business case: richmond wellness · three programs– yoga, zumba, and pilates – completely...
TRANSCRIPT
George Mason University EDIT 706 – May 2016
BUSINESS CASE: RICHMOND WELLNESS By Sonya Wein
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Table of Contents Executive Summary ............................................................................................................................................... 3
Nature of Learning Challenge and Opportunities ................................................................................................. 4
Alternatives, Assumptions and Risks To Consider ................................................................................................ 4
Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) ................................................... 4
Pros and Cons ................................................................................................................................................ 5
Assumptions and Risks for Alternative I ........................................................................................................ 5
Alternative II: Purchase Another Exercise Curriculum ...................................................................................... 6
Pros and Cons ................................................................................................................................................ 6
Assumptions and Risks for Alternative II ....................................................................................................... 6
Alternative III: Do Nothing ................................................................................................................................ 7
Pros and Cons ................................................................................................................................................ 7
Assumptions and Risks for Alternative III ...................................................................................................... 7
Financial Metrics and Measures ........................................................................................................................... 7
Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) ................................................... 7
Alternative II: Purchase Another Exercise Curriculum ...................................................................................... 8
Alternative III: Do Nothing ................................................................................................................................ 9
Business Impact .................................................................................................................................................... 9
Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) ................................................... 9
Alternative II: Purchase Another Exercise Curriculum .................................................................................... 10
Alternative III: Do Nothing .............................................................................................................................. 11
Conclusions and Recommendations ................................................................................................................... 11
High Level Implementation and Evaluation Plan ................................................................................................ 12
Materials and Human Resources .................................................................................................................... 13
References .......................................................................................................................................................... 14
Appendix I ........................................................................................................................................................... 15
The Curriculum Proposal- A Goal-Based Scenario .............................................................................................. 15
The Learning Problem................................................................................................................................. 15
Target Audience .......................................................................................................................................... 15
General Knowledge Domain ...................................................................................................................... 15
Learning Outcomes ..................................................................................................................................... 15
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Pedagogical Model ..................................................................................................................................... 16
Learning Activities ...................................................................................................................................... 16
Assessments ................................................................................................................................................ 17
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Executive Summary The gym and health market is leaning toward custom-made workouts and away from gym memberships
more than ever. Moreover, Richmond Wellness (RW) has the opportunity to update the business structure to
create a more scalable and marketable business. Currently, profits are directly proportionate to the amount
of time invested in the business and will reach a ceiling as soon as employee time is maximized.
This business proposal suggests that Richmond Wellness create a curriculum that allows the business to shift
from selling employee time, to selling a set of acquired skills that empowers the clients to master their own
pursuit of health with all the resources they need to be successful at their reach. Under the direction of S. A.
Wein Consulting, this new curriculum can be developed and branded within four months and then launched
within the same year. Each monthly package can cost from $190-$490 for the client depending on the his or
her choice of RW’s offerings. The curriculum will be carefully crafted to include resources and reflections that
will allow the client to develop their goals, find support and resources, and develop skills for a healthy
lifestyle.
Other alternatives include adapting an already existing physical training curriculum to Richmond Wellness or
leaving the business as is. This business case reveals the time, finances and training costs in order to
transition to any one of the three proposed exercise programs. Nevertheless, it seems that none the of the
three programs– yoga, Zumba, and Pilates – completely capture the vision, culture, or expected initial
financial investment described by the CEO. I highly recommend developing a new brand with a new
Richmond Wellness curriculum. When the business is prepared to expand, this curriculum will allow the
business to train and equip new instructors and grow exponentially.
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Nature of Learning Challenge and Opportunities Richmond Wellness is a small personal training and massage therapy gym with three employees. Currently,
one of the employees is the CEO and owner of the business herself. This business is a start-up that has made
some progress but has encountered several obstacles that prevented it from growing. The focus of the
business is primarily on one-on-one personal training and massage therapy. Each trainer has about ten clients
with varied degrees of commitment. The massage therapist has not been able to retain a long term customer
yet. Other than word-of-mouth advertising, there has been very little success in marketing their service. The
budget is tight and employee morale is low.
When looking at the business plan, it seems there are many obstacles to overcome. Internal policy,
documentation, training, follow up and benefits are non-existent. The only documentation available is an
email to the employees about how to have active conversations with clients to lead to client sales and loyalty
during the client’s exercise sessions. As it currently stands, customer service is poor and inconsistent.
