2.2.1. HWPP Model and IDEAS Tool

The HWPP model includes a design team made up of front-line workers and a steering committee comprised of multiple management levels [35]. These two teams work together, with the help of a program facilitator, to create health and wellness activities for their workplace. The model uses the Intervention Design and Analysis Scorecard (IDEAS Tool) which includes seven steps: (1) identify problems and contributing factors, (2) develop intervention objectives and activities, (3) set selection criteria, (4) apply selection criteria, (5A) rate intervention activities, (5B) select intervention activities, (6) plan and implement intervention activities, and 7) monitor and evaluate intervention activities [21, 36]. With the guidance of the facilitator, the design team works through these steps using worksheets to create intervention options (Steps 1–5A) to present to the steering committee (Step 5B); both teams work together to implement and monitor the intervention activities (Steps 6–7).

## 2.2.2. Planning & Roles

At study initiation, the research team met with the grocer's management to describe the study and outline the project's goal: To trial a participatory process as a method to generate ideas that promote worker health. They outlined the rationale for participatory programs and discussed the expectations and roles of both the employer (i.e., grocer) and research team. The grocer was willing to trial the program in one store and agreed to: (1) help form a representative steering committee and design team; (2) assist with scheduling design team meetings and allowing design team members to meet during work hours, provided they clock out for meetings; (3) provide a meeting space; and (4) provide access to store workers for data collection. It was expected that the research team would assume responsibility and costs for program facilitation and data collection. The research team also made the decision to pay design team members for their time to attend meetings since they were not able to meet on paid work time; they were paid \$25 per meeting.

A research team member with experience in workplace interventions and group facilitation served as the facilitator; two additional research team members assisted in program development and attended meetings to collect process measures. The facilitator's role was to guide the Design Team through the IDEAS Tool by teaching them the process, planning and running team meetings, and acting as a liaison between the Design Team & Steering Committee. Along with the research team, the facilitator created an agenda and timeline based on the IDEAS Tool and activities from the HWPP toolkit [36]. The initial program plan consisted of seven, one-hour meetings over the course of nine weeks, with two optional meetings scheduled if needed to complete steps 1–5A of the IDEAS Tool. Considering that the program was initiated within the context of a time-limited research study, the facilitator's goal was to complete one or two cycles of the IDEAS Tool with the Design Team and identify a leader from among the group who could assume the facilitator role and thus ensure program sustainability beyond the study period. Additionally, the HWPP model suggests that employers collect baseline data on the workforce characteristics and health status, and environment or work processes that would aid the design team to creating meaningful interventions [35]. The research team took responsibility for collecting this data; we conducted worker surveys (*n* = 120) and focus groups (*n* = 19) to gather information about current health status, behaviors, and health beliefs of store workers, as well as information about existing workplace supports for health [37–44]. The Design Team's main role was to complete the IDEAS Tool worksheets, creating intervention options relevant to their work environment to present to the Steering Committee for consideration. After Steering Committee approval, the Design Team was to work together with the Steering Committee to finalize and implement intervention activities. While the majority of the program was designed to take place

during team meetings, design team members were expected to complete 'homework' tasks between meetings in order to increase productivity during meeting time; these homework tasks were to take approximately 30–60 min to complete each week.
