Corporate Fitness and Active Aging

As more companies welcome their employees back to the office, they are also developing reopening strategies for their onsite fitness centers. It’s one thing to establish social distancing protocols in office spaces, breakrooms, etc., and it’s a whole other ballgame managing traffic in and out of the dynamic environments of locker rooms and fitness centers full of movement. NIFS has been helping our clients prepare their reopening plans so they can do so with confidence that this engaging space is safe for their employees. As your organization considers its reopening plans, review these considerations and align policies that best support your space and programming expectations of your members.

• Locker Rooms: don’t just think about how many people your fitness center can accommodate with proper social distancing, also consider how many individuals your locker rooms can accommodate and if you will allow that space to be accessible. Consider the traffic flow of your locker room, the number of showers you have available, and how many people that space can safely accommodate to help you determine capacity limits.
• Reservation Systems: if your employees are anxiously awaiting the reopening of their fitness center, consider how to best manage the traffic in your space especially during peak times of day before work, over the lunch hour, and immediately after work with a reservation system. Within that reservation system, consider how many users you can accommodate in the space (again, include those locker rooms), how long each session will last and how much time is needed to sanitize the space before the next round of users arrive. Also consider who or how you will manage this reservation system.
• Equipment Spacing & Cleaning: consider how you might need to stagger equipment or put select pieces of out of service to allow for adequate distancing between users. In a fitness center where fans are blowing and respiration rates are high, we recommend a minimum of 10’ between equipment opposed to the standard 6’ for social distancing. In addition, consider how smaller, hard to clean pieces of equipment should be sanitized between users or taken out of circulation. Or perhaps you have a cleaning box for small equipment to be dropped like bands, foam rollers, etc., so your onsite staff can ensure they are properly cleaned before placing on the floor again. Also provide touchless sign-in methods if you track visits and provide touchless water refill stations opposed to drinking fountains.
• Appointments & Services: consider limits on the number of participants in classes and whether you need to schedule back to back offerings on your calendar to accommodate the demand. It might not be efficient, but likely what is needed for your larger groups. Again, consider 10-12’ between your participants and even the types of formats you are offering. Avoid circuits or boot camp style classes where participants rotate stations sharing equipment. For one-on-one services such as fitness assessments or personal training, work with your onsite staff to develop the appropriate cueing to conduct their appointments while maintaining proper distancing from the member.
• Signage & Reminders: as people settle into old workout routines and habits, it’s important that they remain diligent on the current protocols within your facility. Provide extra cleaning supplies around the fitness center with reminders to wipe down equipment before and after use, use tape or other markers to indicate participant “spots” in free weight areas and group fitness classes to ensure distancing and include signage with general reminders about your company’s COVID safety protocols.

As always, stay on top of current CDC guidelines and best practices for the operations and programming in your onsite fitness center. Need support in developing a plan for your organization? Contact NIFS for consulting services or to discuss how our qualified fitness staff are effectively managing these reopening strategies for their clients.

If you missed the first blogs of this series featuring insights on developing a robust wellness-based lifestyle at your community, start here. Some content will cover practical tips and some will identify barriers to achieving success meant to spark conversation within your community. Read on for the final piece of the series.

All personnel working in a senior living community have a stake in supporting resident well-being from your concierge to your bus drivers to your service staff in the dining room. The daily interactions your team have with residents and the work culture at a community all directly impacts the quality of life of residents. As communities pursue opportunities to both evaluate resident care needs and broader program and service needs under the banner of enrichment, forming a wellness committee of your key stakeholders can be an integral step. Finding the right balance of personnel to represent different arms of the community as well as getting their buy-in with already full workloads can be a tricky step.