Marketing is dependent on each employees’ individual efforts. Profits are directly proportionate to the input
of each employee. Moreover, the lack of budget funds leaves little to allocate to any corporate marketing
effort. Employees are being treated like profit centers – expenses for the business who are also responsible
for the profit of the business. As a result, stress is high, inconsistent results, and morale is very low.
In my meetings with the CEO, we discussed the business’s finances, the success of their employee efforts and
possible bottlenecks and marketing efforts since its startup. The heart of the business is strong, “Physical,
Mental, Spiritual Fitness” but the organizational culture is lacking clarity. The backbone of the business
needed some surgery. Following this analysis, it seems many of the above issues may be addressed if the
business considers an alternative structure altogether. If the business transitioned from selling personal
training time to selling a Richmond Wellness curriculum, profits could multiply exponentially independent
from employee investment. Below we will consider this option as well as two other directions the business
can take to address the aforementioned obstacles.
Alternatives, Assumptions and Risks To Consider As the business moves forward, I highly recommend the first option to develop a wellness curriculum unique
to Richmond Wellness. A second alternative would be to purchase and adapt an exercise curriculum that
already exists. The last alternative is to do nothing and continue the business under the current structure.
Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) Many people today are overwhelmed by health concerns and rely on health and cultural trends to inform
their lifestyle choices. According to CBS News, more than one-third of U.S. adults use the Internet to diagnose
their medical conditions (Castillo, 2013). Doctors only play a part of one’s education on personal health and
wellness. It is difficult to discern and feel confident about what is best for oneself. This curriculum proposes
to create a learning environment that allows the client to explore his or her personal health and develop
confidence to control it. Using goal-based scenarios, the clients will seek to:
● Describe the functions of the main systems of the body
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● Research health issues effectively
● Make well-informed decisions about his or her health
● Exercise for his or her body type with positive results
● Stay accountable amongst peers
● Self-assess through reflection
● Describe when to seek help from health professionals
Personal trainers/coaches, resources documents and links, a directory of recommended medical
professionals, collections of exercises and activity opportunities are available as resources for the learners. As
the clients make their way through the program, they will have alumni access to resources and a community
of alumni. This community will help foster the brand of RW that helps develop a following for years to come.
In order to expand the business, an instructor training program would be built to raise up a group of
Richmond Wellness trainers certified to teach and lead another facility in his or her respective city.
Pros and Cons The following are some cons to consider. This curriculum will require ongoing market research, trial and error
in order to develop a full collection of resources that will truly benefit the market of clients. As a result, RW
may not have the full expertise to provide all necessary resources for the comprehensive curriculum. There
will be an ongoing financial and time cost associated with this research as information, trends, and resources
change over time.
On the other hand, this ongoing research will keep the business informed on the latest information, which is
very attractive and important to clients. This new curriculum structure will allow the business to be scalable
well beyond the time and energy the CEO and her employees have in their day. Moreover, it would allow for
the service to market itself. This would free up the pressure on the employees to grow the business through
their own efforts and just work on what they love to do. The curriculum would not only supply the business
with a brand but an opportunity to train others to reproduce the program. Having this program in a form of a
product package would allow the budget to be structured on units sold as opposed to units of time invested.
One resounding benefit would be that the CEO can work on her business instead of in her business to focus
on growth and other opportunities. She may eventually decide to segment the business in the future to reach
out to the other needs of her target market. In the long run it will make for a more profitable, viable, scalable
business.
Assumptions and Risks for Alternative I In order to execute this wellness curriculum, we assume that the curriculum is comprehensive, beneficial,
honest and marketable. This curriculum will be formed under the assumption all employees will understand
and support their clients within the curriculum goals. Richmond Wellness must assume that the exercise skills
and activities provided will satisfy the needs of the clients who participate. Most importantly, Richmond
Wellness must trust that the clients are willing and interested in acquiring the new skills present by the
curriculum. Lastly, we assume that the resources needed to foster the curriculum experience are available or
accessible over time at little to no cost as local businesses, online resources, and experts are willing and able
to partner or barter resources and information.
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RW will risk the chance that resources may not be available to address all needs or concerns. Moreover, RW
will risk time and money to invest in acquiring new and better resources. Nevertheless, we assume that any
concern RW is unable to address within the structure of the curriculum will be addressed by that individual’s
medical professional and no longer be a concern for RW.
