Post on 09-Jun-2020
transcript
developing a culture of wellness at work
PSE for integration of wellness into culture
today’s agenda
why wellness in higher education
programming vs. PSE
defining culture
key components of a culture of wellness
working well
implementation examples
outcomes
practicing what we preach
why wellness in higher education?
the health of faculty and staff impacts student learning and success
healthier, happier faculty and staff are more productive (less likely to cancel class)
faculty and staff serve as role models for students and should model healthy lifestyle behaviors
colleges and universities are leaders in the community
wellness is a key strategy to fulfill your vision and mission and achieve Healthy Campus 2020 objectives.
programming vs PSE
what is programming?
awareness campaigns
education sessions
screenings
challenges
participation based activities
what is PSE?
flex time policy for physical activity
tobacco free campus
ID tobacco users, refer to resources, F/U
healthy food option every time food is served
walking trail
POD prompts at elevators/stairs
wellness in org strategic plan
benefit/incentive tie-in
why policy?
what purpose do workplace policies serve? policies exist to shape behavior
health policy shapes health behaviors not an elimination strategy
provides choice (evidence based)
access, marketing, education, environment, and benefit structures make healthy choice easy choice most prominent, easily identifiable, most affordable
policy ensures practice is universal and sustainable
policy sets up systems that are supported by environment…creates culture
defining culture
“Culture refers to the social forces that shape
behavior and beliefs through norms, support,
modeling, training, rewards, and
communication.” Achieving a Culture of Health. Health Enhancement
Systems. 2008.
“How things get done around here” Bob Allen
what is a culture of wellness?
focuses on the organization, not just the individual
makes wellness a part of your organizational structure and your day-to-day operations
wellness becomes a part of the fabric of the organization
a comprehensive approach that focuses on policy, systems, benefits, and environment to support healthy living
fills the gap between stated values and how things actually get done
defines the employee and student experience
key components of a culture of wellness
missing link in worksite wellness
HRA + Indivfeedback
Programs & Campaigns
Benefits & Incentives
Policy & Environmental Support
mixed messages
SABOTAGE
employee/student wellness in multi-year strategic plan key strategy for achieving mission and vision
establish clear goals and metrics for wellness monitor at least annually
offer preventive benefits to employees and dependents
ensure that senior leaders have visible roles in wellness use cost vs. ROI, comparison to peers, current
employee/student health status, competitive advantage potential to gain interest and buy in
evidence based best practices
evidence based best practices
allocate funding for wellness into budget creative funding strategies
identify free community resources
include employee wellness in the job description of at least one employee
build a wellness committee diverse and representative
all levels and key departments
meet regularly
assess, plan, implement, communicate, evaluate wellness efforts
evidence based practices
allow employees to attend wellness activities during work hours
incorporate wellness goals into job performance criteria of key staff HR, senior leaders, wellness staff
accountability/responsibility
conduct an annual health risk assessment use aggregate data to tailor efforts
use trend reports to justify efforts to leadership
conduct an annual employee and student interest survey
evidence based practices
measure impact of wellness on health care costs medical and pharmacy
measure impact of wellness on productivity short/long term disability
work comp
sick leave
measure the direct impact of wellness initiatives on employees and students process measures- participation rates, health behaviors and
outcomes, etc
evaluation demonstrates value measure what you treasure and treasure what you
measure- Melva Fager Okun, PhD
promising practices
consistently communicate wellness policies,
programs, and benefits multi channel, multi modal communication several times
a year
“stealth benefits” benefit no one
assess community for local resources maximize free resources (hospitals, AHA, ESMMSC)
appoint wellness champions to promote
wellness initiatives throughout departments and locations
increases socials support and promotion
general recommendations
communicate the value of wellness to your
employees include in annual benefit statement to employees
consider offering incentives for participation,
progress, or outcomes assess what will work for your population
tie to proper use of benefits or healthy behaviors instead of random cash or gift cards
recognize and reward wellness champions big impact, no cost
letter from President, success story in newsletter, etc
creating a culture of wellness helps you …
achieve consistent communication
align activities with stated values
make the healthy choice the easy choice
increase employee/student engagement, drive intrinsic motivation and peer support
move from siloes to a comprehensive approach
enhance and sustain existing efforts
be an example to the community
invest in human capital
create a healthier, more productive and energized workforce
enhance outcomes
create a competitive advantage
impact 100% of workforce
enhance faculty/staff performance and boost student success
working well
effective cross-sector strategy implementing key components of
healthy eating & active, tobacco free living in worksites,
establishing cultures of wellness where the healthy choice is
the easy choice
organizational commitment to integrate wellness into strategic plan, changing the employee experience
investment in human capital; most valuable asset
seamless integration with programming and chronic condition management
aligns policy and environment with desired health behaviors, creating support for and likelihood of healthy choices
PSE implementation impacts all employees whereas programming only impacts those who choose to participate, often missing those who need it most
creates consistent message throughout org that healthy behaviors are supported and expected
cost of doing nothing
Behavior % in SCCost/
EmployeeCost/Organization of 100 Employees
Smoking 21.6% $5,800 $125,280
Overweight/Obesity 67% $2,676 $179,292
Physical Inactivity 50% $1,984 $99,200
TOTAL $10,460 $403,772
CDC Office of Smoking and Health, Smoking Attributable Morbidity, Mortality, and Economic Costs (SAMMEC), 2002.
