the right to contract with multiple vendors pursuant to this RFP and to select more than one vendor within any provider category. 1.1 DEFINITIONS OF TERMS The following terms used in the RFP documents shall be defined as follows:

• “Agreement” or “Contract” will mean the contract to be entered into between the City and proposer(s).

• “Bidder” or “Proposer” will mean the entity that responds to the Request for Proposal.

• “City” will mean the City of Los Angeles. • “Contractor” will mean the individual, partnership, corporation or other entity to

which a contract is awarded, and will be synonymous with the term “vendor”. • “Department” will be considered synonymous with the City’s Personnel

Department. • “LAwell Benefits Program” or “LAwell” will mean the City’s benefits program

for its Civilian employees. • “LIVEwell Program” will mean the City’s wellness program for its Civilian

employees • “JLMBC” will mean the City of Los Angeles Joint Labor Management Benefits

Committee. • “MOU” will mean a Memorandum of Understanding, or collective bargaining

agreement, to which an employee labor organization and the City of Los Angeles are both parties.

• “RFP” will mean this Request for Proposal for contracted services issued by the City of Los Angeles.

1.2 CONTRACT TERM The term of any contract(s) awarded pursuant to this RFP shall be for a period of up to five years from the contract effective date as provided for by the final contract, subject to the termination provisions therein. 1.3 RFP CONTENTS The contents of this RFP are as follows: PART A – Request for Proposal, including the Plan Profile & Scope of Service, Proposal Questionnaire, Submission Requirements, Evaluation of Proposals, and General Terms and Conditions. PART B – General Contracting Requirements and Attachments, which includes the City of Los Angeles Standard Provisions for City Contracts (Rev. 1/17) and other general

5

contracting requirements that must be reviewed and completed by proposers as specified in order for a proposal to be deemed responsive. 1.4 RFP CONTACT INFORMATION The Personnel Department and JLMBC are committed to ensuring that all LAwell business transactions, including procurement processes, are based strictly on integrity, competence, merit and benefit to LAwell members and their dependents. As a matter of policy, JLMBC members and staff will not communicate with current or prospective vendors or their representatives, or any other person or organization, for the purpose or intent of having a particular vendor secure or maintain a contract or business with LAwell, or otherwise realize financial gain from LAwell, whether during or outside of a procurement process. In support of this commitment, and to ensure the transparency and objectivity of this procurement process, all communications and questions regarding or related to the services included in this RFP should be directed as follows:

PART A Contact Information All questions regarding this RFP PART A must be in writing and should be directed to the RFP Administrator as follows:

• Personnel Department, Employee Benefits Division Neil Malabuyoc [email protected] (213) 978-1627

PART B Contact Information All questions regarding this RFP PART B must be in writing. Questions may be directed to the Personnel Department’s Administrative Services Division staff as follows:

• Personnel Department, Administrative Services Division Roberta (Bobbi) Jacobsen [email protected] (213) 473-9148

Questions regarding the certain contracting requirements may also more appropriately be directed to the City department responsible for the particular requirement, as specified within the Part B materials.

1.5 PROPOSAL TIMELINE AND PRE-PROPOSAL CONFERENCE The City intends to award a contract, in a form approved by the City Attorney, to the selected proposer(s). Written proposals submitted to the City constitute a legally binding contract offer and shall remain open for twelve (12) months. It is requested that proposals be prepared simply and economically, avoiding the use of unnecessary promotional material.



6

Proposal Timeline The following is the current timeline for the RFP process. The City reserves the right to adjust this schedule. Changes to the timeline, if any, will be posted online as an RFP Addendum.

Proposal Timeline Dates Event

April XX, 2017 Request for Proposal Released

April XX, 2017 Deadline for receiving written questions for the optional Pre-Proposal Conference is 4:00 p.m.

April XX, 2017 Deadline to register to participate in Pre-Proposal Conference by telephone is 4:00 p.m.

April XX, 2017

Pre-Proposal Conference at 1:00 p.m. Pacific Standard Time at: Personnel Department Training and Testing Center 520 East Temple Street Los Angeles, CA 90012 Training Room A/B

April XX, 2017 General Contracting Requirements Preliminary Submission Deadline

May XX, 2017 City Review of General Contracting Document Due to Vendor by This Date

May XX, 2017

Deadline for vendors to issue written solicitations to subcontractors via www.labavn.org website. This step must be completed by 11:59 p.m. Pacific Standard Time to avoid risk of late submission.

May XX, 2017 Deadline for receiving written questions regarding the RFP is 4:00 p.m.

May XX, 2017

RFP responses due by 3:00 p.m. Pacific Standard Time at: City Hall 200 North Spring Street, Room 867 Los Angeles, CA 90012

May XX, 2017 BIP Summary Sheet Submission on LABAVN by 4:30 p.m. Pacific Standard Time

May-June, 2017 RFP evaluations

June XX, 2017

City makes selection and begins contract negotiation with successful proposer

October 1, 2017 Deadline for executing contract

October 1, 2017 Commencement of Services

http://www.labavn.org/

7

Pre-Proposal Conference A Pre-Proposal Conference will be held to provide information regarding the RFP requirements and answer questions from prospective proposers regarding this RFP. The Pre-Proposal Conference will also give proposers and potential subcontractors the opportunity to network. City staff will not provide assistance regarding a proposer’s individual RFP response.

The conference has been scheduled pursuant to the schedule noted in the Proposal Timeline. Potential proposers may participate by physically attending or by calling in. Participants will be asked to identify themselves by name and firm.

If you intend to participate by telephone, please pre-register by contacting the RFP Administrator by the deadline noted in the Proposal Timeline. The City will provide a call-in number at that time for those interested in participating by telephone.

It is to your benefit to bring your own copy of the RFP, particularly the City’s General Contracting requirements, to the conference. No copies will be provided at the conference.

Questions Regarding the RFP To maximize the effectiveness of the conference, to the extent possible, proposers should provide questions in writing prior to the conference in accordance with the deadline noted in the Proposal Timeline. This approach will enable the City to prepare responses in advance.

Specific questions concerning the RFP should be submitted in writing via e-mail to the RFP Administrator. Please identify the RFP title on the subject line of your message. All questions should identify the RFP section and page number, or the relevant General Contracting provision, for each question submitted. Additional questions may be accepted and addressed at the conference. However, certain responses may be deferred and posted online as addenda to the RFP at a later date. The City will make every effort to respond to all written questions as soon as practical. All questions and responses to questions, or any other changes to or interpretation of the RFP, will be posted on the Plan’s website at www.labavn.org. Any such changes or interpretations shall become part of said RFP and may be incorporated into any Contract awarded pursuant thereto. 1.6 GENERAL CONTRACTING REQUIREMENTS PRE-SUBMISSION OPTION

AND SUBMISSION DEADLINES The City’s General Contracting Requirements are included in Part B, which is attached hereto. Part B contains the Standard Provisions for City Contracts and a variety of documents and forms with which prospective City vendors must demonstrate compliance in order to be awarded a City contract.


8

Within Part B is a list of requirements that must be fully met, including forms to be completed and submitted and details regarding certain processes which must be followed by prospective vendors as part of their RFP response. Failure to meet any of these requirements to the satisfaction of the City by the RFP Proposal Submission Deadline will result in disqualification of the vendor’s proposal as being non-responsive. The City will provide vendors an opportunity to demonstrate responsiveness to the City’s General Contracting Requirements at a date prior to the Proposal Submission Deadline. Vendors are not required to complete and submit their General Contracting Requirements forms/processes by the Preliminary Submission Deadline; however, it may be to their advantage to do so. If a vendor utilizes this option, City staff will identify whether the documents as submitted are or are not responsive to the City’s requirements. If deemed non-responsive, the vendor will have time to demonstrate responsiveness with its proposal at the RFP Proposal Submission Deadline. Following the Proposal Submission Deadline, there will be no further opportunity for demonstrating responsiveness to the City’s General Contracting Requirements. Failure to adequately demonstrate responsiveness to the City’s General Contracting Requirements, or a rejection by the vendor of those requirements or the Standard Provisions for City Contracts, will result in disqualification of the proposal. The relevant dates with respect to this process are included in the Proposal Timeline. 1.7 PROPOSAL SUBMISSION DEADLINE Responses to this RFP must be submitted on paper and electronic copy must be received by the RFP Administrator by the Proposal Submission Deadline noted on page one of this RFP and the Proposal Timeline. Electronic portions, as specified further in this RFP, must be received no later than this date/time as well. Late responses will not be considered. The City reserves the right to extend the Proposal Submission Deadline should this be in the interest of the City.

9

SECTION 2 LAWELL & WELLNESS PLAN

PROFILES & SCOPE OF SERVICES

A. LAwell PLAN OVERVIEW

The City of Los Angeles LAwell Benefits Program is offered to eligible full-time and half-time employees of the City of Los Angeles Civilian employee population. The City offers its LAwell Civilian Benefits Program (“LAwell”) under Internal Revenue Code (IRC) Section 125. The LAwell Benefits Program includes approximately 25,000 City employees and their 34,000 dependents. In 2016, the LAwell Program spent approximately $297 million in combined employer and employee contributions to health insurance premiums to its medical service providers, along with an additional $41 million on combined premiums for other LAwell service providers (dental, life, disability, and AD&D).

B. LAwell PROGRAM GOVERNANCE & CONTRACTING AUTHORITY

The City’s Joint Labor-Management Benefits Committee (JLMBC) and the Personnel Department's Employee Benefits Division administer the LAwell Program for active City civilian employees and their qualified dependents. The JLMBC is composed of five management and five labor representatives and makes recommendations to the General Manager of the Personnel Department for LAwell Benefits service provider selections. The General Manager Personnel Department is the contracting authority for LAwell Benefits service providers. The JLMBC will be reviewing the findings of a designated review panel for this RFP in generating its recommendations to the General Manager Personnel Department.

C. CORE MISSION

The core mission of the LAwell Civilian Benefits Program is to promote employee health and wellness with competitive benefits at a reasonable level relative to the City's financial capacity. The core mission of the LIVEwell Wellness Program is to support its members in making progress on a continuum of improving health, with a particular focus on behaviors impacting the prevention, treatment and incidence of chronic disease.

