workplace health model outlined by the cdc, and other best practices provides a comprehensive foundation for a worksite wellness platform regarding program development, implementation, and evaluation. using the components above, an employee (or employer) can use employee interest, employee aggregate health data, and the lhis as priorities to guide goals and objectives, develop programs and evaluation to facilitate, collaborate, and motivate their employees to improve their health. the following example will use the above-mentioned workplace wellness program components as it relates to the goal of weight reduction by increased physical activity through leadership support in order to decrease cardiovascular disease, ultimately impacting the healthy people 2020 lhi "nutrition, physical activity, and obesity". the following is a simplified example for (a fabricated) company abc: assessment an employee (or company abc human resource department) reviews the current aggregate data provided by the employer insurance company as it relates to weight, physical activity, and cardiovascular measures, including cholesterol, blood pressure, biometric screening, physical activity, smoking, or other indicators. company abc will review the available company culture survey results as it relates to wellness for both social and environmental supports. conversations and focus groups will be established to assess and determine employee engagement, interests, concerns, and other wellness related brainstorming. implementation using the community guide, health people 2020, cdc recommendations, and other peer-reviewed research (evidence-based programs) an organization can design and implement recommended intervention, policies, programs, or environmental supports to ensure the success of the desired goals and outcomes. based on the cdc's recommendation to include a multidimensional intervention framework, the wellness coordinator for company abc has decided on the following programs to support the goals of physical activity through leadership support to help improve cardiovascular health. promoting leadership success stories on with physical activity and movement through the organization's monthly newsletter marketing with leadership photos inviting participants to come to the planned event revised smoking and smokeless tobacco policy which will be enforced by leadership support health coaches for increase physical activity, nutritional changes, and tobacco cessation, including quit kits and available pharmaceuticals in the onsite wellness clinic promotion of health insurance health coaches for physical activity and nutrition through telephonic support quarterly health education lunch and learn on cardiovascular health topics (cholesterol, heart disease, metabolic disease, etc.) as it relates to physical activity (including nutrition) implementation of recommended (informal) policy for walking meetings, especially led by senior leadership and managers implement point-of-decision prompts to use the stairs physical activity challenge led by leaders at company abc free and onsite health risk assessment and blood draw events for employees, spouses and dependents onsite blood pressure cuffs for blood pressure self-monitoring evaluation utilizing past aggregate data from health insurance claims and company culture survey from company abc a baseline will be established prior to the program implementation. following the wellness coordinators strategic plan for company abc, measures post-program (1 year) will be collected, including an employee satisfaction survey, informal forums, a collection of corresponding year aggregate data from the insurance company and data from the annual culture survey. data analysis will be conducted on program successes, strengths, opportunities, threats, and weakness; furthermore, interpretation of results will be collected and reported back to the leadership team for review and support for the next year's strategic planning. additional comparisons can be made to the healthy people 2020 lhi's report card to determine how the employees of company abc are doing in comparison to the reported united states data, as well as how they are supporting the overall goals of the healthy people 2020 goals. impact a meta-analysis of the literature on costs and savings associated with wellness programs, medical costs fell by about $3.27 for every dollar spent on wellness programs and absenteeism costs fell by about $2.73 for every dollar spent. a 2019 study in the journal jama found that a workplace wellness program at bj's wholesale club had a very limited impact. the study found no impact on health measures or health care costs, but participants in the study did report that they became more knowledgeable about health behaviors. the centers for disease control and prevention conducted a case study of a workplace wellness program at capital metro, the local transit authority in austin, tx. the study found that there was a reduction in costs associated with employee health care and absenteeism after the workplace welfare program was implemented. in one large study of 1,542 participants across 119 workplaces, 57.7% of participants showed significant reductions in 7 of the 10 cardiovascular health risk categories studied. johnson & johnson, one of the world's largest companies, has saved $250 million on health care costs within the last decade as a result of wellness programs; from 2002 to 2008, the return was $2.71 for every dollar spent.