Due to the insufficient resources available to Richmond Wellness to train a massage therapist, we assume
that it is in the business’ best interest to outsource massage therapy to a partner company. The RW
curriculum would not be able to include massage therapy in instructor training due to limited resources. As a
result, we assume there is a reliable massage therapy business available locally with which RW would agree
to partner.
Lastly we assume that those who complete the RW program will have had success and will positively
communicate the RW brand to others in the future. Moreover, we assume the alumni will help develop a
community of resources and be willing to become certified and start a facility of his or her own. There is a risk
that this may not be the case for every single client.
Alternative II: Purchase Another Exercise Curriculum The second alternative is to purchase another established curriculum as Richmond Wellness’s program and
sell that experience. This proposal looks at three possible exercise programs: yoga, Pilates, and Zumba.
Pros and Cons Transitioning to any one of these programs would give RW confidence that the program chosen has been
successful for many other businesses in the past. It is beneficial to be able to attain resources and data of
those who have been successful leading a business based on these programs. On the other hand, to train for
these programs and purchase all the necessary tools would incur a large up front capital investment.
Moreover, there is a significant time investment and skill to acquire for each program.
Moreover, this alternative would challenge the vision of the business overall and force the business to
reconsider the role of massage therapy or remove it altogether. The unique vision of pairing personal
training, massage therapy and moreover, health knowledge and lifestyle decision-making will limit the
available options for purchase. Lastly, the current studio is small and not conducive to groups of people in a
large group class, the CEO will need to consider expanding to a new or additional location. This will inevitably
incur additional cost.
Assumptions and Risks for Alternative II This alternative assumes that the employees are interested in training to teach this new exercise routine.
Moreover, they have the time and energy to study the material and transition over to that style of teaching.
One big risk is that the employees will not be interested. As a result, they may very well resign. There is
always an opportunity to hire new experts in the field who specialize in that form of exercise. Nevertheless, it
would be a race against time. That is, it would depend on how soon the business could build up clients to
provide for and expand the services.
On another note, this alternative assumes that the CEO is willing to change her vision for the business and its
brand. There is a risk that the curriculum may not embody the ideals, values and goals of the current RW.
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Depending on copyright laws or other limitations, the curriculum may not be flexible to the CEO’s desired
changes. The business would risk sacrificing its unique competitive advantage in the market.
Alternative III: Do Nothing The third alternative would be to keep the business the way it currently is. Nothing would change at all.
Pros and Cons Since nothing will change, there will be no additional training or financial costs. However, the current
obstacles such as employee morale, customer service, quality control and profits will remain unaddressed.
Since employee effort is directly proportionate to business profits, employees would continue to feel the
pressures of building and growing the business. Without addressing, training, quality control and customer
service, employee morale and customer perception will decline. The only benefit for employees would be
that those who work harder are rewarded with more pay.
Assumptions and Risks for Alternative III This alternative assumes that change is unnecessary to be successful at RW. Furthermore, any change, like a
new curriculum, could have a negative impact on the business by incurring initial large investments of capital,
time, and resources. This alternative assumes the obstacles in the business can be solved without a new
business structure. Nevertheless, this alternative risks neglecting the need for advertising, customer loyalty
and brand consistency. The business is hanging on the loyalties of these employees and their ability to retain
and acquire new clients. The growth of the business is directly proportionate to the number of employees
and their time invested in producing a profit. Therefore, without making a change, the business’ profits risks
hitting a ceiling without incurring the cost of and additional employee.
Financial Metrics and Measures Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) These amounts were decided on based on current RW pricing and pricing the CEO chose to budget according
to needs. The timeline was also discussed and decided based on current resources and needs of the business.
This option allows for a scalable business.
Curriculum Time Investment Cost to the Business
Revenue ROI
New Wellness Center Curriculum
Development in no more than 2 mo. (the CEO of the business would like to have a slow roll out of the program starting in two months)
$100-$400+ monthly marketing and research budget as the business is able. Brand marketing spots may be bartered as needed as well.
$190-$490 per client depending on their package preference
90% per client
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Curriculum Time Investment Cost to the Business
Revenue ROI
Training Teachers (These numbers are based
on comparable training courses in yoga and Pilates)
To be determined. (See High Level Implementation Plan)
~$1000 including materials and teacher
~$2000 per trained Wellness certified teacher
50% per trained teacher with just the training class.
Alternative II: Purchase Another Exercise Curriculum With all three of the above curricula, RW would need to expand the building or change the location altogether
to accommodate a growing class. This move will also delay the return on investment even more so.