D. KEY SUCCESS METRICS The key metrics for evaluating success in meeting the LIVEwell Wellness Program’s core mission include the following:

10

Member Engagement Program Adoption and Satisfaction Population Health (Broad Trends) Population Health (Awareness and Behavioral Change) Utilization of Preventive and Support Services Member Satisfaction

E. LAwell PROGRAM DESIGN

The LAwell Civilian Benefits Program presently offers employees a menu of medical, dental, vision, life, disability, employee assistance, and tax-advantaged savings programs, detailed with incumbent service providers as follows:

F. KEY WELLNESS DEVELOPMENT FINDINGS The City has conducted comprehensive review of wellness current state research, including discussions with external agency program administrators and review of its internal stakeholders in order to identify best practices and available resources. A summary of key findings is provided in Attachment A.

MEDICAL Kaiser Permanente - Statewide Staff-

Model HMO Anthem Blue Cross - Statewide Narrow Network HMO, Statewide Full Network

HMO, Regional HMO, National PPO

DENTAL Delta Dental - Preventive Only, DHMO,

PPO

LIFE INSURANCE The Standard Insurance Company - Basic life, Supplemental life (1-5 times pay),

Dependent life

DISABILITY INSURANCE The Standard Insurance Company - Basic

disability , Supplemental disability

ACCIDENTAL DEATH & DISMEMBERMENT INSURANCE

The Standard Insurance Company - Voluntary AD&D. Dependent AD&D

TAX-ADVANTAGED SAVINGS ACCOUNTS

Wageworks - Flexible Spending , Dependent Care Reimbursement,

Transportation Saving, Parking Saving

EMPLOYEE ASSISTANCE PROGRAM

Managed Health Network

VISION PROGRAM EyeMed

11

G. ELIGIBLE PARTICIPANTS

Full-Time Employees - The eligible population for the City’s LAwell Program includes all Civilian full-time employees who are contributing members of the City’s Los Angeles City Employees’ Retirement System (LACERS) and who are working a minimum of 40 hours per pay period1. In addition, eligible employees must meet at least one of the following requirements: Eligible for membership within one of the employee representation units where

the LAwell Program has been negotiated through a Memorandum of Understanding (MOU).

A “Non-Represented” Civilian employee. A Port Police Officer (MOU 27 or MOU 38) and a member of Tiers 5 or 6 of the

Fire & Police Pension System. An elected official of the City of LA or a full-time member of the Board of Public

Works. Half-Time Employees – The eligible population includes all Civilian half-time employees who are contributing members of LACERS and who are working a minimum of 20 hours per pay period. Employees in part-time, temporary or seasonal positions who are not LACERS members are not generally eligible for LAwell Benefits unless provided for in the applicable MOU. Employee Family Member Eligibility – LAwell members may also enroll eligible dependents including a spouse, domestic partner, biological or step child, child of a domestic partner, grandchildren for whom the member has legal custody, and grandchildren of children who are up to age 26, unmarried, and financially dependent on the member.

H. INSURANCE COVERAGE TIERS & BASE/OPTIONAL BENEFITS LAwell members may elect from one of the four coverage tiers which apply to health, dental, and vision benefits: Employee Employee + Spouse/Domestic Partner Employee + Child(ren) Employee + Family

At no employee premium cost, employees receive a Base Disability benefit (50% of salary for up to two years up to a maximum benefit of $1,462 weekly pre-disability earnings); Base Life Insurance benefit ($10,000 for full-time employees, $5,000 for half- 1 Or alternate number of hours specified in a Memorandum of Understanding

12

time employees); Base Vision benefit (annual eye exam and eyewear); and Employee Assistance Program (EAP) benefits. At their own cost, employees may purchase supplemental Life, Disability and AD&D benefits, and participate in the City’s tax-advantaged savings accounts (LAwell eligible Spending, Dependent Care, Transportation Savings, and Parking Savings accounts).

I. THIRD-PARTY-ADMINISTRATION The City presently contracts with Mercer Benefits Administration to provide third-party-administrator (TPA) services for the LAwell Civilian Benefits Program. The TPA is responsible for administering eligibility and benefit elections. Relative to its benefit service providers, the TPA provides recordkeeping of employee eligibility through a data exchange with the City’s payroll system, as well as employee elections of providers, coverage tiers, dependents, life event changes, and so on, as a result of either Open Enrollment (held in October of each year) or qualified life event or employment status changes or new hire events which occur throughout the year. Data updates are provided to the health insurance carriers on a bi-weekly basis.

J. WELLNESS PROGRAM VISION AND STRUCTURE The vision of the LIVEwell program is to support the health and well-being of LAwell members regardless of where they may be on their personal health journey. Specifically, those objectives are to:

• Develop a fuller understanding of the ways in which LAwell members think about and relate to their personal health.

• Package the LIVEwell program into a trusted, understandable, meaningful and identifiable “brand” to support member engagement, adoption, growth, and sustainability.

• Update, refine, and fulfill LIVEwell’s strategic plan with measurable goals and objectives.

• Establish a comprehensive program infrastructure with the necessary resources to create and sustain success.

• Develop and execute a marketing and communications strategy which effectively engages, educates and empowers members with information which supports behavioral changes impacting chronic care conditions.

• Leverage Civilian LAwell benefit service provider relationships to implement cohesive and coordinated efforts supporting member health.

• Establish and maintain a performance measurement system (data, sources, processes, and tools) to help evaluate and track progress, and set goals and develop strategies for improving outcomes.

In order to achieve these objectives within available resources, the City acts strategically to efficiently prioritize initiatives, identify best practices, build a “member-

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based” program focused on the unique needs of the LAwell population, and deliver a communications approach which is creative, flexible, and outcomes based.

The program sits parallel to and is fundamentally related to the LAwell Civilian Benefits Program overall. To deliver success, the LIVEwell contracted resource(s) must be effective at collaborating with LAwell’s Benefit Service Providers for Health Care, Dental, Employee Assistance Program, as well as the Employee Benefits TPA.

K. ORGANIZATIONAL QUALIFICATIONS AND RELIABILITY

(1) Organizational Background, Financial Strength, Experience The City will be evaluating each proposer’s organizational experience, stability, financial strength, and experience in providing the wellness related services identified in this RFP, and the degree to which an organization can be a long-term viable partner with the City in executing the LIVEwell Wellness Program’s mission, goals and strategies.

(2) External Rating Agency The City will be evaluating each proposer’s rating agency status (if applicable) as part of assessing overall financial stability.

(3) References The City will be evaluating references provided by the proposer, including governmental clients who are currently utilizing the provider’s services as well as those who have terminated those services in the recent past.

(4) Regulatory and Compliance Services The City will be assessing each proposer’s status relative to any regulatory actions, complaints, administrative challenges, judicial actions, lawsuits, or other material events initiated by or against the vendor that may be relevant to the organization’s reliability as a City of Los Angeles service partner, and as part of ensuring that administrative functions are conducted in accordance with applicable law and regulation.

(5) HIPAA Compliance The City will be assessing each proposer’s compliance with the Health Insurance Portability and Accountability Act (HIPAA).

(6) Security Protocols, Disaster Recovery & Guarantees The service provider is responsible for maintaining the confidentiality and security of participant records relative to its administration of the service. “Confidential Information” includes participant data, records and personal information such as social security

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numbers, dates of birth, marital status, home addresses, transaction histories, and other information related to participation in the LAwell Civilian Benefits Program. The provider will need to execute, as part of its contract, a Confidentiality Agreement providing that all confidential information given to the provider by or on behalf of City and/or City Personnel, or accessed or reviewed by the provider during the performance of the Contract, is and will remain the confidential property of the City. The provider will be required to further agree not to provide or divulge confidential information to any other person or entity except as authorized in writing by the City. The provider will also be responsible for protecting the confidentiality and maintaining the security of all confidential information in its possession by implementing and maintaining adequate and necessary security systems, along with policies and protocols, to provide the highest reasonable level of safety and security of the confidential information. In the event of a security or data breach, the provider must have in place an emergency response plan. The provider must, if there is a breach of its security system and confidential information is accessed or believed to have been accessed, include the information in Civil Code Section 1798.82(d)(3) in the required notification of a breach and indemnify the City against any losses in connection with the data breach.

L. WELLNESS ENGAGEMENT ADMINISTRATION

(7) Event and Engagement Oversight

The City is seeking a service provider to provide event and engagement oversight. This includes overseeing event planning and resourcing for events by coordinating with the City’s contracted resources, the City’s wellness team, and other LIVEwell stakeholders as well as subcontractors as needed. The potential vendor will stage a broad range of wellness activities for LAwell members. For successful member engagement, the vendor should implement widely regarded wellness best practices, as well as identify and share educational resources and materials with members. As part of on-going engagement improvement efforts within the theme of a member-based program, the potential vendor will assist the City wellness team in designing and conducting employee research to produce insights for wellness program effectiveness. This research can be in the form of employee surveys, focus groups, and post-activity evaluations. Administratively, the provider will operate activities and execute events to conform within the program’s budgetary requirements. The provider will also work with the City wellness team to prepare and present reports regarding the engagement events and activities. The provider will establish a staff structure, possibly in the form of an “Engagement Manager” or similar, to handle the event/engagement duties and responsibilities that will include the management of contracted On-site Engagement Representatives described in the following section.

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(8) On-Site Engagement Representatives

The City is seeking a service provider to provide On-site Engagement Representatives to meet with employees at their worksite to serve as local representatives for the LIVEwell Wellness Program. At City worksite locations, representatives will develop and maintain relationships with employees and stakeholders, secure local resources, garner program support on a grassroots level, and work with the City wellness team to recruit, engage, and deploy Wellness Champions/Advocates.

Additionally, representatives can provide subject-matter expertise on various wellness topics including LIVEwell’s fundamental wellness components of nutrition, fitness, and stress management. To this end, the representatives will conduct on-site seminars, workshops, presentations, demonstrations, classes and related activities. Administratively, representatives will work with the Engagement Manager described in the previous section as well as the City’s wellness team. The representatives will also assist the City’s wellness team by working with the LAwell’s service providers for the benefits programs listed in Section E above, as well as the Employee Benefits Division’s other units, other Personnel divisions, other City departments, and elected officials’ offices.

