Vision Statement

The vision of the Spring Hill Wellness program is to become a resource for Spring Hill employees in achieving healthier lifestyles.

Mission Statement

The mission of the Spring Hill Wellness Program is to enhance organizational health by fostering interest and encouraging employees to create or expand healthier lifestyles, provide diverse wellness programs to meet a wide range of personal health needs, recognize employees for participating in healthier lifestyles activities, decrease absenteeism due to illness and stress, and develop a positive school culture that is focused on celebrating and improving the quality of life for all employees.

Strategic Direction 1:
Communication Systems with Employees

The central goal of a healthy organization is good communication with all stakeholders within the organization. Communication is not simply a top-down paradigm. Communication requires all individuals to have an open dialogue on all topics that can improve the climate and culture of the organization. In order to meet this goal, it is imperative that all district employees have an opportunity to express their needs and dreams to improve and expand wellness programs/activities for a healthier lifestyle.

Action Steps:

1. The Wellness Advisory Council will meet 4-5 times a year to review current and future wellness programs for district staff.
2. Provide district staff weekly information on health and exercising through the district’s e-mail communication system.
3. Request from staff suggestions on programs that will expand wellness activities.
4. Develop a link of the district’s web site that is dedicated to the wellness program’s vision, mission, values, and program activities.

Strategic Direction 2:
Marketing and Education

If we are to maintain and further develop the wellness program that is responsible to all district employees, we must continue to market the importance of a healthier lifestyle. Wellness is not a one-time-only event; it is a lifelong activity that needs to be nurtured and supported on a weekly if not a daily basis. Staff needs to know why it is important to start a wellness program regardless of past poor health habits or limited exercising.

Action Steps:

1. District staff will be encouraged to sign up for district wellness activities.
2. Continue to provide "awards" for participating in wellness activities.
3. Continue with weekly e-mail "wellness thoughts."
4. Encourage buildings to start "wellness challenges" through reduced weight programs, nutrition programs, etc.
5. Send flyer to district staff about community wellness and exercise programs.
6. Post wellness activities on the district’s web site.
7. Encourage building "wellness cheerleaders" to speak at faculty meetings about wellness activities.

Strategic Direction 3:
Financial Resources and Sustainability

The Spring Hill School District is being influenced by two significant developments. On one hand, the state of Kansas has had an unprecedented decline in tax revenues that directly impacts “state aide” the district receives to support the general budget. The economy may be improving nationally, but the nature of the state’s rural based resources have not benefited Kansas public schools.

On the other hand, the limited resources that are received from the state need to be directed to attracting and retaining quality teachers, administrators and support staff. Every effort is made by the district to offer an attractive salary and benefits package to “hire the best” for our district’s students. Although new funding is far below the inflation rate, the limited dollars that are received need to improve the salary schedule and benefits of employees in order to maintain the quality of instruction the community demands and deserves. The challenge for the wellness program is to respond to these developments in ways that will support a belief that achieving a healthier life style is directly related to improved employee job performance and school climate; a benefit to all students and educators. 

Action Steps:

1. Secure funding and/or services from community organizations and businesses through formal presentations, letters of support, phone contacts, and other means to support district wellness activities.
2. Apply for grants when available to secure equipment, materials and supplies, publications to develop a health and wellness library, etc.
3. Recognize businesses and community organizations that support district wellness activities through district publications, recognition presentations at board of education meetings, and articles in local newspapers.

Strategic Direction 4:
Program Evaluation

Quantitative and qualitative measures are necessary to truly measure the effectiveness of any program. Reflections from district staff provide the needed insights of what programs are working well and what programs need to be discontinued. Providing quality programs is an essential element to maintain continued support for wellness programs.

Action Steps

1. Evaluate all wellness programs using current district technology.
2. Administer an end-of-the-year evaluation of the overall wellness program.
3. Encourage district staff to make suggestions on how to improve and expand programs.
4. Publish all program evaluations.