Be Active North Carolina, Inc., The Economic Cost of Unhealthy Lifestyles in North Carolina, 2005.
working well partners
committed worksites AIKEN REGIONAL MEDICAL CENTER
ALBEMARLE CORPORATION
ALLIED AIR
ANMED HEALTH MEDICAL CENTER
ANMED HEALTH REHABILITATION HOSPITAL
ANMED WOMEN & CHILDREN’S HOSPITAL
BAPTIST EASLEY HOSPITAL
BEAUFORT COUNTY SCHOOL DISTRICT
BEAUFORT MEMORIAL HOSPITAL
BEAUFORT-JASPER WATER & SEWER
AUTHORITY
BEAUFORT-JASPER-HAMPTON COMPREHENSIVE
HEALTH SERVICES, INC.
BON SECOURS ST. FRANCIS HEALTH SYSTEM
CANNON MEMORIAL HOSPITAL
CARECORE NATIONAL, LLC
CAROLINA PINES REGIONAL MEDICAL CENTER
CAROLINAS HOSPITAL SYSTEM
CHESTER REGIONAL MEDICAL CENTER
CHESTERFIELD GENERAL HOSPITAL
CITY OF BEAUFORT
CITY OF ORANGEBURG
CLAFLIN UNIVERSITY
CLARENDON MEMORIAL HOSPITAL
COASTAL CAROLINA HOSPITAL
COLLETON COUNTY GOVERNMENT
COLLETON COUNTY SCHOOL DISTRICT
COLLETON MEDICAL CENTER
DAK AMERICANS – COLUMBIA
DAK AMERICAS – COOPER RIVER
EDGEFIELD COUNTY HOSPITAL
EAST COOPER MEDICAL CENTER
FAIRFIELD MEMORIAL HOSPITAL
GEORGETOWN MEMORIAL HOSPITAL
GREENVILLE MEMORIAL HOSPITAL
GREER MEMORIAL HOSPITAL
HILLCREST MEMORIAL HOSPITAL
HILTON HEAD HOSPITAL
HUSQVARNA
JASPER COUNTY SCHOOL DISTRICT
KERSHAWHEALTH
LAURENS COUNTY MEMORIAL HOSPITAL
LEXINGTON/RICHLAND ADA COUNCIL
(LRADAC)
LOWCOUNTRY COMMUNITY ACTION AGENCY
MCLEOD HEALTH
MARION REGIONAL HOSPITAL
MARLBORO PARK HOSPITAL
MARY BLACK HEALTH SYSTEM
MEDICAL UNIVERSITY OF SOUTH CAROLINA
(MUSC)
MOUNT PLEASANT HOSPITAL
NEW RIVER AUTO MALL
NEWBERRY COUNTY MEMORIAL HOSPITAL
NORTH GREENVILLE LONG-TERM ACUTE CARE
HOSPITAL
NOVANT HEALTH GAFNEY MEDICAL CENTER
OCONEE MEDICAL CENTER
ORANGEBURG CALHOUN TECHNICAL COLLEGE
ORANGEBURG CONSOLIDATED SCHOOL DISTRICT
5
ORANGEBURG COUNTY
PALMETTO HEALTH BAPTIST
PALMETTO HEALTH RICHLAND
PATEWOOD MEMORIAL HOSPITAL
PIEDMONT MEDICAL CENTER
PIGGY WIGGLY CAROLINA COMPANY –
CORPORATE OFFICES
PROVIDENCE HOSPITAL DOWNTOWN &
NORTHEAST
ROPER HOSPITAL
SC STATE UNIVERSITY
SC HOSPITAL ASSOCIATION
SELF REGIONAL HEALTHCARE
SHRINERS HOSPITALS FOR CHILDREN
SOUTH CAROLINA DEPARTMENT OF HEALTH
AND ENVIRONMENTAL CONTROL (DHEC)
SPARTANBURG REGIONAL MEDICAL CENTER
SPARTANBURG HOSPITAL FOR RESTORATIVE
CARE
SPRINGS MEMORIAL HOSPITAL
ST FRANCIS HOSPITAL
SUMMERVILLE MEDICAL CENTER
THE REGIONAL MEDICAL CENTER
TOTAL COMFORT SOLUTIONS, INC.
