Gallup / Healthways Well-being Index
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Gallup / Healthways Well-being Index

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Watch the recorded webinar archive anytime at: http://healthpromotionlive.com

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    Gallup / Healthways Well-being Index Gallup / Healthways Well-being Index Presentation Transcript

    • Practical Application in BusinessJohn Harris Katie BellChief Wellness Officer PartnerVice President Innovations Global WellbeingHealthways, Inc. Gallup
    • How Poor Health Costs the United States:$147 billion annual healthcare cost of obesity in the United States75% of national health expenditures are due to chronic disease$6,032 the average annual healthcare coverage cost for people with a chronic condition; five times higher than for those without$1.3 trillion direct health costs of chronic disease (2006)
    • American Prevention Success Story:
    • Leaders Have The Ability to Correct Public Health:
    • Indirectly responsible Directly responsible • How would you describe your personal role as it pertains to wellness and well-being? • Not responsible. • Indirectly responsible • Directly responsiblewww.healthways.com 5
    • Measuring Well-Being• 25-year commitment, initiated January 2, 2008 Six Domains:• 1,000 completed surveys per day/7 days/week 1. Life Evaluation• 1,000,000 completed surveys October 23, 2010 • For results based on this sample of respondents, 2. Emotional Health the maximum 95% margin of sampling error is 3. Physical Health ±0.3 percentage points• Science-based design, support and oversight: 4. Healthy Behavior • Behavioral economists 5. Work Environment • Psychologists 6. Basic Access • Experts in psychometric statistical analysis 6
    • Well-Being at the National Level Well-Being Life Evaluation, U.S. Residents, 2009 Thriving Struggling Suffering 60 50 40 30 20 10 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2009 2010Source: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849
    • Our Nation’s Well-Being by State - 2009 Ranking: Top Quintile Second Quintile Third Quintile Fourth Quintile Bottom QuintileSource: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849 8
    • 2009 Congressional District Rankings Ranking: Top Quintile Second Quintile Third Quintile Fourth Quintile Bottom QuintileSource: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849 9
    • 2009 MSA Rankings Ranking: Top Quintile Second Quintile Third Quintile Fourth Quintile Bottom QuintileSource: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849 10
    • • Do you believe an index of this magnitude can bring value to your business planning: • No • Yes, but only indirectly • Yes, significant value • This index provides essential information for our planningwww.healthways.com 11
    • Harvesting the Value of Well-Being
    • Making the Jump from Health to Well-Beingwww.healthways.com 13
    • Why It Matters:The Economic Case for Well-Being Well-Being Total Medical Performance Total Economic Improves Cost Decreases Increases Value Increases• Help healthy people • Hospitalizations • Engagement • Public Payers stay healthy • Event Rates • Absence • Private Payers• Mitigate health-related risk from lifestyle • Disease Rates • Work Impairment • Employers behaviors • Lifestyle Risks • Productivity • Communities• Optimize care for those with health conditions • States 14
    • Impact of social time on daily affect fordifferent income levels Positive affect: happiness, enjoyment, smiling/laughter Gallup-Healthways Well-Being Index Jan-Dec 2009, controlling for demographics 15
    • BMI and Physical Pain n = 254,987; after controlling for gender, education, and age 16
    • Real World Examples of Opportunity
    • Example: Life Evaluation “Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Thriving Average 20% Lower Six well-being Medical Costs domains 1. Life Evaluation 7.0 2. Work Quality 3. Basic Access Struggling 4. Healthy Behavior 4.0 5. Physical Health Suffering 6. Emotional Average 50% Higher Health Medical CostSource: Gallup-Healthways Well-Being Index Community Survey andWellmark Corporate Survey 2008
    • Health Risk By Life Evaluation Risk Category by Life Evaluation 80% 60% 0-1 risks 2-3 risks 40% 4-5 risks 6-9 risks 20% 0% Suffering Struggling ThrivingToward Integration to Enhance Health and Well-Being by Evers, KE, Prochaska, JO, Castle, P. & Prochaska, JM. 2009 (under review) 20
    • Work Impact By Life Evaluation Activity Impairment, Work Presenteeism and Work Productivity Loss by Life Evaluation 25% 20% 15% 10% 5% 0%Toward Integration to Enhance Health and Well-Being by Evers, KE, Prochaska, JO, Castle, P. & Prochaska, JM. 2009 (under review) 21
    • Anger in the Workplace: Wellness Inhibitor?“Did you experience the following feelings during A LOT OF THE DAY yesterday: Anger?” 100% 80% 79% 88% 86% No 60% U.S. Counties 40% Poorest 100 20% Richest 100 31% 12% 14% Yes 0% Poor Work Quality Work Nation Environment EnvironmentSource: Gallup World Poll, Gallup-Healthways Well-Being Index Community Survey 2008
    • Work Environment Affects Health andEngagement of a Workforce Impact of Negative Work Environment Higher Disengaged Employees / Higher Productivity Losses 80% Negative Positive or Neutral 70% 60% 50% 40% 30% 20% 10% 0% Job Impacts Disengaged HealthService Mark SM 2008 Gallup-Healthways Well-Being Index. All rights reserved. Copyright © 2008 Gallup, Inc. All rights reserved. Copyright © 2008 Healthways. All rights reserved.
