Abstract
As health care reform intensifies increasing references are being made to Worksite Wellness. These references are naturally leading to higher expectations for the effectiveness of Worksite Wellness programs. Yet the ultimate provisions regarding prevention and Wellness are not known. In the absence of legislative outcomes the focus for this edition is on the necessary administrative infrastructure that is needed to produce behavioral change, health risk mitigation and economic return from Wellness programming. Sixteen (16) administrative components are identified as critical to effective Wellness programming. Employee or health plan population size is seen as a significant variable in the design of the Wellness program's administrative infrastructure. Factors in sustainability and programming are also considered.
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