M. MARKETING SERVICES

The City is seeking a service provider to provide marketing services including the creation and implementation of wellness marketing strategies to achieve City objectives for the LIVEwell Wellness Program. These strategies should consist of fostering the LIVEwell brand, program positioning, market segmentation, promotional campaigns, and communication plans to drive awareness and engagement (for employees and stakeholders), as well as drive participation and program satisfaction. This should be done by establishing and maintaining a consistent brand image throughout all services, promotions, and events. To service the diverse population of the City, the provider will utilize a variety of promotional tools including print, online, electronic media, direct mail, and live events. To establish consistency in messaging, the provider will develop marketing standards, policies, objectives, and initiatives for the program. The provider will determine the most effective cadence/pace for communications to the City population, and develop annual marketing/communication plans for specific wellness events, resources, services, and promotions, to be plotted on the annual LIVEwell Engagement Calendar as established by the City in consultation with its consultants, other LAwell service providers. To promote the program, the provider will establish and maintain relationships with industry influencers and key strategic partners, as well as represent LIVEwell at marketing/association conferences. Additionally, the provider will monitor wellness industry resources, products, and education activities to ensure the program’s marketing strategy remains current with wellness program best practices and trends.

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N. WEBSITE ADMINISTRATION & DATA MANAGEMENT SERVICES

(9) Website Architecture, Content, & Integration The City is seeking a service provider to assist in developing its wellness website architecture, producing website content (including both informational content as well as interactive tools), and integration of the wellness website with the internally maintained web pages used by the Personnel Department to provide a high-level touch point for City employees to navigate all of their benefits (including their health, retirement, and commuter benefits). The selected provider will be tasked with developing the LIVEwell wellness website, including launch and maintenance. The provider will further implement and produce website tools and communications on an on-going basis. The City is searching for a provider with the ability to produce an engaging website with cutting-edge effects and the capacity for fast-paced customization and marketing resets. The website should have functionality on mobile devices, including the potential for a new stand-alone mobile application or compatibility within an existing City mobile application. As part of integrating the wellness website with other Personnel Department benefits-related web pages, the vendor may also be tasked with working with City staff to restructure and maintain all of these pages within a uniform, coherent framework. Additionally, the provider will assist the City’s wellness team in creating original content to report on the program’s activities and future plans in various formats such as electronic newsletters and dynamic message boards. The provider may be required to coordinate with the City’s internal information technology staff for connectivity to the City’s resources.

(10) Data Management The City is seeking a service provider to develop data management services including but not limited to data collection, warehousing, integration, analysis, evaluation and reporting. Initially, the provider will collect data on website usage and provide related activity reports to the City on a periodic basis to be determined by the City. As the City’s wellness program develops and grows, the provider will build out a comprehensive data management infrastructure with the capacity to track additional data metrics to be determined by the City and the capability to integrate data from the City’s other LAwell service providers. Additionally, the provider will assist the City’s wellness team in developing data metrics strategies for elements such as data-related goals, key performance indicators, and return on investment and/or return on value drivers. The provider may be required to assist the City’s wellness team with reporting on the data metrics development including the presentation of options, recommendations, industry research, and best practices.

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O. FINANCIAL COST The City will be evaluating the vendor’s proposed cost of providing the services described in this RFP for any or all of the listed categories. The City values proposals that are cost effective and based directly on the services outlined in the RFP. The City values proposals that include performance guarantees as well as multi-year cost guarantees.

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SECTION 3 PROPOSAL QUESTIONNAIRE

QUESTIONNAIRE INTRODUCTION AND INSTRUCTIONS

i. Introduction The RFP questions included in this RFP are intended to solicit important background information about your firm and fully disclose the data points upon which proposers will be evaluated. The City is not evaluating firms using any information other than what is outlined within this RFP. Responses to this section along with documents required to be submitted pursuant to Part B of this RFP are necessary for the proposal to be considered responsive.

ii. Instructions Do not alter the questions or question numbering. Complete all appropriate sections of the questionnaire. To obtain an electronic version of the questionnaire, please contact the RFP

Administrator. Provide an answer to each question even if the answer is “not applicable” or

“unknown.” Answer the question as directly as possible.

o If the questions asks “How many…” provide a number o If the question asks, “Do you…” indicate Yes or No followed by any

additional brief narrative explanation to clarify. Be concise in your response. Use bullet points as appropriate. Consider how

to word any response that exceeds 200 words in length so that the response contains the most important points you want displayed.

Referring the reader to attachments for further information should be avoided or used on a limited basis. Any response that does not directly address the question, but only contains marketing information, will be considered non-responsive.

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A. INTRODUCTORY QUESTIONS Responses to the following are required in order for your proposal to be considered responsive but will not be rated.

1. Cover Letter and Proposal Declaration - Provide a cover letter and Proposal

Declaration to include the following:

• Title “City of Los Angeles LIVEwell Wellness Program Wellness Services RFP” and submission date

• Contact name of person authorized to bind the proposer to the proposal • Contact Name/Title • Mailing Address: • Location of Business (if different from mailing address) • Type of legal entity (corporation, Limited Liability Company, joint venture, partnership,

etc.) • Short description of your organization, the businesses in which it engages and the

services it provides • Telephone Numbers (Office, Cell, and 24-hour lines) • Fax Number • E-mail Address • Date entity was established and location of entity when established • Location of headquarters (full address) and, if your firm has more than one office

location, which of your firm’s offices will service this account • Annual revenues • Total number of employees • Total number of employees in the City of Los Angeles • Total number of employees in the County of Los Angeles • Number of employees reported in whose exclusive, primary work location is in the

County of Los Angeles • Number of employees providing services for this contract • The following statement:

“The undersigned hereby offers and agrees to furnish the goods and/or routine services in compliance with all the service level requirements, instructions, specifications, and any amendments contained in this RFP document and any written exceptions in the offer accepted by the City. This proposal is genuine, and not sham or collusive, nor made in the interest or in behalf of any person not herein named; the proposer has not directly or indirectly induced or solicited any other proposer to put in a sham proposal, or any other person, firm or corporation to refrain from submitting a proposal; and the proposer has not in any manner sought by collusion to secure for itself an advantage over any other proposer.”

• A signature submitted on behalf of the proposer by an officer authorized to bind the

proposer to the proposal, acknowledging: i. Receipt of and agreement that the submitted Proposal is based on the RFP

and any identified addenda. ii. Failure to indicate receipt of addenda may result in the proposal being

rejected as non-responsive. iii. To constitute a responsive proposal all pages of the proposal questionnaire

and required forms must be submitted. iv. Under penalty of perjury under the laws of the State of California that the

proposal is true and correct and the proposer agrees to the terms and conditions in the proposal.

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2. City Business License Number or Vendor Registration Number - Indicate your City Business License Number or Vendor Registration Number if available. A license or registration number is not required for your proposal but will be required prior to execution of a contract. To obtain a Business Tax Registration Certificate (BTRC) or Vendor Registration Number call the Office of Finance at (213) 473-5901 and pay the respective business taxes. The address is as follows: City of Los Angeles, City Hall, Room 101, Office of Finance, 201 North Main Street, Los Angeles, CA 90012 – http://www.lacity.org/finance/).

3. State of California Board of Equalization Permit - Indicate your company’s State of California Board of Equalization permit number. If you do not have this permit, please make a statement to this effect.

4. California Revenue and Taxation Code - Fill out and submit the appropriate California Revenue and Taxation Code form, if applicable (for out of state vendors).

5. Compliance with Standard Provisions - Provide a statement indicating that your firm will comply with the City of Los Angeles General Contracting Provisions attached to this RFP in Part B, including the Standard Provisions for City Contracts (Rev. 1/17). Please note that your statement does not relieve you from providing all of the documents required pursuant to the “Proposal Response Checklist.”

6. Insurance - The City is estimating that the following insurance coverage types will apply to this contract: Workers Compensation: $ ________ General Liability: $ ________ Automobile Liability: $ ________ Professional Liability: $ _________ Please verify that you will be able to meet the required coverage levels and that you will submit proof of such pursuant to Part B, “General Contracting Requirements - Insurance Requirements,” as a condition of execution of any final contract (see Part B, “Standard Provisions – Insurance Requirements” for further details). Note that if the proposer is a sole owner company with no employees, the proposer can sign the City’s waiver of workers compensation. General Liability can also be obtained through the City’s SPARTA program for small contractors. Links to the City’s waiver form and SPARTA program from the City’s Risk Management website are provided as follows: http://www.2sparta.com/ http://cao.lacity.org/risk/waivewc.pdf

7. Lobbyist Disclosure – Disclose any arrangements your company has with (1) any lobbyists and/or agents representing your company, and (2) an unrelated individual or entity with respect to the sharing of any compensation, fees, or profit received from or in relation to the proposing company being awarded a Contract with the City. If any such arrangements exist, describe the nature of the relationship and the manner in which compensation or fees would be shared.

8. Endorsement Disclosure – Disclose any financial relationship your company has with any union, organization or association in conjunction with an endorsement. Provide details regarding the relationship, including any benefit that will be recognized by the union, organization or association in the event your company is awarded a Contract with the City.

9. Subcontracting - If any portion of the Contract is to be subcontracted, it must be clearly set forth as to the part(s) to be subcontracted, the reasons for the subcontracting and a

http://www.lacity.org/finance/

http://www.2sparta.com/

http://cao.lacity.org/risk/waivewc.pdf

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listing of subcontractors. For each subcontractor proposed, provide the following information:

i. The specific service being subcontracted ii. Name of Subcontractor iii. Subcontractor’s Contact Name iv. Contact Title v. Contact Phone Number vi. Mailing Address vii. Location of Business (if different from mailing address) viii. Business Telephone Number ix. Subcontractor’s registration # and/or license #, if applicable x. Description of Work to be Subcontracted xi. Reason for Subcontracting xii. Percent of Total Contract to be Subcontracted & Dollar Amount xiii. Relevant work experience in years and level of responsibility xiv. Experience in number of years that your firm has worked with the

Subcontractor providing these services xv. If subcontractor is a MBE, WBE, LBE, SBE, EBE, DVBE, or OBE xvi. If subcontractors will not be utilized, so indicate here.

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B. QUALIFICATIONS The following questions will be rated.

QUESTIONNAIRE

# Question Response

ORGANIZATIONAL STRENGTH & PLAN SPONSOR SERVICES

Organizational Background, Financial Strength, Experience

1

Please provide an overview of your organization and organizational structure, to include the name of your parent company (if you have one), the nature of its business, the name of your company, the location of your headquarters, the length of time your firm has been providing the broad range of services included within this procurement, number of clients and members, and geographic service area.

2 Please provide your organization's revenues and net profits for the last three (3) calendar years.

3

Is your company a subsidiary or affiliate of another company? If yes, describe the nature of the business of the parent firm. Provide full disclosure of all direct or indirect ownership. Indicate what percentage of the total company revenues your company represents for each of the last three (3) calendar years.

4

What is the last date when your organization had a change in its business structure, whether through an acquisition or divestiture or through an alliance arrangement? If applicable, how did this change in business affect the recordkeeping business?