TOWN OF HILTON HEAD ISLAND
TRIDENT MEDICAL CENTER
TUOMEY HEALTHCARE SYSTEM
UNIVERSITY OF SOUTH CAROLINA
AIKEN, BEAUFORT, COLUMBIA,
LANCASTER, SALKEHATCHIE, SUMTER &
UNION
VILLAGE HOSPITAL
WACCAMAW COMMUNITY HOSPITAL
WALLACE THOMSON
WAL-MART
As of June 1, 2014
New in May 2014… 16 SC Cabinet Agencies SC Governor’s Office SC DHEC
state and national recognition
27 states500+ worksites nationwide
core elements of working well
executive leadership
strategic partnerships
detailed & tailored technical assistance
mapping of progress & success
celebration & recognition
goals of working well
assist worksites to assess, implement, and maintain evidence-based and effective policies designed around the three pillars of an effective worksite wellness culture: tobacco-free people and
places delicious and affordable
healthy food environments access and opportunity for
physical activity during the workday
implement low/no cost, effective wellness policies, systems, environments and benefits that help ALLemployees live healthier lives identify missing wellness
opportunities
align current efforts
evaluate progress
sustain wellness culture over time
WorkHealthy AmericaSM
initiates or enhances existing programs
worksite wellness program with WorkHealthy America
team-based competition
educational materials (fitness plan or recipes, tip sheets)
tracking (pedometer, etc)
incentives/prizes
education
lunch n’ learns
bulletin board
written policies that support employees to take flex or work time to walk/exercise
benefits that incentivize physical activity all year long
on-site resources (treadmill, walking maps, dumb bells, videos)
participation in all levels of leadership
Wellness becomes a
part of the fabric of the organization
integration into current efforts
contracts
policies & procedures
health risk assessments with outcome tracking
disease management tied to benefits
wellness/HR committee
wellness programs/initiatives tied to benefits and incentives
Georgetown Hospital System “Working Well has helped us work smarter, not
harder…we couldn’t have achieved our employee wellness goals as quickly without Working Well’s resources, networking, and staff assistance.”
working well resources
assessment
evidence based recs/action plans
interactive prioritization
online toolkits
webinars
workshops
sharing/learning network
site visits
individual, customized assistance
working well and prevention partners staff
implementation strategies for excellence
tobacco cessation systems
healthy food environments
worksite of active employees
tobacco free people and places
help every employee lead a
tobacco-free life
key components: policy
system approach
benefits
incentives
evaluation
key components quit tobacco system policy
100% tobacco free property wide consistent enforcement communicate policy to employees; empower
employees to approach violators adequate signs throughout property
system approach ID tobacco users (HRA/attestation) assess readiness to quit, refer to multiple
resources, f/u often
benefits counseling, OTC NRT insurance benefit or
equivalent, FDA RX meds on formulary multi-channel communication & promotion of
benefits (employees & covered spouses)
incentives incentives for tobacco free emp disincentive for tobacco using emp (motivate
quit) incentives for enrollment in quit tobacco
program
evaluation
CDC wellness quality scorecard
Working Well Most Recent Assessment-
Rounded
National Most Recent-
RoundedDifference
Tobacco
Have a tobacco-free or a smoke-free property-wide policy 76% 79% -3%
Refer all tobacco users who are ready to quit to multiple resources, including cessation medications and in-depth counseling/coaching 69% 71% -2%
Periodically follow up with identified tobacco users 43% 42% 1%
Offer FDA-approved prescription tobacco cessation medications on formulary 78% 82% -4%
Offer incentives, discounts, and/or disincentives to employees for participating in a tobacco cessation program 57% 54% 3%
healthy food environments (HFE)
provide access to
delicious, affordable
healthy items in all
worksites
key components: access
pricing
marketing
benefits
education
key components HFE access
adopt healthy food nutrition criteria implement a healthy food policy requiring healthy options
whenever/where ever food provided ensure vendors provide healthy options all hours of