Curriculum Time Investment Cost to the Business Revenue ROI
Pilates (Comprehensive training- styles may vary) (Long, 2014)
500+ hours/12+ mo.
$3,000+ Pilates test (written and hands-on) In addition to any equipment and equipment maintenance (~$250 -$5,000+ per machine) With classes larger than 5, the facility will need to be larger.
$20-$30 per group class (60-minute) $50-$100 per private lesson (60-minute)
Assuming a group of 10 people at $30 a class, there would be no return on investment until after the 10th class taught, not including the cost of equipment but assuming classes remain as stipulated. This would lessen given the addition of private lessons. This does not take the cost of a new facility into consideration. Only afterwards, ROI would possibly be 100%
Yoga (200-Hour Extended Format, 2016; Yoga teacber training: 4 things to know before you become a yoga teacher, 2013)
200-300+ hours $3,000+ With classes larger than 5, the facility will need to be larger.
$10-20 per 60-minute class
Assuming you have a group of 10 people at $20 a class, there would be no return on investment until after the 150th class taught, assuming classes remain as stipulated. This does not take the cost of a new facility into consideration. Only afterwards, ROI would possibly be 100%
Zumba (Zumba, 2016)
1 day for certification. Mastery is subject to the individual.
$225-$285 With classes larger than 5, the facility will need to be larger.
60-minute classes (of 30-40 clients) 5-7 times a week at $3-$5 a client
Assuming you have a group of 10 people at $5 a class, there would be no return on investment until after the 4-6th class taught, assuming classes remain as stipulated. This does not take the cost of a new facility into consideration. Only afterwards, ROI would possibly be 100%
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Alternative III: Do Nothing Below lists the current pricing structure of the business. This information was retrieved from the CEO, herself.
Curriculum Time Investment Cost to the Business Revenue ROI
Richmond Wellness Currently
time invested is directly proportionate to the revenue earned
$60/hour for each personal trainer $50/hour for each massage therapist
$80 per 60-minute personal training session once a week $60 per 60-minute massage Therapy
Currently the ROI is about 25% ~17% for massage therapy
Business Impact Alternative I: Develop a Richmond Wellness Curriculum (RECOMMENDED) A new curriculum could be customized to the tools, facility, and location of the venue in order to maximize
resources and avoid costs. The focus of this solution would be to turn employees into cost centers instead of
profit centers and create a scalable business that accommodates the vision and values of the company. This
new curriculum is a combination of the current business offerings into a personalized goal-oriented learning
experience as opposed to a timed training service. It is important for client experience to include: education,
training, check-in, outings and massage therapy. We discussed the possibility of offering a program that does
not include the outings and/or massage therapy for clients who struggle with a business schedule or a low
budget. These are services that the CEO and I agreed upon according to the needs of the market and the
vision of the company. Below is a proposal for the breakdown of the rates given current service rates do not
change:
Offer Frequency Pricing breakdown for Clients
Education/health guides and information and resources
As needed $10
Personal Training Live Sessions 2-4X monthly $160-$320^
Check-ins and Progress Evaluations
1X monthly $20 per hour
Social/Community Outings Fees 0-1X monthly $0-$20
Massage Therapy (outsourced) 0-2X monthly $0-$130 (depends on partner business pricing and is subject to change)
Total Monthly Cost to Client $190 - $490
^ These numbers are based on the current pricing for personal training sessions at RW
Within the first four months, the curriculum will build upon the current market research of the company as
well as the available resources to support the clients’ needs. For example, if the client has the need to looking
into more in depth stretching techniques, they can consult a partnering business that specializes in
stretching. RW will have to consider bartering marketing and advertising with partnering service providers to
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build the business’s resources. Nevertheless, this will be ongoing and continue to evolve and accumulate as
the curriculum develops and better resources are acquired over time.
After a successful class of students have completed the curriculum, RW may have prospective RW instructors
who are willing to become certified as wellness instructors to lead their own wellness centers in other
facilities. RW would provide a comprehensive business, training, and branding course as the wellness facility
is more than a physical skill. It encompasses physical, mental, spiritual fitness. As soon as the client is trained
in this session, they will be certified and guided with the resources they need to start their own wellness
facility in their respective city. With this structure, documentation, policy, training and benefits, employee
morale would improve significantly. Massage therapy will be outsourced and performed by a partner
business.