A few considerations in forming a wellness committee include:

• Establishing balanced representation from key departments that impact resident well-being. Your wellness committee members shouldn’t be strictly clinicians and it shouldn’t be strictly activities personnel. It should be a healthy blend of both areas plus fitness, dining, chaplain services, etc...
• Establishing balanced representation from staff who are connected with leadership’s vision for the lifestyle you want to foster (i.e., perhaps your marketing director) as well as representation from staff who are interacting daily with residents hearing directly about their interests (perhaps your activities coordinator). Make sure the personnel encompass both ends of the spectrum from your administrative staff to your line staff to best meet the needs of current residents while also modeling for future residents.
• Establishing goals for the group to help keep all of the personnel with different daily job duties and focus areas working on the same track. Your Wellness Champion from part II of this blog series is integral in supporting this step but allowing your team to come together to talk about the challenges they are experiencing in their departments, the feedback they are hearing from residents, etc., can help them identify their goals as a team and establish a work plan to move forward together.

As your wellness team comes together and begins having a strong team dialogue, identifying challenges and problem solving together, you might also consider the formation of a resident wellness committee or including a resident on your staff committee. Once again, the same level of thoughtful diversity in your resident representation should be considered. Many communities will invite their most active and fitness-oriented residents to join such a committee but you also want voices that have strong connections to spiritual well-being, volunteering, etc…

In establishing your wellness team, having them form goals, and collaborating regularly, your community will uncover ways to bridge resources and support one another as a collective front. In turn, your community will make more of an impact on residents’ lives and will have more positive stories to tell about your culture.

Looking to do wellness better in your community?  Connect with NIFS on how you can better evaluate your wellness offerings for residents in your community, schedule your free 30 minute consultation today!

This series features insights on developing a robust wellness-based lifestyle at your community. Some content will cover practical tips and some will identify barriers to achieving success meant to spark conversation within your community. In part 1, I talked about defining wellness and the importance of how you use that word in branding. Read on for part 2.

Staff who work in senior living communities are some of the most compassionate, dedicated, and often creative people you will meet. Their plates are full, their to-do lists are long, and it can be a heavy lift to bring down the silos between departments, which is necessary to truly cultivate balanced lifestyle offerings for residents.

The problem is not that the staff are resistant to meeting with other stakeholders in resident well-being, having more dialogue, or planning differently. (Notice here I said planning differently—not planning more. That is the key to this approach.) It’s that there is often a missing link in bringing these different people, talents, and departments together in a sustainable fashion.

Identify a Wellness Champion

This is where it is critical that communities identify their wellness champion. This person can act as a catalyst in eliminating the silos and bringing everyone together to work from a unified vision of how lifestyle offerings and services are delivered to residents.

In NIFS’ case, where our staff members are regularly referring residents to therapy and the Registered Dietitian, or collaborating with activities or dining staff, shifting our onsite Fitness Manager’s focus to a Wellness Coordinator role has been a great fit in many client settings. It’s often a natural progression because residents and other departments are already accustomed to our staff bringing people together and fostering collaboration.

Our degreed and certified staff act as educators with community staff, and they also learn how to best tap into the personal passions and interests of the team members to improve buy-in to the process. After all, they’ve already been working with many of these stakeholders for some time on other programs. Now they are simply bringing everyone to the table with improved consistency and more structure.

Here are three tips when considering how to identify your wellness champion:

• Your champion should talk the talk and walk the walk if they are going to advocate for the message of wellness and collaboration for your community. Ask yourself, “Who would be a good spokesperson at our community to message our wellness program to prospective residents?”
• Your champion should have strong communication and interpersonal skills to foster collaboration among your wellness team. They should be able to determine how to tap into the personal passions and talents of those on the team to leverage strengths and improve buy-in.
• Your champion should be well organized and have strong attention to detail. After all, they are the individual responsible for keeping the team organized, establishing timelines for special events, tracking completion of tasks, and more. The champion is once again that catalyst bringing everyone together and being responsible for maintaining cohesion among the team, so they must be organized.

Help from NIFS Consulting Services

Does your community need support identifying who your wellness champion is or how to shift roles and responsibilities to support this type of position? NIFS consulting services can help you answer those questions and many more to support a collaborative approach to wellness planning.