operation train food service staff on prep & portion control partner with local farmers or CSA’s onsite gardens
pricing use pricing structure to incentivize purchase of healthy
options increase price of unhealthy
marketing point of decision nutrition info identify foods meeting healthy nutrition criteria with
consistent icon use product placement to make healthy options more
prominent and accessible
benefits provide nutrition counseling to all employees as insurance
benefit or benefit equivalent use benefit design & wellness incentives to encourage
behavior change constantly communicate benefits and equivalents to
employees and covered spouses in multiple formats
education implement HFE promo campaign lunchNlearns, cooking demos, evidence based weight mgmt
CDC wellness quality scorecard
Working Well Most Recent Assessment-
Rounded
National Most Recent-Rounded
Difference
Nutrition
Label foods with calorie and/ or other nutrition information at the point of selection 32% 33% -1%
Use pricing methods to encourage the purchase of healthy options 45% 34% 11%
Negotiate contracts with vendors, caterers or suppliers so that they offer healthy options 40% 40% same
Have a written breastfeeding support policy that includes designated space and time for mothers 63% 69% -6%
Offer nutrition counseling and/or medical nutrition therapy as a health insurance benefit or equivalent employee benefit to all employees regardless of health status 59% 66% -7%
worksite of active employees
create a culture where
being active is the
easy norm
key components: policies
environment
education
benefits & incentives
key components active worksite policy
use PA resources on clocked time paid work time set aside for PA flexible work hours to allow PA before, after, lunch
time encourage paid break use for PA consider culture of wellness & safety policy combo
environment access to PA facilities/equipment during/after work
hours– walking trails, workout video library
encourage alternate commutes– access to bike racks/showers
accommodations for special needs– “sit and be fit”- PMC
education point of decision prompts
– elevators, stairs, break rooms, etc
communicate policies consistent messaging promo campaign of PA resources management lead walking mtgs
benefits & incentives discount access to local or onsite fitness facilities onsite classes at low/no cost insurance benefits that support PA communicate benefits & equivalents promotion of benefits & incentives through wellness
programming
CDC wellness quality scorecard
Working Well Most Recent Assessment-
Rounded
National Most Recent-Rounded
Difference
Physical Activity
Have a clear written policy that provides employees with paid time for physical activity during each workday 24% 15% 9%
Have a clear written policy to offer employees flexible work hours to schedule physical activity according to their preferences 27% 25% 2%
Provide easy access to exercise facilities and / or equipment located either in or near the worksite 90% 84% 6%
Encourage people to get more physical activity with motivational signs or point-of-decision prompts 42% 44% -2%
excellence recognition- 10
over 10,000 employees
AnMed Health AnMed Health Med Ctr AnMed Health W&C
Baptist Easley Beaufort Memorial
Hospital Georgetown Hospital
System Georgetown Waccamaw
Hilton Head Hospital MUSC (Med Univ of SC) Piedmont Medical
Center SC Hospital Association
CDC wellness quality scorecard
Working Well Most Recent Assessment-
Rounded
National Most Recent-
RoundedDifference
Culture of Wellness
Include employee wellness in strategic plan 60% 61% -1%
Have a wellness committee that meets on a regular basis 61% 71% -10%
Have CEO or senior leadership participate in wellness activities 76% 80% -4%
Conduct a Health Risk Assessment (HRA) that includes individualized feedback to employees 50% 55% -5%
Measure the impact of wellness initiatives on health care expenses 49% 51% -2%
Measure the impact of wellness initiatives on employee productivity 32% 29% 3%
implementation examples
MUSC board of trustees resolution
beaufort jasper water sewer authority
4.5 Develop a comprehensive wellness program—initial plan stages
4.5.1 Design and support a sustainable wellness team structure and function
GOAL 4: HEALTH AND SAFETY
Provide an environment that supports the physical and psychological well-being of all our human resources.