Tools Time Cost to RW Price to Client
Business training 5 hours and prior experience
$50 $100
Core physical, mental, spiritual fitness
90-hour intensive $900 $1800
Branding training 5 hours $50 $100
Total $1000 $2000
Alternative II: Purchase Another Exercise Curriculum There are a variety of fitness programs available for purchase, however for the sake of this proposal we have
considered Pilates, yoga and Zumba as the range of programs to choose from for this alternative. As seen in
the Financial Measures and Metrics Chart, the employees at Richmond Wellness will be required to earn their
certification in the new program at a significant cost of time and money. Anywhere from a day to a year or
more of training, these programs require a dedicated interest and skill in order to master. Once mastered,
certification can cost from $225-$3000+ depending on the program. This alternative, however attractive is
not something that can happen quickly or cheaply. It is simply not in the current budget to cover such
training for yoga or Pilates.
Zumba on the other hand may be a viable option to supplement the current business. It is unlikely that it can
stand alone as a business. It would require a significant number of members to bring in sufficient revenue to
support the business on its own. Currently, the business has expenses up to about $3,000 per month. At $7 a
client, RW would have to teach 449 clients to simply break even every month. Though an average class is up
to 30-40 clients, it would take some time to acquire the necessary membership to have a significant ROI.
Moreover, when considering all three exercise programs, there is always the issue of space. The venue that is
currently being used is not conducive to hosting a Zumba class, if for no other reason than its shape. The
facility is a narrow, long room unable to lead a class of no more than about 5 people comfortably. This is
important because instead of selling time directly, this alternative creates the variable of space in a class. The
measure of success would be the number of clients RW could service in a given space over a fixed amount of
time.
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Alternative III: Do Nothing The focus of the business would be on training staff to consistently provided a quality experience. Personal
training and massage therapy would remain as separate entities under the same company name.
Nevertheless, employees would remain as profit centers. Even if the business hires more employees, there
will always be a ceiling in profits. The CEO herself would be working excessively and risk addressing the needs
of the overall business.
Under this model, each personal trainer and massage therapist employee is able to serve up to only 25 clients
a week. Unfortunately, the business currently has a total of 20 inconsistent clients twice a month at $80 a
session between 2 personal trainers and 1 massage therapist. With current monthly expenses at a fixed
amount of about $3,000, the business is just barely breaking even. This assumes no budget for marketing,
training or education. With an increase in clients, the business has a ceiling of $19,000 profit in personal
training and massage therapy combined given each current employee reaches her maximum client base of 25
clients a week and expenses do not change.
Conclusions and Recommendations Of the given alternatives, it is evident that in order for the business to scale, it is necessary to implement
change. To purchase a curriculum would require a vested interest on all parties involved, a sacrifice of the
core vision and values of the company, significant capital, and an uncertain amount of time for training,
marketing and development. As a result, the most beneficial, creative and viable option would be to create a
curriculum that caters to the needs and goals of the business.
Considering the nature of the health and wellness education, it seems to require a client to acquire a set of
skills in order to reach an established goal. According to Roger Schank – a cognitive psychologist, professor of
35 years and entrepreneur among other things – “learning occurs when someone wants to learn, not when
someone wants to teach” (Schank, 2016). His work explores the influence of motivation and interest on a
person’s ability to learn – acquire transferable skills to reach a goal – in many of his articles and research. In
light of this pedagogy and the nature of the business of health and wellness, I recommend creating a wellness
curriculum that centers around the client’s personal goal and provides resources to aid the client to reach
that goal. For a further look at this curriculum structure see Appendix I.
In order to implement the most effective curriculum in the context of RW, I recommend recording and
evaluating customer feedback, market response, successes measured against RW standards, and
opportunities for improvement. This can be done as often as necessary; however, I recommend a
comprehensive evaluation at least twice a year.
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High Level Implementation and Evaluation Plan This curriculum is presented in four phases. Each phase will build upon the previous phase toward the launch
of new curriculum approach and development and launch of the training program. The goal is to launch the
new curriculum in about 4 months and launch the training in the fourth year depending on the progress of
the client base. As the business grows, it is important to establish a brand that has a following, a culture. It is
ideal to train up a client who has made it through the program to be an instructor. The cost and
implementation of the instructor program is to be determined based on changes and evaluations in the first
four years. Throughout the process, it is imperative to set periods of formal evaluation and research for
future improvements and implementations. S.A. Wein Consulting has agreed to partner with Richmond
Wellness in the development of this implementation plan at no cost to RW.