5

Describe any pending agreements to merge or sell your company or any portion thereof, or your parent company; or any pending or anticipated plans to reorganize your company within itself or as part of the larger organization of which your company is a part.

6

Describe any change in senior management (including CEO, CFO, CIO, or other executive management) in the last five (5) years. Indicate the average tenure (in years) of senior management.

7 Please provide a summary of your organization's strategic plan, including how you control/manage growth of your business.

8

What percentage of your services solicited in this RFP would be outsourced to other firms or sub-contracted? For services representing more than 5% of the total fee proposed for this RFP, identify all providers and their functions.

9 What percentage of your services solicited in this RFP would be outsourced or subcontracted overseas to non-U.S. service providers? Identify all overseas providers and their functions.

10 How many proposals have you submitted in the last three (3) years in response to public sector wellness services provider RFP's? How many of these resulted in your selection to provide services?

11 Indicate the total number of employees in your firm as of 12/31/16, 12/31/15, and 12/31/14. Public Sector Client References

12 Please provide three (3) current client references (public sector preferred) in the following format:

Client Name:

Contact Name:

Address:

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E-mail Address:

Phone number: Number of Employees Covered: Contract Start Date:

13 Provide three (3) terminated (within the past five (5) years) client references (public sector preferred) in the following format:

Client Name: Contact Name: Address: E-mail Address: Phone number: Number of Employees Covered: Contract Start Date:

14 Provide three (3) labor/union organization references in the following format: Client Name: Contact Name: Address: E-mail Address: Phone number: Number of Employees Covered: Contract Start Date:

Regulatory Actions

15

Has your company been the subject of any complaint filed with any state or federal regulatory agency or office In the past five (5) years? Has your company ever had a license to do business, an agent/broker license or any other insurance license revoked or suspended? Has your company ever been reprimanded or otherwise cited by a licensing agency? If any of these apply, please describe fully.

16

Are there any outstanding legal actions pending against your organization? If so, please explain the nature and current status of the action(s) to the extent possible. Can you provide assurance these actions will not disrupt your business operations?

17

Identify and describe any past, pending or threatened judicial or administrative litigation (including lawsuits or protests) in which you have litigated against a client or prospective client, within the past five (5) years, related to the type of services you are proposing. Indicate the reasons for the lawsuit/protest and the outcome. Provide contact information for the entity sued or challenged.

18

Describe any incident within the past five (5) years in which your business has had a contract terminated for default. Termination for default is defined as notice to stop performance due to your organization's non-performance or poor performance and the issue was either not litigated or litigated and such litigation determined your organization to be in default. Submit full details of all termination for default experienced by your firm during the past five (5) years including the other party’s name, address, telephone number and your firm’s position on the matter. The City will evaluate the facts and may, at its sole discretion, reject your firm’s proposal if the facts discovered indicate that completion of a contract resulting from this RFP may be jeopardized by selection of your firm. If your firm has experienced no termination for default in the past five years, so indicate.

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19

Has your company or its subsidiaries ever filed or been petitioned into bankruptcy or insolvency or has your company ever made any assignment for the benefit of your creditors? If so, provide complete details.

20

Describe what procedures and policies you have in place to protect against, and provide disclosure of, any potential or perceived conflict of interest involving relationships your firm may have with service providers for which you may also be asked to conduct performance reviews or otherwise evaluate for the City's Plan. To what extent and under what circumstances do the individuals who would be directly servicing the City's account personally meet with service providers that could be actual or potential City clients?

HIPAA Compliance

21 Describe your Health Insurance Portability and Accountability Act (HIPAA) compliance plan and policies.

22 Do you have a website that details information about your policies and procedures for accepting and sending Electronic Data Interchange (EDI) transactions? If so, please indicate the website.

23 Where does the copy of your Companion Guide for HIPAA EDI transactions reside?

Security Protocols, Disaster Recovery & Guarantees 23 By checking each box, verify that you will provide the following. If there are exceptions, do

not check the box and explain the deviations. Confidentially maintain ANY member data, records and personal information such as social

security numbers, dates of birth, marital status, home addresses, transaction histories, and other information related to participation in the City's program.

Indemnification to the City for any liability associated with security breaches of your recordkeeping system.

24 Describe in detail your procedures and safeguards used to protect the confidentiality of member accounts, including security for your hardware and facility, authorized access to data, confidentiality of data, and security for hard-copy documents.

25 With regard to your recordkeeping systems or policies, please describe your record retention and destruction policy, including how long records are retained.

WELLNESS ENGAGEMENT ADMINISTRATION

Event and Engagement Oversight

26

Provide a broad overview of your firm's capabilities to provide Event and Engagement Oversight as described in the Plan Profile and Scope of Services. Indicate your firm's resources, both in-house and subcontracted. If subcontracted, please list your firm's partner(s) along with company details. Describe your firm's proposed working arrangement for the City to deliver overall coordination of wellness program events and engagement.

27

Indicate your firm's existing and proposed staffing to provide the requested services. List each member's roles and qualifications, including education, experience, and specialty certifications/accreditations.

28

Provide three (3) examples of scopes of services your firm has provided to clients (public sector preferred.

29 Explain how your firm defines "participation" and "engagement" and how your firm can track metrics for those interactions.

30

Describe your firm's communication strategies for promoting participation, engagement, and retention.

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31

Describe how your firm will address challenges to participation, such as language issues, lack of Internet or email access, alternative work schedules, or remote worksites.

32

Describe your firm's ability/potential to customize event plans and oversight responsibilities on an ongoing basis. What customization is included and what is considered a change order? Indicate related rates and lead times for implementation.

33

Describe your firm's ability and experience in conducting employee research for engagement design. Provide any examples of research conducted for other clients through employee surveys, employee focus groups, and event/activity evaluations.

34

From this RFP, the City may contract with more than one vendor to provide the modular services requested. Selected vendors must be able to work with the other contracted vendors including the health care providers already serving the Employee Benefits Division. Describe your firm's experience working on the same team with other contracted parties.

35

Engaging the City's population will require coordination with a myriad of internal gatekeepers for each of the City's participating departments. Demonstrate your firm's experience partnering with multiple stakeholders and your ability to attract, build, and retain diverse relationships.

36

Provide three (3) examples of events that your firm has delivered for other clients, preferably for other government agencies if available, and indicate the stated goals of the event, the outcomes relative to meeting the stated goals, participation, and other measurable outcomes.

37

Indicate and describe any other services your firm can provide under the Event and Engagement Oversight sub-category.

On-site Engagement Representatives

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By checking each box, verify that you will provide the following. If there are exceptions, do not check the box and explain the deviations.

Equivalent of a minimum of two (2) full-time licensed or certified local representatives to

provide Wellness Engagement Representation to LAwell members at various City facilities.

Your local staff representatives will be available to conduct meetings and meet with City employees at all work locations and work shifts.

Your licensed or certified local staff representatives will be available to provide on-site

engagement at a variety of City locations as scheduled by the City.

Verify that the City can approve or reject any assigned in-person local staff, both prior to or following your selection of the staff person.

Verify that the City can add to its full-time local representative pool at additional mutually-

agreed cost and time over the duration of the contract.

39

Provide a broad overview of your firm's capabilities to provide On-site Engagement Representatives as described in the Plan Profile and Scope of Services.

40 Indicate your firm's experience with government agency clients providing these types of local representatives. Include the scope of services your firm provided.

41

Provide an overview of your local staffing operation, including functions to be performed and the minimum licensing, degrees, or training required of your representatives. Indicate the expected average tenure (in years) for local representatives to be assigned to the City's account, and describe any continuing education program in place for your personnel to stay current with wellness trends and information.

42

Describe your local account representative access to the web/internet when servicing members at various City facilities (and without necessarily having City wireless or other web/internet access).

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43

Describe how you will select local staff, including your hiring requirements; how your selection process and assessment of candidate qualifications will be aligned with LIVEwell's mission and communications objectives; and how you would describe the characteristics of the ideal candidate for the City's local services team.

44

Ideally, the City desires representatives with an expertise in wellness subject matters, such as nutrition, fitness, stress management, and similar topics. Describe your firm's capabilities to provide local staff with such expertise and indicate any examples of the additional services they can provide such as clinics, seminars, workshops, classes, webinars, and so on.

45

Describe how your firm's local staff can provide educational services and how you measure the overall success of those efforts. Provide survey or other statistical information that measures the effectiveness of your efforts.

46 Indicate whether your representatives can speak any other languages in addition to English.

47

Provide three (3) examples of the positive outcomes achieved as a result of your firm's services provided to other clients (public sector preferred) and how detail how your services boosted the effectiveness in achieving your clients' desired outcomes (health-related examples preferred but not required).

48

Indicate and describe any other services your firm can provide under the On-site Engagement Representatives sub-category.

MARKETING SERVICES

49

Provide a broad overview of your firm's capabilities to provide Marketing Services as described in the Plan Profile and Scope of Services. Indicate your firm's resources, both in-house and subcontracted. If subcontracted, please list your firm's partner(s) along with company details. Describe your firm's proposed working arrangement for the City.

50

A key objective of this RFP is to identify the firm that has the resources, institutional commitment, creativity, facility, responsiveness, and innovative mind-set to support the City’s ambitious communications and engagement objectives. Describe your proposed approach to creating a marketing strategy that represents and coordinates with the City Wellness Program's core mission and values.

51

Describe your firm's ability to design and oversee promotion tool production, including print, online, electronic media, direct mail, and live events.

52 Provide three (3) examples of marketing campaigns that your firm has provided for other clients, preferably regarding wellness and for other government agencies if available.

53

The City desires a firm that can create marketing standards, policies, objectives, and initiatives. Illustrate how your firm proposes to implement these to effectively market the City's wellness program.

54

Describe your firm's process for fostering a new brand and driving brand awareness, including your firm's strategies on market segmentation and program positioning.

55

Indicate your firm's existing and proposed staffing to provide the requested services. If available, list each member's roles and qualifications, including education, experience, and specialty certifications/accreditations.

56

Indicate your firm's experience with government agency clients. Include the scope of services your firm provided as well as your experience with the RFP process.

57 Describe your firm's communication strategies for promoting participation, engagement, and retention.

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58

Describe how your firm will address communication challenges such as language issues, lack of Internet or email access, alternative work schedules, or remote worksites.

59

Describe your firm's ability to customize marketing strategies/campaigns and update continuously per the client. What customization is included and what is considered a change order? Indicate related rates and lead times for implementation.

