WorkWell Kansas: A Partnership for Worksite Health PromotionPresentation Transcript
WorkWell Kansas: A Partnershipfor Worksite Health PromotionMissty LechnerWorksite Wellness SpecialistKansas Department of Health and Environment
Presenters • Missty Lechner ▫ Kansas Department of Health and Environment • Dr. Elizabeth Ablah ▫ University of Kansas School of Medicine- Wichita • Chad Clark ▫ McPherson Healthcare Foundation, IncOur Vision - Healthy Kansans living in safe and sustainable environments
3 Community Initiative on Cardiovascular Health and Disease • 14 Employers - 400,000 lives - 2005-2009 • All Stakeholder Collaboration, including: ▫ Employers, Chamber of Commerce, IHPM, NBCH ▫ Public Health: CDC, States of Kansas and Missouri ▫ Providers, AAFP, AHA ▫ Regional and National Health Plans ▫ Pharmaceutical Industry • Focus on Primary and Secondary Prevention ▫ Hypertension, Cholesterol, Smoking, Inactivity, Nutrition, Metabolic SyndromeOur Vision - Healthy Kansans living in safe and sustainable environments
4CICV Work Site Component: Baseline Surveys (2006, re-measured 2011): ▫ Leadership Survey ▫ Heart Healthy Lifestyles Employee Attitudinal Survey ▫ Employer Worksite Wellness Environment Inventory ▫ Cardiovascular Health Plan Benefit Design Survey ▫ Productivity Measurements ▫ Available health risk Data “Connecting the Dots” Medical Claims Analysis Health Risk Appraisals Medical ScreeningsOur Vision - Healthy Kansans living in safe and sustainable environments
Planning Committee • Employers • Local Health Departments • Business Coalitions • Payers • State Health Department • Healthcare • AcademiaOur Vision - Healthy Kansans living in safe and sustainable environments
KDHE Assessment Tool • Up to 72 questions • Organizational level assessment • Takes about 45 minutes to complete • Customized feedback given to worksites based upon assessment results • Tested and pilotedOur Vision - Healthy Kansans living in safe and sustainable environments
Assessment Implementation • Who champions this in communities? • How does word get out? • Is there a systematic way of providing education to employers?Our Vision - Healthy Kansans living in safe and sustainable environments
WorkWell: The Beginning • Wichita Business Coalition on Health Care received private funding • KDHE already had the assessment developed • Each partner had parallel missions, similar but unique areas of expertise, and resources for worksite wellnessOur Vision - Healthy Kansans living in safe and sustainable environments
Questions Missty Lechner Worksite Wellness Specialist Kansas Department of Health and Environment 785-296-1917 email@example.comOur Vision - Healthy Kansans living in safe and sustainable environments
WorkWell Kansas KansasHealth Foundation is providing three years of funding for groups to convene around this initiative. Wichita Business Coalition on Health Care is leading the state-wide initiative. Workshops in participating communities, built around an assessment tool.
WorkWell Kansas WorkWell Kansas was designed around “evidence” in the literature and best practices. Kansas Department of Health and Environment funded the development of the tool. University of Kansas School of Medicine- Wichita, Department of Preventive Medicine and Public Health developed the curriculum.
GoalIncrease the number of business andcommunity leaders that are activelyengaged in supporting, initiating, andimplementing worksite wellness programs tofacilitate the creation of workplace policiesand/or incentives in these communities thatmake it easier for employees to adopthealthier behaviors.
WorkWell Kansas3 years 30 communities (10 each year) At least 1 champion per community 210 worksites
WorkWell Kansas Champions Each year, 10 “champions” are recruited and trained. Eachchampion is asked to recruit 7 worksites. Task identified as an adaptive challenge.
WorkWell Kansas WorksitesCan receive up to $1,000 in mini-grant fundsafter the worksite has: 1. completed the assessment (and received feedback) 2. completed the WorkWell Kansas workshop 3. an approved worksite wellness planMany tasks are identified as adaptivechallenges.
Purpose Introduce a framework for worksites to use in integrating holistic health promotion and wellness into complex cultures. Enhance capacity and support worksites in creating a sustained culture of health.
Purpose Increase the number of community leaders and businesses engaged in supporting comprehensive worksite wellness initiatives. Facilitate the implementation of policies and environmental changes to make it easier for employees to be healthier, including eating healthfully and being physically active.
Purpose Expose participants to information, tools, and strategies to develop and integrate a comprehensive wellness strategy into an organization’s long-term business strategy. Provideresources and technical assistance for participants to develop and implement worksite wellness plans for their organizations.
Intent of InitiativeSo the healthy choice is the easy choice!
Is it Just Business?Is worksite wellness treated like any otherbusiness issue? Good for culture? Fun? Reduce healthcare costs? Attract and retain employees? Important for health? Increase productivity? Increase profitability?
Traditional Worksite Wellness Worksitewellness has historically centered on behavior change using a cognitive model. Cognitive models center on education and the provision of information. Cognitiveapproaches place the responsibility for change solely on the employee. (Golaszewski, 2008)
Traditional Worksite WellnessApproach Centered on a single issue (e.g. tobacco cessation). Illuminating risks about certain health behaviors. Featured carrot or stick approach to wellness in behavioristic model. Been largely ‘one-and-done’ type programs.
Traditional Worksite WellnessExamples* Some traditional worksite wellness programs have been tied to national events (Great American Smoke Out) and are centered on raising awareness. Other approaches have sought to capitalize on popular media and used programs similar to The Biggest Loser. Some take a plug and play approach - a national program is implemented from management to employees.
Traditional Model Relies on program development and delivery Relies on information/education to prompt behavior change Focuses on individual behavior change
Traditional Model Mosttraditional approaches lack in duration and comprehensiveness. Mosttraditional approaches are not based on best practices or “evidence”
How Do We Change? Behavior change is complex. Knowledge is necessary, but insufficient for change. How do we alter our behaviors? Macro forces influence us; we are all parts of a greater whole.
Social Ecological Model
Paradigm Shift Employees will change behaviors as a reflection of the changing characteristics of their worksites. Create a healthy work environment. Organizational health promotion.
Philosophy Change the culture of worksites. Begin with the employer, not the employee. Not“good” and “bad.” Not “right” and “wrong.” Whatare our goals, what does the literature suggest?
Strategic Framework Framework to guide development and initial evaluation of worksite’s plans
Reasons tosqueeze the orange!• For every $1 spent on wellness, companiessave $3.48 on health care and $5.82 inregards to absenteeism.•The cost of health care has increased 274times what it was in 1950 even though theaverage cost of all other goods and servicesincreased only 8 times.•Chronic diseases account for 75% of healthcare spending.•Source: Wellness Council of America
What is the Full Cost of Health?
Employee BenefitsWeight reductionImproved physical fitnessIncreased staminaLower levels of stressImproved self-image and self-esteem
Employer BenefitsEnhanced recruitment and retentionReduced healthcare costsDecreased rates of illness and injuryReduced absenteeismIncreased productivityImproved employee relations
Results Reduced healthcare costs by 20% to 55% Reduced short-term sick leave by 6% to 32% Increased productivity by 2%-52%Sourced by U.S. Dept. of Health and Human Service
Return on Investment Hospital admissions declined by 62.5% Disability costs reduced by 34.4% Claims costs were reduced by 27.8% Physician visits declined by 16.5 %Sourced by Aurora Healthcare 2005