Phase I Year 1 (2 mo.)
Define and Build Curriculum and Business Structure:
Internal policy and standards
Internal marketing and benefits
Curriculum structure and evaluations and accountability
Health standards and resources
Internal and client education and professional development opportunities and standards
Progression and Graduation
Opportunities: Mental and Spiritual
Fluency of Personal training, Massage Therapy and other activities
Evaluation:
Check for Coherency and Flow (level 1 KPI)
Phase II Year 1 (2 mo. following)
Documentation and Branding:
Documentation for Phase I for internal and external marketing
Facility standards and environment
Branding Coherency
Communication standards
Check in with employees and clients about clarity and comprehension (level 1-2 KPI)
Evaluate Brand Awareness and Impact (level 1-3 KPI)
Phase III Year 1 – Year 2
Market Launch and Growth:
Guerilla marketing strategies
YouTube/Facebook
Event marketing
Public speaking
Website
Word of Mouth
Follow up System
Legal and policy documentation
Consistent brand development
Keep track of exposure and impact over time
Keep contacts
Follow up
Impact on clients as well Goal Grow awareness: Increase referral traffic by 20% by the end of the year.
Phase IV Year 2 – Year 4
RW Culture Following and Trainer Program Development
Test clients as initial wellness instructors internally
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The business needs to have a following, history and impact before it can successfully reproduce another location.
Engage in the community as a brand
Develop fun activities or trends members can be involved in
As curriculum standardizes, design an instructor curriculum
Train up potential clients to be instructors
Launch of new instructor training
Marketing of new instructor training
(Level 1 KPI- RW Culture: we will evaluate reaction to events and culture of RW)
(Level 2-4 KPI- Trainer Program: we will evaluate learning during training for instruction, behavior teaching a class, and results over time)
Goal Increase referral traffic by 35% by year 2 and up 10% every year after that.
Biannually and Ongoing
Evaluation and Improvement:
Evaluate Client feedback
Evaluate market response
Standards are up to code
Internal and external communication is clear and meeting policy standards
Looking for opportunities for improvement and further growth Improvements on curriculum
Keep track of exposure and impact over time
Keep contacts
Follow up
Constant growth trends
Materials and Human Resources Most of these tasks can be done on a laptop or on paper
Weekly meetings for progress, evaluation and communication
The marketing budget will be developed progressively and used over time to develop the branding
leading to the new launch
The business will need to hire a creative director for graphic design. This can be acquired as it fits in
the allocated budget for marketing and research.
It is important to establish a workable system for documentation, evaluation and planning
A partnership with a massage therapy business should develop according to matching core values
and vision. RW is willing to barter advertising space on collateral and venue signage as available.
Resources need to be collect to provide sufficient support for clients going through the curriculum
per Phase I.
A directory of medical professionals will be created.
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References 200-Hour Extended Format. (2016). Retrieved from YogaWorks: http://www.yogaworks.com/yoga-teacher-
training/jeanmarie-paolillo-richmond-september-2016/
Castillo, M. (2013, January 15). More than one-third of U.S. adults use Internet to diagnose medical condition.
Retrieved from http://www.cbsnews.com/news/more-than-one-third-of-us-adults-use-internet-to-
diagnose-medical-condition/
Long, R. (2014, April 23). How to Become a Pilates Instructor. Retrieved from The Balanced Life: Pilates, Barre
and Balanced Living with Robin Long: http://thebalancedlifeonline.com/how-to-become-a-pilates-
instructor/
Schank, R. C. (2016). Roger Schank. Retrieved from Roger Schank: http://www.rogerschank.com/
Yoga teacber training: 4 things to know before you become a yoga teacher. (2013, October 22). Retrieved
from Mindful Yoga Health: http://www.mindfulyogahealth.com/blog/yoga-teacher-training-4-things-
to-know-before-you-become-a-yoga-teacher
Zumba. (2016). Retrieved April 10, 2016, from Zumba Basic 1: https://www.zumba.com/en-
US/training/details/2016-05-13_B1_Fredericksburg_US_April_Smith
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Appendix I
The Curriculum Proposal- A Goal-Based Scenario The Learning Problem Many people today are overwhelmed by health concerns and rely on health and cultural trends to inform
their lifestyle choices. It is difficult to discern and feel confident about what is best for oneself. Doctors only
play a part of one’s education on personal health and wellness. This project proposes to create a
constructivist learning environment that allows the learner to explore his or her personal health and develop
confidence to control it. Market trends in gyms and personal training facilities are growing to focus on the
individual. Richmond Wellness is a company that is seeking to make an impact in the market by providing a
new curriculum for their clients.