60

Describe your firm's ability and experience in conducting employee research for design of marketing strategies. Provide any examples of research conducted for other clients through employee surveys, employee focus groups, and event/activity evaluations.

61

From this RFP, the City may contract more than one vendor to provide the modular services requested. Selected vendors must be able to work with the other contracted vendors including the health care providers already in serving the Employee Benefits Division. Describe your firm's experience working on the same team with other contracted parties.

62

Marketing to the City's population will require coordination with a myriad of internal gatekeepers for each of the City's participating departments. Demonstrate your firm's experience partnering with multiple stakeholders and your ability to attract, build, and retain diverse relationships.

63

The City aims for its wellness program to remain up-to-date on current trends in the wellness market and to create a presence over time among municipal wellness programs. To that end, the City desires a firm that can establish and maintain relationships with industry influencers and key strategic partners. Describe how your firm proposes to do such for the City's wellness program.

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How does your organization measure the success of your marketing efforts? Be specific about any engagement metrics that may be utilized and whether you incorporate an outcomes-based discipline into your communication efforts, or whether your communications are more ad hoc or as requested by the client.

65 Describe what aspects of your marketing program development process differentiate your organization from your competitors.

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Provide three (3) examples of the positive outcomes achieved as a result of your firm's services provided to other clients (public sector preferred) and how detail how your services boosted the effectiveness in achieving your clients' desired outcomes (health-related examples preferred but not required).

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Indicate and describe any other services your firm can provide under the Wellness Engagement Administration category.

WEBSITE/DATA MANAGEMENT SERVICES

Website Support/Content

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Provide a broad overview of your firm's capabilities to provide Web Support/Content as described in the Plan Profile and Scope of Services. Indicate your firm's resources, both in-house and subcontracted. If subcontracted, please list your firm's partner(s) along with company details. Describe your firm's proposed working arrangement for the City.

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Provide three (3) examples of websites or web content that your firm has developed for other clients, preferably for other government agencies if available. Include website addresses and summaries on your processes with the respective clients on how the current site was produced.

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Describe your organization's ability to customize the structure and content of a website. Fully describe what can be customized for the City. Describe how you will work with the City to customize the site and the resources you will make available to launch and maintain the customized components of the site.

71 Indicate whether your firm can set up a web platform to push out emails to members who have recorded email addresses and/or mobile devices within the system.

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Describe what resources, if any, your organization devotes to generating fresh website content, and provide sample materials produced in 2016 (no more than five (5) pages in length).

73 Provide your firm’s "web vision." This should include the foundation, principals and philosophy that will guide future evolution and enhancements.

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Describe any prior experience your firm has in designing wellness or benefit related websites specifically, and how such prior experience could benefit the City's development efforts as well as be customized to its specific vision.

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What three (3) examples of recent enhancements/innovations have you implemented over the last few years that best reflect this vision? Discuss how these innovations are relevant to the City and its mission for its wellness program. Examples for public sector clients preferred.

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Describe your organization's ability to produce video educational and marketing content for the City. Provide links to three (3) examples of any video work you have produced for other clients. Examples for public sector clients preferred.

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Describe your organization's ability to create interactive web tools, and whether/how any data acquired as part of that member engagement can be tracked and used to generate reports that can help inform (in this instance) measurement of key metrics that would assist the City in measuring the effect of its programs.

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Indicate if you have a mobile application or mobile optimized website capabilities. If so, what features does it include and/or how may it be limited compared to the regular online website? Indicate whether and how you maintain consistency between your mobile application and website.

79 If your firm can make the website and application available in other languages in addition to English, identify each language, and include the related costs.

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Indicate your firm's existing and proposed staffing to provide the requested services. If available, list each member's roles and qualifications, including education, experience, and specialty certifications/accreditations.

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Indicate your firm's experience with government agency clients. Include the scope of services your firm provided as well as your experience with the RFP process.

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Development of the City's wellness website may require building from an existing proprietary platform or connectivity/compatibility with the City's existing Internet and Intranet websites, necessitating coordination with the City's information technology staff. Indicate your firm's experience working with a client's in-house IT staff and enhancing an existing website/platform.

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Indicate and describe any other services your firm can provide under the Website Support/Content sub-category.

Data Management 84 Describe your company's capabilities for data warehousing, data integration, and data

management.

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85 Describe your system's ability to assign a unique identifier to all individuals whose data may be entered into the warehouse, to enable matching specific individuals to associated data from other sources. If your system does not have this capability, please discuss the process you recommend for this critical aspect of data integration.

86 Describe how the data is audited for accuracy. 87 Describe the process used to set up data transmissions, and your staff's experience in

interacting with external data warehouses. 88 Describe your organization's in-house data processing and integration capabilities. Include what

is outsourced or subcontracted. 89 Describe your organization's ability to integrate data from varied sources, e.g., survey data and

Benefits Utilization data. See Appendix for potential data types and sources. 90 Please describe the team that will be assigned to the City. Fully describe the team structure,

roles, experience, the approximate percentage of their time that will be allocated to the City's wellness program data management, and what is distinctive about this proposed team.

91 Without meticulous attention to both the strategy and engineering elements, the City will be unable to realize the full potential of the data. Provide a comprehensive assessment of your existing data management capabilities, prioritized data-related goals, key performance indicators, and return-on-investment or return-on-value drivers, if available.

92 Provide a strategy/actionable roadmap and plan comprising of people, process, and technology improvements.

93 With a strategy in place, describe how your firm can engineer a custom solution. 94 Indicate your ability to design, capture, store, map/manipulate, analyze, manage, and present

data. Please provide a data map, showing the data flow with all relationships, sources, and processes.

95 Describe your understanding/approach to data governance and operations best practices that minimize risks.

96 Provide a sample of a governance model/requirements document. 97 Describe how you monitor system capacity and plan for future expansion. 98 Indicate the frequency your firm is able to make revisions to any/all components of the data

management system, e.g., key performance indicators, platform, or output. 99 Provide a timeline of the delivery process, including input deadline requirements, with respect

to the receipt of data. 100 Indicate your turnaround time for making data available. 101 Indicate your delivery frequency capabilities. 102 Describe any efforts you have made to solicit feedback from clients (public sector preferred) as

to the structure and content of your data management resources. 103 Indicate your organization's ability to calculate key performance indicators, analyze data, test

hypotheses, and identify patterns, revealing high-value insights. 104 Provide a representative example of the type(s) of output you can provide, e.g., charts, heat

maps, and histograms. 105 Describe your capabilities for creating custom reports. Provide a representative example of the

type(s) of custom output you can provide. 106 Describe your organization's capabilities in creating, populating, and maintaining a Scorecard

with key performance indicators sourced from multiple vendors/databases. Provide a representative example of the Scorecard.

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107 Describe your data management online resources. Provide an Internet address and instructions on how to access a demonstration of your Internet capabilities for a data platform site.

108 Indicate your ability to provide a user site/platform/dashboard, including customization options.

109 Indicate your organization's ability to provide real-time access to the data. Provide a screen capture of the user interface that is representative of what you can provide.

110 Describe how your organization ensures that its data system is in compliance with all applicable federal and state statutes, rules, and regulations. Include the safeguards to ensure compliance.

111 Indicate who has the ultimate responsibility/authority to make sure the data/software remains current with respect to laws, regulations, and client needs.

112 Describe your security resources and policies. 113 Describe in detail your procedures and safeguards used to protect the confidentiality of

participants' personal information, including security for your hardware and facility, authorized access to data, confidentiality of data, and security for hard-copy documents.

114 Describe your response plan in the event of a data security breach. 115 Describe your disaster planning/prevention resources and plans, including the frequency with

which your data is backed up and redundant processing centers. 116 Describe your disaster recovery resources and plans; indicate how often you test your recovery

system. 117 List how many hours of scheduled downtime occurred over the last three (3) calendar years.

Describe each incident and explain: The cause of the down time. The impact on clients, including any losses. How the incident was handled. Whether there are any pending claims related to any of these outages.

118 Indicate and describe any other services your firm can provide under the Data Management sub-category.

FINANCIAL COST

Member Fees 119 Provide the all-inclusive annual contract amount that you would propose for administration of

your firm's services including all counseling, referral, base communications, and base training services, and indicate whether that fee would be guaranteed for the 5-year term of the contract or subject to adjustment from one contract year to the next. If subject to adjustment, describe what factors are used to determine any annual adjustment.

120 Indicate how you structure additional fees or costs to the City beyond base costs as described

above for add-on cost components the City may request such as additional local representatives, video development website customization, or other expanded resources desired by the City.

121 Indicate what portion, if any, of your per-member fee, represents any implementation costs associated with administering the City's Plan that may be amortized over the term of this contract.

122 Describe how and when fees will be billed and collected, when the invoice is due, grace periods,

and the process for late payment charges. Include the interest rate credited to early payment, if any, and interest rate charged for late payments.

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123 Indicate whether the City's payment options include electronic fund transfer, manual invoicing, or both.

Performance Guarantees 124 Indicate what performance guarantees you would provide and any associated financial

penalties associated with some or all of them.

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SECTION 4 PROPOSAL FORMAT AND

SUBMISSION REQUIREMENTS Proposals must be based only on the material contained in the RFP, Pre-Proposal Conference responses, amendments, addenda and other material published by the City relating to the RFP. The proposer must disregard any previous RFP draft material. Proposals must be submitted in accordance with the requirements set forth in this RFP.

4.0 Addendum(a) The City reserves the right to issue addendum(a) to this RFP, which may add additional requirements that must be met in order for a proposal to be considered responsive. All proposers must acknowledge any addendum(a) issued as a result of any change in this RFP on the Proposer Signature Declaration Page. Failure to indicate receipt of addendum(a) may result in a proposal being rejected as non-responsive. 4.1 In Writing All proposals must be submitted in writing and proposers shall complete and return any and all applicable documents including but not limited to written responses, questionnaires, forms, appendices, spreadsheets, and any electronic files. The City may deem a proposer non-responsive if the proposer fails to provide all required documentation, copies or electronic files. 4.2 Cover Letter Each proposal must include a cover letter limited to two pages. The cover letter must include the title, address, email address, and telephone number of the person or persons who will be authorized to represent the proposer. 4.3 Best Offer The proposal shall include the proposer’s best terms and conditions. Submission of the proposal shall constitute a firm and fixed offer to the City that will remain open and valid for a minimum of 12 months from the submission deadline. 4.4 Authorized Signatures Proposals must be signed by a duly authorized officer eligible to sign contract documents and authorized to bind the company to all commitments made in the proposal. A non-officer individual, with the authority to bind the proposer to a contract, is sufficient to sign all applicable documents for the purpose of this RFP. Consortiums, joint ventures, or teams submitting proposals will not be considered responsive unless it is established that all contractual responsibility rests solely with one proposer or one legal entity. The proposal must identify the responsible entity.