    • Work Environment Impact on Employees WithChronic Conditions Days Unable to Carry Out Usual Activities Per Year 16.2 Days/Year 6.6 Days/Year
    • Well-Being Disparities: Work Environment Variance from National Score (points) for Congressional Districts of Work Environment: Top 25 Company Locations (ordered by # team members) Examples 6.3 Job satisfaction and engagement Work 4.6 • Satisfaction withEnviron- 3.2 3.6 community ment 2.8 2.1 2.3 2.1 1.7 • Are you satisfied Score 1.3 1.3 1.4 or dissatisfied with(2008) = 0.3 0.1 0.1 0.5 your job or the work you do? 51.4 • At work, do you -0.6 -0.9 -1.3 -1 get to use your -2 strengths to do what you do best -3.7 every day? -4.6 • Does your supervisor at work -7.1 Plans with worst work treat you more like he or she is your environments were also the boss or your partner? worst performers • Does your supervisor always -13.4 create an environment that is trusting and Plant 1 Plant 2 Plant 3 Plant 5 Plant 6 Plant 7 Plant 9 Plant 11 Plant 12 Plant 13 Plant 14 Plant 15 Plant 16 Plant 17 Plant 17 Plant 19 Plant 20 Plant 21 Plant 22 Office 1 Office 2 Office 3 Office 4 Office 5 Office 1a open?Source: Gallup-Healthways Well-Being Index Community Survey 2008, n= 355,334Based on congressional district in which Tyson Foods location is based
    • Commute Time and Well-Being % Reporting Stress15 Minutes or less 39% 16-30 Minutes 42% 31-45 Minutes 43% 46-60 Minutes 43% Over 60 Minutes 44% 36% 37% 38% 39% 40% 41% 42% 43% 44% 45%
    • The Impact of Care-Giving Caregiver Non-Caregiver Non-Caregiver Caregiver Caregiver Non- Non-Caregiver Non- Employed Employed Employed Employed Composite Score 64.39 57.15 68.00 62.14 Life Evaluation Index 39.50 25.26 47.29 32.77 Emotional Health Index 77.35 67.24 81.00 72.62 Physical Health Index 76.74 61.16 82.26 67.92 Healthy Behavior Index 62.43 60.38 61.34 60.77 Work Environment Index 49.47 n/a 51.19 n/a Basic Access Index 80.83 71.71 84.95 76.62
    • Life Evaluation Smokers vs. Non-Smokers “Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Smokers Non-Smokers 55% 52% 45% 39% 6% 3% Thriving Struggling SufferingSource: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849 28
    • Emotional Health Smokers vs. Non-Smokers “Did you experience the following feelings during A LOT OF THE DAY yesterday?” % of Respondents Who Answered “Yes” Smokers Non-Smokers 50% 43% 37% 31% 26% 27% 21% 17% 15% 13% Worry Stress Anger Sadness DepressionSource: Gallup-Healthways Well-Being Index Community Survey 2009, n=353,849 29
    • Drivers of BMI Risk Healthy Eating Energy Level Exercise Height Weight Number of Health Risks Physical Coping With Health Stress BMI Risk Negative Affect Personal Emotional Sources of Health Presenteeism Recognition at Financial Stress Days of Best Work Work The only things we focused on in the “old days”
    • • What best describes your view of focusing on the broader value proposition of well- being? • It does not change my view – well-being is only semantics • I can see some value in taking a broader view • I see significant value in taking a broader view • I believe a broader view will redefine the value proposition, making it both measureable and more substantialwww.healthways.com 31
    • What Innovations Will Emerge?