Target Audience People who are seeking a system to aid their personal health goals. These people are not disabled or in need
of or in search of specific medical attention. The services provided will be at a cost, therefore the target
audience should have resources to pay for this curriculum. Moreover, the individual should have the ability to
make their own decisions and be able to act on the choices they make independently of a parent or guardian.
Those who go through this curriculum already have the motivation to better their lifestyle and health and
seek this curriculum to be a catalyst to their pursuit at a healthier life. No prior knowledge on health
education is necessary. However, the learner should have access to family health history. The learner may
use prior knowledge in his or her learning experience that may help in this curriculum. Usually, this helps
build interest in learning and motivate the learner to reach the goal.
General Knowledge Domain This knowledge domain is health, specifically personal health and wellness. This proposed curriculum allows
clients to grow their awareness about their personal health and the ways he or she can positively, confidently
and actively control their personal health without being a doctor, medical nutritionist, or personal trainer.
Learning Outcomes The learning outcomes for this curriculum are to acquire the following skills in pursuit of the mission to be in
control of one’s health. The learner will seek to:
● Describe the functions of the main systems of the body
● Research health issues effectively
● Make well-informed decisions about his or her health
● Exercise for his or her body type with positive results
● Stay accountable amongst peers
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● Self-assess through reflection
● Describe when to seek help from health professionals
Pedagogical Model The pedagogical model for this learning experience is Goal-Based Scenarios (GBS). The mission the learners
are presented with is his or her personal health awareness and goal. Each client’s health story and life story is
their personal cover story. The mission focus is unique to each learner’s personal experience and health
journey. Control or empowerment, explanation, discovery, and design structure the activities that support
the learner's journey.i Personal trainers/coaches, resources documents and links, a directory of
recommended medical professionals, collections of exercises and activity opportunities are available as
resources for the learners.
Learning Activities Below are examples of activities that leads the learner through the Goal-Based Scenario. Learners will have
the opportunity to take control of their health journey, explore resources about health and experiences
throughout the scenario to troubleshoot and make decisions confidently throughout his or her daily life.
Part I Control/Reflective Activities
These reflections empower the learner to take control of his or her mission
● Cover Story: Who are you? How does your life story possibly relate to your health? Why do you want
to be healthy? What is your family health history? What are your personal goals?
● Reflect on personal challenges
● Reflect on progress
● Pre- and post- reflection
Part II Explanation:
The learners are challenged to
● Research the systems in the body and the effects of family health issues on those systems.
● Troubleshoot which system affects your personal health the most?
Part III Discovery Activities:
The discovery activities provide different exercises programs to perform in order to assess and decided which
experience works best. This would take the form of a real-world experience.
● Try different exercises systems based on body types over a period of time. This may be due to
different body challenges or different ideal body shapes, for example,
● Decide which exercises work best and choose a sport or activity that utilizes that exercises system
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Part IV Design Activities:
This activity will allow the learner to create a plan for themselves that will help them achieve his or her
mission and continue to implement the skills they have learned in his or her lifestyle into the future.
● Find a rhythm/a pattern and make a plan/strategy
● Reevaluate the goal based on findings
● Achieve Goal
Scenario Operations through Collaborative Activities
These are specific activities that help the learner practice and apply the skills acquired.
● Shop with a peer
● Exercise with a peer
● Stay accountable to peers
● Talk to someone who has a similar health challenges
Assessments The assessments will take the form of the self-reflections as well as the level of skills acquired throughout the
experience. At the start, the clients will write reflections as laid out in the above activities Part I. As a
summative assessment, the learner will ultimately meet or not meet his or her personal goal and achieve the
learning outcomes. Goal based learners, if truly motivated, can continue to pursue his or her mission until it
satisfies his or her interest. For this reason, by the end of the scenario, the learners will be asked to reassess
progress, mission and learning. The summative reflection questions will include the learner’s skills to transfer
knowledge to other areas of his or her life.
i Schank, R. C., Fano, A., Bell, B., & Jona, M.. (1993-1994). The Design of Goal-Based Scenarios. The Journal of the Learning Sciences,3(4), 305–345.