A champion should not have to sell an entire wellbeing strategy to secure a sensible first step. Use the following headings to prepare a short approval note. Write in plain language and leave uncertain costs marked “quotation required”. Do not put staff disclosures or individual health information into the brief.
1. The operating problem
Describe one observable situation: “Our meetings generate actions without owners,” or “Shift teams have different access to wellbeing communication.” State how you know. Use an internal observation with its limits rather than borrowing an unsupported performance statistic.
2. The proposed first step
Name the group, purpose and proposed time. Explain Mental Wealth Hour as a structured opportunity to share a prompt, reflect, take an action and review it. Say whether you want internal hosting, adapted materials or a discussion about facilitated delivery. Availability is subject to confirmation.
3. What approval enables
List the time, room or channel, coordinator and decision authority needed. Include any cover required for operational staff. Distinguish these internal contributions from a supplier's proposed scope. Request a written quotation before committing to paid support.
4. Boundaries and responsibilities
Name the organisation's sponsor, host and action owner. Identify the existing support route. State that attendance must not require personal disclosure and that session notes will capture agreed themes and actions. Define who can read the record and when it will be removed under your own policy.
5. Review and decision
Propose a review date. Track whether the session took place, whether the action was completed and what participants voluntarily said about its usefulness. Avoid promising a reduction in absence or a financial return from an initial session.
Copy-ready decision line
“Approve _____ people for _____ minutes on _____, with _____ as coordinator. Authorise _____ internal resources. Obtain a quotation for _____ before any purchase. Review completion of _____ on _____.”
A clear “not yet” with a stated dependency is more useful than an informal yes that no one can execute. Send the brief through your normal procurement or approval process. A conversation with a provider does not replace that process.