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4.5 Number of Copies Required Proposers are required to submit:

• One (1) original written proposal sent to the City of Los Angeles RFP Administrator proposal delivery address which includes all required responses to Part A (see specific instructions in Section 3) and Part B, with all documents signed in ink.

• Two (2) copies of the written proposal sent to the City of Los Angeles RFP Administrator proposal delivery address which includes all required responses to Part A only.

• Four (4) electronic (USB drive) copies of your Part A response only: three to the City of Los Angeles RFP Administrator, and one to the City of Los Angeles consultant for this RFP.

Original and copies should be identified as such. If any proposal contains any trade secrets or other proprietary information that the proposer claims is exempt from disclosure under the California Public Records Act (see Section 6.0 of this RFP), then one (1) redacted copy of the proposal must also be submitted in addition to the original version. Written proposals must be presented in a sealed envelope or box. Proposer must enter the title and proposer’s name on the outside of the envelope or box. Sealed proposals are to be delivered to the address listed in this RFP no later than the stated proposal submission deadline. Certain efficiencies in how proposals are prepared and submitted are requested in order to facilitate the review, storage and recycling processes for proposal materials. Economy in presentation and packaging is preferred over materials which are not easily reproduced, create unnecessary waste, or are awkward to store. Please do not submit materials in plastic binders. Each response should have the bulk of its contents prepared on standard 8½ x 11 paper. Non-essential promotional materials and over-sized materials should be avoided wherever possible except as otherwise requested within the RFP. 4.6 Electronic (USB Drive) Submission In addition to the written copies of the proposal, proposers are required to provide a copy of the proposal in Adobe PDF, Microsoft Word, and (questionnaire only) Microsoft Excel format on a USB flash drive. Redacted versions should be sent separately and identified as such. The USB flash drive containing the proposal versions should be labeled with the firm name and title of this RFP and placed in a sealed envelope with the firm’s name written across the front of the envelope and attached or affixed inside the front cover of the original RFP response. 4.7 Information Requested and Not Furnished The information requested and the manner of submission is essential to permit prompt evaluation of all proposals. Accordingly, the City reserves the right to declare as non-

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responsive and reject any proposals in which information is requested and is not furnished or when a direct or complete answer is not provided. 4.8 Alternatives

The proposer shall not change any wording in the RFP or associated documents. Any explanation or alternatives offered shall be submitted in a letter attached to the front of the proposal documents. Alternatives that do not substantially meet the City’s requirements cannot be considered. Proposals offered subject to conditions and/or limitations may be rejected as non-responsive. 4.9 Proposal Errors Proposer is responsible for all errors or omissions incurred by proposer in preparing the proposal. Proposer will not be allowed to alter proposal documents after the Proposal Submission Deadline, except as allowed by the City. The City reserves the right to make corrections or amendments due to errors identified in the proposal by the City or the proposer. This type of correction or amendment will only be allowed for typographical errors, transposition, or other obvious error. Any changes will be dated and time stamped, and attached to the proposal. All changes must be coordinated in writing with, authorized by, and made by the Contract Administrator. 4.10 Proposal Clarification The City reserves the right to request proposers at any phase of the evaluation process to clarify information provided in RFP responses including clarification of assumptions used in the RFP response. All clarifications must be coordinated in writing with, authorized by, and made by the Contract Administrator. Clarifications must be submitted in writing by the requested deadline, otherwise the RFP response will be deemed non-responsive or evaluated without the benefit of the clarification requested.

If the City determines that all proposers failed to submit requested information or adequately responded to the same RFP question or request for data, the City may, at its discretion, issue RFP Addendum(a) and provide all proposers with an opportunity to provide a response to the RFP question. Responses to RFP Addendum(a) questions must be submitted in writing by the stated deadline otherwise the RFP response will be deemed non-responsive or evaluated without the benefit of the clarification requested. 4.11 Waiver of Minor Administrative Irregularities The City reserves the right, at its sole discretion, to waive minor administrative irregularities contained in any proposal. 4.12 Interpretation and Clarifications of RFP Requirements The City will consider prospective recommendations or suggestions regarding any requirements before the Pre-Proposal Conference. All recommendations or suggestions must be in writing and submitted to the Contract Administrator (see page 1 of the RFP). The City reserves the right to modify or amend any and all requirements of the RFP. 4.13 Proposal Submission Deadline

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Timely submission of proposals is the sole responsibility of the proposer. The City reserves the right to determine the timeliness of all submissions. The proposals, including all hard copies, redacted copies and electronic copies of the final proposals and proposal questionnaire must be received by the RFP Administrator at the published location and by the published due date included with this RFP. It should be noted that all persons and materials entering the Employee Benefits Division’s City Hall location must go through a security check. Proposers should allow ample time to clear security in order to meet the deadline listed above. All proposals will be date and time stamped upon receipt. 4.14 Late Proposals Proposals submitted after the Proposal Submission Deadline shall be considered late. Late proposals will not be considered. 4.15 Cost of RFP The City is not responsible for any costs incurred by proposer while preparing and submitting proposals. All proposers who respond to the RFP do so solely at their own expense. 4.16 Withdrawal of Proposals Proposer may withdraw a submitted proposal in writing at any time prior to the Proposal Submission Deadline. A written request, signed by an authorized representative of the proposer, must be submitted to the RFP Administrator. After withdrawing a previously submitted proposal, the proposer may submit another proposal at any time up to the Proposal Submission Deadline. 4.17 Selection of Vendor The proposer with the highest score based on the RFP criteria and that satisfies all City contracting requirements will be recommended for selection. Selection is not restricted to the lowest offer or bid. Should contract negotiations not be successful with the selected proposer, the City may, based on its exclusive discretion, negotiate with the next most qualified proposer or cancel the RFP selection process. 4.18 Rejection of Proposals The City reserves the right to reject all proposals; to waive any minor informality in proposals received; and to reject any unapproved alternate proposal(s). Additionally, the City reserves the right to reject the proposal of any proposer who has previously failed to perform competently in any prior business relationship with the City and/or is determined to be non-responsive to the requirements of this RFP. The rejection of any or all proposals will not render the City liable for costs or damages. 4.19 RFP Withdrawal, Cancellation, Other Options The City reserves the right to withdraw or cancel the RFP at any time, if it deems such action necessary. If such action is taken, the City may re-issue the RFP. Furthermore,

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the City may exercise its right to not select any proposer from this RFP, if it determines that there was no responsive proposer. If an inadequate number of proposals are received or the proposals received are deemed non-responsive, not qualified, or not cost effective, the City may, at its sole discretion, reissue the RFP or award a sole-source contract with a vendor. The award of the contract is subject to the successful negotiation of the terms and conditions of an agreement.

The City reserves the right to verify all information in the proposal. If the information cannot be verified, the City reserves the right to reduce the rating points awarded. The City reserves the right to require a pre-award interview and/or site inspection. 4.20 Contract Evaluation Program When the term of the contract pursuant to this RFP has concluded, the City will conduct an evaluation of the Contractor’s performance. The City may also conduct evaluations of the Contractor’s performance during the term of the contract. As required by Section 10.39.2 of the Los Angeles Administrative Code, evaluations will be based on specified criteria, including the quality of the work product or service performed the timeliness of performance, financial issues, and the expertise of personnel that the Contractor assigns to the Contract. A Contractor who receives a “Marginal” or “Unsatisfactory” rating will be provided with a copy of the final City evaluation and allowed fourteen (14) calendar days to respond. The City will use the final City evaluation and any response from the Contractor to evaluate Proposals and to conduct reference checks when awarding future service contracts. 4.21 Campaign Contributions

a) Proposers are subject to Charter Section 470(c)(12) and related ordinances. As a result, proposers may not make campaign contributions to and or engage in fundraising for certain elected City officials or candidates for elected City office from the time they submit the Proposal until either the contract is approved or, for successful proposers, twelve (12) months after the contract is signed. The proposer’s principals and subcontractors performing $100,000 or more in work on the contract, as well as the principals of those subcontractors, are also subject to the same limitations on campaign contributions and fundraising.

b) Proposers must submit CEC Form 55, provided as Attachment 11 in Part B,

to the awarding authority at the same time the Proposal is submitted. The Form requires proposers to identify their principals, their subcontractors performing $100,000 or more in work on the contract, and the principals of those subcontractors. Proposers must also notify their principals and subcontractors in writing of the restrictions and include such notice in contracts with subcontractors. Proposals submitted without a completed CEC Form 55 shall be deemed non-responsive. Proposers who fail to comply with City law may be subject to penalties, termination of Contract and debarment.

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Additional information regarding these restrictions and requirements may be obtained from the City Ethics Commission at (213) 978-1960 or http://ethics.lacity.org/

4.22 Business Inclusion Program Requirements (BIP) It is the policy of the City to provide Minority Business Enterprise (MBE), Women Business Enterprise (WBE), Small Business Enterprise (SBE), Local Business Enterprise (LBE), Emerging Business Enterprise (EBE), Disabled Veteran Business Enterprise (DVBE), and all Other Business Enterprise (OBE) concerns an equal opportunity to participate in the performance of all City contracts. Proposers will assist the City in implementing this policy by taking all reasonable steps to ensure that all available business enterprises, including MBEs, WBEs, SBEs, EBEs DVBEs and OBEs, have an equal opportunity to compete for, and participate in, City contracts. Equal opportunity will be determined by the proposer’s BIP outreach documentation, as described in Part B, Attachment 13, and the Business Inclusion Program for this RFP. Participation by MBEs, WBEs, SBEs, LBEs, EBEs, DVBEs, and OBEs may be in the form of subcontracting. Proposers must refer to Attachment 13 Business Inclusion Program to this RFP for additional information and instructions. BIP outreach must be performed using the Business Assistance Virtual Network (www.labavn.org). A proposer’s failure to utilize and complete their BIP Outreach as described in Attachment 13 may result in their proposal being deemed non-responsive. Please note this RFP’s published deadline for submitting the BIP Summary Sheet on www.labavn.org. 4.23 Local Business Preference Program Ordinance Proposers are advised that any proposal submitted and/or contract awarded pursuant to this procurement process shall be subject to the applicable provisions of Los Angeles Administrative Code Section 10.47, Local Business Preference Program (LBPP) Ordinance. The City is committed to maximizing opportunities for local businesses, as well as encouraging local businesses to locate and operate in Los Angeles County. The LBPP Ordinance allows the Department to apply additional points to the Proposal’s final score under certain conditions.