Organize and create an employee driven wellness team that has the capacity to sustain itself on a volunteer basis;
leverage resources for Wellness activities and events and advocate for system-wide wellness improvements
Establish a communication process that effectively recruits and keeps Wellness Team Members informed of events,
activities, progress and meetings
Name the program and compile ideas for marketing it to employees—align policies and procedures to support
initiatives (Logo/Slogan Contest)
Develop, track and report on the achievement of the Wellness Annual Work Plan. Specifically, track the impact of
wellness activities on health care costs, employee productivity (short and long term disability, workers compensation
claims and sick leave) and employee participation rates
Based on projected first year plans, secure budget to support goals and revise for subsequent years as the program
evolves
Creatively use the Employee Newsletter to engage employees, celebrate successes and spotlight wellness
4.5.3 Promote health and wellness at BJWSA to our employees, leadership and visibly participate
in promoting wellness to the public (Culture of Wellness)
Create a dynamic marketing program designed to build awareness, engage employee involvement and promote the value
of wellness to employees, leadership and the greater public
Create a wellness homepage on the company intranet or sharepoint (if available) that displays Wellness Mission and
Values, Wellness Team members and existing programs with links, access from home and email response capability
Present the new Wellness Program to the Board of Directors
Communicate the value of wellness benefits to employees through the annual Total Compensation Statements
Implement healthy food (and beverage) policy (including approved vendors) and ensure healthy options are available -
fruit baskets/farm boxes
tobacco free USC
outcomes
working well achievements to date 116 organizations committed to establishing cultures of
wellness Impacting 110,000+ employees in SC
increased # nutrition & PA policies implemented, tracking employee health status improvements, pricing strategies, etc.
strong correlation b/t engagement & grade improvement
29 Gold Star worksites employee quit tobacco systems Impacting 33,000+ employees
21 Gold Apple worksites highest standard for HFE Impacting 27,000+ employees
10 Gold Medal worksites- environment where PA easy norm Impacting 10,000+ employees
employer specific outcome successes LCMH health status & claims
OMC revenue increase after HFE enhancements
highlighted in CTG report, TDE annual report, and received Prevention Excellence award 2013 (NCPP)
working well employer based outcomes
LCMH- small & rural biometric/lab improvements lipids,
glucose, weight, fitness, and body fat increased # employees following Rx
treatment plan medical claim reduction employees reaching highest health status
levels increased from 30% in 2010 to 46% in 2011
~8% tobacco using employees stopped using tobacco products
OMC fryer & sugary bev removal from café on
remodel 22% increase in sales after just 4 weeks
16% over previous year after 1 yr
positive verbal responses by employees
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
$4,500,000.00
$5,000,000.00
MED2010 MED2011
LCMH MEDICAL
$600,000.00
$620,000.00
$640,000.00
$660,000.00
$680,000.00
$700,000.00
RX2010 RX2011
LCMH PHARMACY
HSCI outcomes
Standard Baseline Assessment
Final Assessment
% Increase
Healthy food policy 3% 19% +16%Smoke-free or tobacco-free property-wide policy
59% 69% +10%
Enforcement of tobacco-free or smoke-free property-wide policy
22% 41% +19%
Policy providing paid time for physical activity
3% 22% +19%
Policy to offer flexible work hours to schedule physical activity
9% 28% +19%
In-depth quit tobacco counseling as a benefit
63% 69% +6%
Incentives for employees participating in a tobacco cessation program
34% 44% +10%
Discount to join a local or onsite exercise facility
63% 69% +6%
*After two years of implementation.
practicing what we preach @ scha
initial assessment…
physical activity F
nutrition D
tobacco D
3 years later…
physical activity A+
nutrition A
tobacco A
culture A
implemented strategies
policies tobacco, nutrition, physical
activity
environment onsite fitness classes (WoW)
onsite walking trail
no junk food dumping
CSA
farmer’s market
system diverse & representative
wellness committee
executive support
multi-channel communication
branded wellness program benefit incentive
onsite screenings
health coaching
wellness in SCHA strategic goals & priorities
policy sets up systems, supported by environment…creates culture
PSE impacts 100% of workforce
healthy, happy, productive faculty/staff promote student success
creating a culture of wellness is about population health, starting at the top and impacting entire organization
culture should support, not sabotage, wellness programs
approach organizational health from a strategic perspective
workplace culture is part of a larger, integrated health and productivity strategy
organizational health can be a competitive advantage
final thoughts
Working Well Staff- SCHA & Prevention Partners
Jen Wright, Manager, Working WellSCHA • 803.744.3553 • jwright@scha.org
Kendyl Cooke, Operations Specialist, Working WellSCHA • 803.744.3531• kcooke@scha.org
Emily O’Sullivan, Corporate Wellness Specialist, Working WellSCHA • 803.454.6969 • eosullivan@scha.org
Lindsey Bickers Bock, Program Manager, Prevention Partners919-969-7022 x225 • lindsey@forprevention.org
Kara Van de Grift, Organizational Coach, Prevention Partners919-904-7715 • kara@forprevention.org
www.ncpreventionpartners.org
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www.facebook.com/ncpreventionpartners
www.scha.org/working-well
www.twitter.com/SCHospitals
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