    • Strategic Process To Drive Sustainable Engagement Environment Measurable Outcomes Business ObjectivesAppropriate Interventions Consumer Insights Sustainable Engagement Relevant Incentives Effective Communications Environment 33
    • Improved Use of Behavior Change SciencesPutting Science into Practice Prochaska’s Transtheoretical Model Decision • Rational decision-making through stages of change Making • Pro-Change Embedded in Healthways Core Products Dynamic Intermittent Reinforcement Behavioral • Predictably irrational decision making in humans Economics HEALTHHONORS® • Already in use for medication adherence Mindfulness and Neuro-plasticity Emotional and • Paying attention in a particular way: on purpose, in Social Health the present moment, and non-judgmentally LifeMatters® • The changing of neurons via new experiences Social Networks Social • A social structure of “nodes” which are connected by Connectivity one or more specific types of interdependency, such as friendship, kinship, common interest, knowledge, etc. Gaming theory Gamification • Fun vs. fulfillment • Explorer, achiever, socializer, competitor 34
    • New Approaches to Drive Physical, Emotional andSocial Well-Being Improvement Innovative and integrated …contributes to different …which results in an methodology… approach to coaching engaging user experience Mindfulness-based tools New Coaching vs. Traditional Coaching Emotional/social Physical Health health approach Coaches with Physical health behavioral health background background Experiential Traditional coach training training Research Outcomes questions Personality N/A profiling Ntrinsx Well-Being HRA Survey Work & personal Health Home homes Multiple brief Three calls coaching touches New integrated Traditional platform Multiple Telephonic modalities 35
    • Leveraging Social Networks and MobileApplications Product Starting Points
    • Transformational Community Initiatives toSupport Well-Being Improvement Engage and transform … through a compelling value … that leverages our communities … proposition … strategic relationships Our Goal: Create a Movement • Create “Vitality Cities” through IMPROVED VITALITY Reduced Medical Trend AND Improved Productivity sustainable changes that encourage people to practice healthy behaviors so that they can live well – longer IMPROVED WELL-BEING (measurement) Our Plan: • 2010- select 1st Vitality City • 2011- scale the Vitality City concept to cities across POWER 9 PRINCIPLES America while creating a (become norm) national movement • Use WBI to measure progress CULTURE Focused Investment Areas Promote / Support Power 9 Participation Leadership Commun- ications Policy Etc. 37
    • Health Care Reform – Leveraging the MedicalHome and Accountable Care ConceptsLeverage Healthways’ expertise in population analysis, Build collegial and trusted relationships with physician practices. Use careidentification and analytics plans and care coordination to improve health one patient at a time. Claims Data Pharmacy Data HRA Gaps in Care, Psychosocial Biometrics/Lab Educational, Environmental needs assessed EMR/PHR Care Plan Generated Self reporting Predictive Registry Care Coordinator Modeling Care coordinator assures documents progress on the Care Team Reviews and Care Plan. Agrees with Care Plan Provides Feedback to MD Medical Problem Diagnosis/ Treatment Care Plan is implemented. Care Coordinator engages MD engages with patient, specific using care plan Quality Care Healthways and Improvement Coordination community resources Care Coordinator engages as appropriate w/ patient using care plan Analytic Support Reporting Lifestyle Management Disease Management Case Management Social Network Cognitive Behavioral Therapy Patient Compliance Programs Transitions of Care management 38
    • • I believe these new well-being innovations will be: • Of only minimal value over the traditional approaches used today • Will better position the field to capture a broader value proposition • Will be instrumental in taking the health promotion programs to an all new level • Will revolutionize health promotion 39
    • Closing Thoughts
    • Organizations With Higher Well-Being =• Measurably healthier and happier people• Longer life expectancy and productive life Health years• Higher workforce productivity (employed) Health Costs• Increased independence rate (seniors) Productivity• National recognition as an employer of choice Turnover• Measurable accountability to shareholders Economic Vitality• Improved sense of purpose and corporate pride Corporate• And hence, improved business performance Pride and social vitality Business Performance
    • For More Information www.well-beingindex.com 42
    • Questions/Discussion