Proposers shall refer to Part B, Attachment 12, “Local Business Preference Program” for further information regarding the requirements and application of the Ordinance. If applicable, proposers may choose to complete and upload the Local Business Certification Affidavit of Eligibility available on the City of Los Angeles’ Business Assistance Virtual Network (BAVN) residing at www.labavn.org prior to the Proposal Submission Deadline. The City may request supporting documentation to verify qualification for designation as a Local Business. Only those proposers who apply and qualify for a Local Business designation (or otherwise qualify by using a qualified Local Subcontractor) by the Proposal Submission Deadline will be made eligible for additional points that can be awarded under the ordinance.

http://ethics.lacity.org/




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Proposers seeking additional information regarding the requirements of the Local Business Preference Program Ordinance may visit the Bureau of Contract Administration’s web site at http://bca.lacity.org. 4.24 Confidentiality All documents, records, and information provided by the City to the Contractor, or accessed or reviewed by the Contractor, during performance of the services will remain the property of the City. All documents, records, and information provided by the City to the Contractor, or accessed or reviewed by the Contractor and any of its employees during performance of services, are confidential (hereinafter collectively referred to as “Confidential Information”). The Contractor agrees not to provide Confidential Information, nor disclose its content or any information contained in it, either orally or in writing, to any other person or entity. The Contractor agrees that all Confidential Information used or reviewed in connection with the Contractor's work for the City will be used only for the purpose of carrying out City business and cannot be used for any other purpose. The Contractor will be responsible for protecting the confidentiality and maintaining the security of City documents and records in its possession.

Any Confidential Information provided by the City to the Contractor, or accessed or reviewed by the Contractor, during performance of services, will be made available to its employees, agents, and subcontractors only on a need-to-know basis. Further, the Contractor will provide written instructions to all of its employees, agents, and subcontractors, with access to the Confidential Information about the penalties for its unauthorized use or disclosure. The Contractor must not remove Confidential Information or any other documents or information used or reviewed in connection with the Contractor's work for the City from City facilities without prior approval from the City. At no cost to the City, the Contractor will, at the conclusion of services, or at the request of the City, promptly return in an organized manner that preserves and protects the documentation, any and all Confidential Information and all other written materials, notes, documents, or other information obtained by the Contractor during the course of work under the contract. The Contractor will not make or retain copies of any such information, materials or documents. The Contractor and its employees, agents, and subcontractors may have access to confidential medical records information, which access is controlled by statute. Misuse of such information may adversely affect the subject individual’s civil rights and violates the law. The Contractor will implement reasonable and prudent measures to keep secure private medical history information accessed by its employees, agents, and subcontractors during the performance of services. The Contractor will advise its employees, agents, and subcontractors of this confidentiality requirement. The Contractor shall disclose the intent to use any service provider outside the continental United States of America to handle any aspect of the work within the scope of services, and shall describe to the City’s satisfaction the methods, which will be utilized to protect the City’s interests and confidentiality of City records and information

http://bca.lacity.org/

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in doing so. The City reserves the right to approve any such service provider throughout the term of the contract at its sole and absolute discretion. Any breach of security that occurs through the Contractor’s website, offices, or network shall require the Contractor to be responsible for notifying City and all affected by such breach. The Contractor shall also be responsible for all costs associated with such notification. 4.25 Government Taxation Forms Proposers must submit the following three forms found in Part B, Attachment 3 to the awarding authority at the same time the Proposal is submitted:

• IRS Request for Taxpayer Identification and Certificate (Form W-9) • Evidence of having obtained or applied for a tax registration account number

(City of L.A. Tax Registration Certificate number and/or Vender Registration number)

• State of California Withholding Exemption Certificate (Form 590) or Non-resident Withholding Certification (Form 587), if the proposer is located outside of California.

4.26 Online Submission of Required Documents

a) Nondiscrimination, Equal Employment Practices and Affirmative Action Program (Non-Construction) Proposers are advised that any contract awarded pursuant to this procurement process shall be subject to the applicable provisions of Los Angeles Administrative Code Section 10.8.2., Non-discrimination Clause. Contractors that provide non-construction services to or for the City for which the consideration is $1,000 or more shall comply with the provisions of Los Angeles Administrative Code Section 10.8.3., Equal Employment Practices Provisions. Effective 7/1/16, related affidavits will no longer be required on BAVN, as compliance with these provisions will be included in the contract language. Contractors that provide non-construction services to or for the City for which the consideration is $100,000 or more shall comply with the provisions of Los Angeles Administrative Code Section 10.8.4., Affirmative Action Program Provisions. Both the Non-Discrimination/Equal Employment Practices Affidavit and the City of Los Angeles Affirmative Action Plan Affidavit shall be effective for a period of twelve months from the date they are first uploaded onto the City’s BAVN. Proposers seeking additional information regarding the requirements of the City’s Non-Discrimination Clause, Equal Employment Practices and

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Affirmative Action Program may visit the Bureau of Contract Administration’s web site at http://bca.lacity.org.

b) Equal Benefits Ordinance and First Source Hiring Ordinance

Proposers are advised that any contract awarded pursuant to this procurement process shall be subject to the applicable provisions of Los Angeles Administrative Code Section 10.8.2.1, Equal Benefits Ordinance (EBO). Unless approved for an exemption, contractors under contracts used primarily for the furnishing of services to or for the City and that involve an expenditure in excess of $25,000 and a contract term of at least three (3) months, and certain recipients of City Loans or Grants, shall comply with the provisions of Los Angeles Administrative Sections 10.44, et seq., First Source Hiring Ordinance (FSHO). Proposers shall refer to Standard Provisions for City Contracts (Revised 06/14), Attachment 7, “First Source Hiring Ordinance”, for further information regarding the requirements of the Ordinance. Effective 7/1/16, these affidavits were combined into one web application form on BAVN. If subject, a contractor will be required to complete the web application form, electronically signed, and submit.

Proposers seeking additional information regarding the requirements of the Equal Benefits Ordinance may visit the Bureau of Contract Administration’s web site at http://bca.lacity.org.

c) Slavery Disclosure Ordinance

In accordance with the provisions of the Slavery Disclosure Ordinance, unless otherwise exempt, any contract awarded pursuant to this RFP will be subject to the Slavery Disclosure Ordinance, Section 10.41 of the Los Angeles Administrative Code. All proposers shall complete and upload the Slavery Disclosure Ordinance Affidavit (one page) available on the City of Los Angeles’ Business Assistance Virtual Network (BAVN) residing at www.labavn.org prior to award of a City contract. Proposers seeking additional information regarding the requirements of the Slavery Disclosure Ordinance may visit the Bureau of Contract Administration’s web site at http://bca.lacity.org.

4.27 Americans with Disabilities Act As covered under Title II of the Americans with Disabilities Act, the City of Los Angeles does not discriminate on the basis of disability and, upon request, will provide reasonable accommodation to ensure equal access to its proposals, programs,





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services, and activities. If an individual with a disability requires accommodations to attend the Pre-Proposal Conference, please contact the RFP Administrator at least five working days prior to the scheduled event. 4.28 Iran Contracting Act of 2010 In accordance with California Public Contract Code Sections 2200-2208, all bidders submitting proposals for, entering into, or renewing contracts with the City of Los Angeles for goods and services estimated at $1,000,000 or more are required to complete, sign, and submit the “Iran Contracting Act of 2010 Compliance Affidavit.” 4.29 Fair Chance Initiative for Hiring Ordinance City Contractors and subcontractors with ten (10) or more employees are prohibited under Los Angeles Administrative Code Section 10.48 from seeking a job applicant's criminal history information until a job offer is made and from withdrawing a job offer unless the employer performs an assessment of the applicant's criminal history and the duties of the position. Contractors and subcontractors are required to include information regarding the ordinance in all job solicitations and advertisements and to post notices informing job applicants of their rights. Additional information and forms may be found at Department of Public Works, Bureau of Contract Administration at http://bca.lacity.org.


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SECTION 5 EVALUATION OF PROPOSALS

5.0 Review Process Proposals received by the Proposal Submission Deadline as specified in this RFP will be evaluated as outlined below. Preliminary Review – Level One Proposals will be reviewed to determine completeness of required documentation and compliance with the City’s administrative and General Contracting Requirements. Proposers that fail to submit or complete required documentation and/or satisfactorily comply with the City’s requirements will be deemed as non-responsive, eliminated from further consideration and will not proceed to the Level Two review process. Proposers will be notified in writing or email regarding the results of the Level One review. Proposal Evaluation - Level Two A Review Committee will be designated by the City to evaluate/score the proposals and generate recommendations for selection to the City. Following the City’s selection, the award of the contract is subject to successful negotiation of the terms and conditions of an agreement. All written responses to the RFP questionnaire will be considered and evaluated.

Review Criteria A Review Committee will be designated by the City to evaluate/score the proposals and generate recommendations for selection to the City. Following the City’s selection, the award of the contract is subject to successful negotiation of the terms and conditions of an agreement. 1) Written Responses – All written responses to the RFP questionnaire will be

considered and evaluated.

2) Performance Examinations - Proposers will be required to participate in a performance examination. The performance examination will be narrowly focused on specific topics included within the broad evaluation categories of the RFP. The examination will occur on a date to be determined by the City. The performance examination will address in more substantive detail certain topics included within the Scope of Services of this RFP. Proposers will receive advance notice of the topics. Proposers will not be permitted at the performance examinations to discuss the qualifications of their firm; clarify or enhance written responses to the written portion of the RFP; or otherwise discuss any other component of their RFP response or interest in securing business with the City. The performance test is a separately

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scored component of the RFP and its evaluation will not affect the evaluation of any other portion of the RFP response.

The City’s Joint Labor-Management Benefits Committee reserves the right to interview all of or the highest-ranked vendors prior to generating its recommendation for selection to the Personnel Department General Manager. However, the evaluation and scoring of vendor proposals will be based strictly on the vendor responses to the RFP and the scoring of performance exams, and vendors will not be permitted to submit new materials or otherwise enhance their proposals as part of the interview process. 5.1 Review Criteria Evaluation of submitted proposals will be based on the following factors and the weights associated with each factor.

