Case Study
How The Springs Living and Wellness360 built a culture of wellbeing
About
The Springs Living owns and operates senior living communities across the Pacific Northwest, dedicated to changing the way people think, feel, and experience senior living through an enrichment-focused culture and a continuum of care that includes independent living, assisted living, and memory care.
HQ
McMinnville, OR
Industry
Senior Living / Elderly Care Services (Healthcare)
Company Size
Enterprise (1,000+)
SUMMARY
The Springs Living launched the Wellness360 app to unify wellness across its communities, rapidly enrolling hundreds of employees, igniting friendly step‑based competition between locations, and driving ongoing engagement through rich on‑demand content and a flexible, points‑based rewards program.
The Wellness360 app has been a game‑changer for our communities. The on‑demand resources are incredible, and the platform has sparked genuine, friendly competition across locations. Within days of launch we had hundreds of employees registered, uploading photos, and cheering each other on. It’s been fun and easy to roll out, and it really feels like Wellness360 is helping us make this a true ‘year of wellness’ for everyone at The Springs.
Julie Jones
Wellness Program Champion, The Springs Living
The Springs Living Builds Connected Wellness Across Communities
When Julie Jones, Wellness Program Champion at The Springs Living, looked at the organization’s wellness efforts, she saw both good intentions and a familiar risk. The Springs operates multiple senior living communities with caregivers, community staff, and home‑office employees working demanding schedules. A traditional, top‑down wellness program could easily be perceived as one more task. Julie wanted a program that felt as engaging and community‑building as the informal pet photo contests staff already loved, while also genuinely supporting physical, emotional, and financial wellbeing.
Program Design for Real‑World Teams
To achieve that, The Springs partnered with Wellness360 to design a program rooted in everyday realities. Leadership wanted to launch before the holidays so employees could start the new year with clear, positive momentum. We began by mapping out work patterns and access points: caregivers with variable shifts and limited computer time, community staff juggling many roles, and office employees with more predictable desk access. That understanding shaped everything from content format to communication.
The platform was configured with accessibility and relevance in mind. The on‑demand library emphasized short, practical sessions—joint‑friendly movement, brief mindfulness and stress‑management segments, and approachable financial wellbeing resources. Navigation was kept straightforward so employees with different levels of digital comfort could participate without feeling overwhelmed. Social features, including step‑based leaderboards and profile photos, were enabled to help employees see colleagues from other communities and feel part of the same story rather than isolated sites.
Launch with Energy and Clarity
The program launched with a live webinar that did more than demonstrate features. Julie opened by explaining why The Springs was investing in wellness and emphasized that the program was designed to support staff, not add pressure. We then walked employees through registration, showed how to join the first challenges, and explained how points, drawings, and rewards would work over time. Staff asked detailed questions about when points would show up, what to expect on mobile vs. desktop, and how privacy settings operated. Addressing those questions in real time helped employees feel comfortable trying the platform right away.
Early Engagement and Community Impact
Within days of launch, nearly 300 employees had registered, with more joining as communities began talking about the program. The step leaderboard quickly became a focal point for friendly competition, with locations such as Carmen Oaks rising early and others working to catch up. Different groups engaged in different ways. Caregivers tended to use short videos and habit‑tracking tools that fit around shifts, while administrative and home‑office staff explored longer content and checked social features more often.
What employees commented on most was how relevant the content felt. The on‑demand library addressed the physical demands of caregiving, the emotional strain of working with residents and families, and everyday financial concerns in concrete, usable ways. That breadth helped staff see the program as a genuine support, not just a narrow fitness challenge.
Sustaining Engagement and Evolving the Program
After the initial surge, the focus turned to sustaining and deepening engagement. Regular reporting on registrations and challenge participation by location gave The Springs a clear view of where the program was thriving and where additional attention might help. Working together, we adjusted monthly themes, refined challenge formats, and developed targeted communications or community‑specific initiatives when participation dipped. Feedback from employees influenced future content priorities, keeping the program responsive instead of static.
Over time, the impact has shown up in culture as much as in metrics. Employees from different communities and roles now see one another on leaderboards and in social feeds, reinforcing the sense that they are part of a larger, connected organization. Wellness shows up in everyday conversations, not just during annual campaigns. Julie captures the change by noting that the on‑demand resources have been “incredible,” that communities have embraced the friendly competition, and that within days of launch “we had nearly 300 employees registered, uploading photos, and cheering each other on.” For The Springs Living, the program has become both a meaningful wellbeing benefit and a powerful way to strengthen connection across communities.
The long-term implications of this kind of sustained engagement extend beyond culture. In service-oriented industries with demanding work environments, where annual turnover commonly exceeds 40%, wellness programs of this structure are associated with reductions in turnover intention of up to 39%. For an organization like The Springs Living, where retaining skilled, compassionate caregivers is as critical as any operational priority, that signal carries significant weight.
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