ORGANIZATIONAL STRENGTH & PLAN SPONSOR SERVICES

Organizational Background, Financial Strength, Experience

Public Sector Client References

Regulatory Actions HIPAA Compliance

Security Protocols, Disaster Recovery & Guarantees

20% WELLNESS ENGAGEMENT ADMINISTRATION

Event and Engagement Oversight

On-site Engagement Representatives

Performance Exam: Wellness Engagement Resources and Strategies MARKETING SERVICES

Performance Exam: Wellness Marketing Communications & Marketing

30% WEBSITE/DATA MANAGEMENT SERVICES

Performance Exam: Wellness Data Management Resources

30%

FINANCIAL COST

Contract Cost

Performance Guarantees

20%

TOTAL

100%

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5.2 Proposal Protest Level One - Preliminary Review Proposer may file a protest regarding disqualification at the Level One review. (See Section 5.0, “Preliminary Review – Level One”.) A Notice of Protest must be filed in writing and submitted to the Contract Administrator within five (5) calendar days of the notification of disqualification date. The Notice of Protest must clearly state the grounds for the protest and the facts on which they are based. The Personnel Department will respond to a protest within fifteen (15) calendar days of receiving it, and the Department, at its election, may set up a conference call with the proposer to discuss the protest concerns. The decision of the Personnel Department General Manager will be final. Level Two - Award of Contract Recommendation Proposers may file a protest regarding the contract recommendation submitted to the General Manager Personnel Department. A Notice of Protest must be filed in writing and submitted to the Contract Administrator within seven (7) calendar days of the date the City makes its final vendor selections pursuant to this RFP. The Notice of Protest must clearly state the grounds for the protest and the facts on which they are based. A protest based on non-selection alone or disagreement with award of the contract recommendation is not sufficient grounds for a protest. Personnel Department staff will respond to a protest, in writing, within twenty (20) calendar days of receiving it, and the Personnel Department, at its election, may set up a conference call or meeting with the proposer to discuss the protest concerns. Findings and/or recommendations will be submitted to the General Manager Personnel Department and the decision of the General Manager will be final.

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SECTION 6 GENERAL TERMS & CONDITIONS

6.0 Property of City/Proprietary Material All proposals submitted in response to this RFP will become the property of the City of Los Angeles and subject to the California Public Records Act (California Government Code Section 6250 et seq.). Proposers must identify all trade secrets or other proprietary information that the proposers claim are exempt from the Public Records Act. The City Attorney will make an independent determination regarding whether the identified information is disclosable. In the event a proposer claims such an exemption, the proposer is required to state in the Proposal the following: “The Proposer will indemnify the City and its officers, employees and agents, and hold them harmless from any claim or liability and defend any action brought against them for their refusal to disclose trade secrets or other proprietary information to any person making a request therefore.” Failure to include such a statement will constitute a waiver of a proposer’s right to exemption from this disclosure. 6.1 Pre-Award Negotiations Prior to award of the contract, the successful proposer(s) may be required to attend negotiation meetings that will be scheduled at a later date. The intent of the meeting(s) will be to discuss and negotiate contract requirements, prices/premiums, service level agreements, detailed scope of work specifications, ordering, invoicing, delivery, receiving, and payment procedures, etc. in order to ensure successful administration of the contract. 6.2 Execution of Contract Unless otherwise stated, proposals submitted will be irrevocable for a period of one-year following the Proposal Submission Deadline. A contract will be developed following action by the City.

Any contract made pursuant to this RFP must be accepted in writing by the Proposer. If for any reason the Proposer should fail to accept the contract in writing, then the Proposer may be deemed non-responsive and the City may commence contract negotiations with another proposer.

Please note that the City takes a legal approach whereby all contracts contain an order of precedence. In the event of a discrepancy between the provisions of the Contractor’s documents and the City’s documents, the City’s documents take precedence with respect to resolution of the discrepancy.

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6.3 Amendments/Modifications/Change Orders Any amendments, adjustments, alterations, additions, deletions, or modifications in the terms and/or conditions of the resultant agreement must be made by written amendment/change order approved by the Contracting Authority, the Contractor, and signed by the City Attorney. If the Contractor performs any modification without a written amendment/change order, the City will neither pay for nor be obligated to accept said modification. 6.4 Prime Contractor and Subcontractors The Proposer awarded the contract must be the prime Contractor performing the primary functions of the contract. If any portion of the contract is to be subcontracted, it must be clearly set forth in the proposal document as to what part(s) are to be subcontracted, the reasons for the subcontracting and a listing of subcontractors. Acceptance or rejection of a Proposer’s request to use subcontractors is at the sole discretion of the City. With approval of the City, the Contractor may enter into subcontracts and joint participation agreements with others for the performance of portions of the resultant agreement. The provisions of the resultant agreement will apply to all subcontractors in the same manner as to the Contractor. In particular, the City will not pay, even indirectly, the fees and expenses of subcontractors that do not conform to the limitations and documentation requirements of the resultant agreement. The City reserves the right to reject any proposal wherein use of subcontractors significantly affects the ability of the Proposer to function as the prime Contractor on the awarded contract. The prime Contractor will at all times be responsible for the acts and errors or omissions of its subcontractors or joint participants and persons directly or indirectly employed by them. Additionally, upon written request from the City, the Contractor will supply the City with all subcontractor agreements at no cost. 6.5 Supplier Performance Feedback Meetings The Proposer awarded the resulting agreement is required to attend periodic performance feedback meetings facilitated by the City. The meetings will focus on the Contractor’s and the City’s performance in fulfilling the service level requirements contained in the contract. The meetings will provide a forum to informally discuss opportunities for improving contract terms and conditions, service level requirements, and cost reductions for both parties. 6.6 Replacement of Contractor’s Staff The City reserves the right to have the Contractor replace any contract personnel with equally or better qualified staff upon providing written notice to Contractor. In addition, the City reserves the right to approve in advance any changes in project personnel or levels of commitment by the Contractor to the project.

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6.7 Contractor’s Address The address given in the proposal response will be considered the legal address of the Contractor and will be changed only by written notice to the City. The Contractor will supply an address to which certified mail can be delivered. The delivery of any communication to the Contractor personally, or to such address, or the depositing in the United States Mail, registered or certified with postage prepaid, addressed to the Contractor at such address, will constitute a legal service thereof. Also, telephone numbers, fax numbers and e-mail addresses (if applicable) must be provided. 6.8 Term and Option to Renew The term of any contract(s) established pursuant to this RFP shall be for the period identified in the RFP Introduction. The City reserves the right in its sole discretion to seek an extension of the term of the contract.

6.9 Standard Contract Provision Requirements Please carefully review the information contained in the City of Los Angeles Requirements and Checklist (Part B), including the Standard Provisions for City Contracts. Compliance with these requirements and submission of necessary forms is mandatory at the time of submission of a proposal, prior to award of contract, or both. These requirements will be discussed in detail at the Pre-Proposal Conference. Failure to comply with the requirements and accept the contract provisions will render proposals non-responsive and eliminate them from consideration. 6.10 Governing Law All matters relating to the formation, validity, construction, interpretation, performance and enforcement of the RFP and the resultant agreement/contract, must comply with all applicable laws of the United States of America, the State of California, and the City. 6.11 California State Sales Tax Do not include California State sales tax in prices quoted unless otherwise requested. If requested, sales tax must be identified as being included in the pricing. 6.12 California State Board of Equalization Permit Proposer must enter the company’s State of California Board of Equalization permit number on the proposal form. If the company does not have this permit, the proposer must sign the proposal form declaring that the company has no California sales tax permit. 6.13 Federal Excise Taxes The City of Los Angeles is exempt from the payment of excise taxes imposed by the Federal Government. Such taxes must not be included in the proposed prices. The Department of General Services, upon request, will furnish Federal excise exemption certificates. 6.14 Periodic Independent Audit The City reserves the right to assign an independent auditor to assess the quality of services being provided and the extent to which the vendor and its subcontractors are

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conducting City business within generally accepted industry standard practices. Each Contractor will be required to cooperate fully with any external audit. 6.15 Financial Audit Firms providing services to the City will be responsible for the verification of the legitimacy of payments made to service providers and their subcontractors. The City therefore reserves the right for staff of its Office of the Controller or their designee to conduct audits of financial accountability procedures. 6.16 Proposer Background Information Proposers must submit contact information as requested in the Proposal Questionnaire. 6.17 Verification of Prior City Contracts The City Council adopted a resolution requiring vendors to provide a list of all City contracts held within the past ten (10) years to be included in the response package for all bids and proposals. Performance on past contracts with the City of Los Angeles will be part of the evaluation criteria. Failure to disclose this information will deem the proposal non-responsive. 6.18 History of Terminated Contracts You must describe any incident within the past ten years in which your business has had a contract terminated for default as requested in Proposal Questionnaire. 6.19 Business Organization Proposer shall provide an overview of the entity submitting this RFP as requested in Proposal Questionnaire. 6.20 Proposed Subcontractor Information If applicable to proposal, information must be provided for each proposed subcontractor as requested in the Proposal Questionnaire. 6.21 Proposer Signature Declaration Proposer shall provide a Signature Declaration as requested in the Proposal Questionnaire - Attachment B.

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Attachment A

WELLNESS RESEARCH KEY FINDINGS

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Attachment B

PROPOSER SIGNATURE DECLARATION PAGE The undersigned hereby offers and agrees to furnish the goods and/or routine services in compliance with all the service level requirements, instructions, specifications, and any amendments contained in this RFP document and any written exceptions in the offer accepted by the City. This proposal is genuine, and not sham or collusive, nor made in the interest or in behalf of any person not herein named; the proposer has not directly or indirectly induced or solicited any other proposer to put in a sham proposal, or any other person, firm or corporation to refrain from submitting a proposal; and the proposer has not in any manner sought by collusion to secure for itself an advantage over any other proposer. Each proposal must be signed on behalf of the proposer by an officer authorized to bind the proposer to the proposal. I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and I agree to the terms and conditions in this proposal.

The proposer hereby acknowledges receipt of and agrees this Proposal is based on the RFP and the following addenda. Failure to indicate receipt of addenda may result in the proposal being rejected as non-responsive. To constitute a responsive proposal, you must return all pages of the proposal forms.

Company Name Date

Signature of Authorized Person

Printed Name Title

Address

City, State, Zip

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NO PROPOSAL If not submitting a proposal, please state reason and return this sheet to:

City of Los Angeles Personnel Department Employee Benefits Division City Hall, Room 867 200 North Spring Street Los Angeles, CA 90012 Attention: Neil Malabuyoc