This document discusses strategies for improving engagement in worksite health promotion programs to enhance return on investment. It summarizes findings from research showing that reducing modifiable health risks through such programs can lower medical costs and improve productivity by decreasing absenteeism. Effective engagement strategies include increasing participation, knowledge, positive attitudes and behavior changes related to health risks like obesity, smoking, and lack of physical activity. Studies show worksite wellness programs often generate positive returns through reduced healthcare utilization and costs.
Workshop on well being over the life course agenda layardStatsCommunications
Workshop on Well-Being over the Life Course
Organised by the OECD, the Centre for Economic Performance of the London School of Economics and CEPREMAP Well-Being Observatory
OECD Conference Centre, Paris,
Kenya healthcare monitor additional dataUHF-EAHF2012
The document summarizes key findings from the April 2012 Kenya Healthcare Monitor national omnibus survey. The survey assessed health service provision, medical insurance coverage, supply chain management, non-communicable diseases, and the impact of illness. It found that over 75% of Kenyans lacked medical insurance, and satisfaction with health services varied by region. The survey also examined willingness to pay for health insurance and rational drug use. Contact information was provided for the healthcare lead at Ipsos to request more data.
Evaluation of Quality of Life in Infertile CouplesKaberi Banerjee
This study evaluated the quality of life of 600 infertile couples in India. The authors found that infertility caused stress and depression in many participants. Specifically:
- 40% of women and 37.5% of men reported issues with night sleep, while day sleep was less affected.
- Most participants reported feeling stressed due to infertility and social pressures. Women reported higher rates of stress than men.
- Around 69% of women and 52% of men experienced depression.
- Infertility had little impact on marital relationships for most couples.
The authors concluded that infertility is a stressful life event for many couples, affecting sleep and mental health, though social support from partners can help mitigate some negative impacts on quality of life
The document discusses well-being programs and their focus on physical wellness alone. It summarizes research from the Gallup-Healthways Well-Being Index showing that thriving in all five elements of well-being (purpose, social, financial, community, physical) leads to better health outcomes than physical wellness alone. Adults thriving across all elements were more resilient, adaptive, charitable, and less likely to miss work or change jobs than those thriving only in physical wellness. The research emphasizes the need for well-being programs to address all elements to improve outcomes.
This document discusses the business case for workplace wellness programs. It notes that chronic conditions are increasing as the workforce ages and obesity rises. Poor health leads to higher medical costs and lost productivity. Data from MaineGeneral Health shows that their wellness program reduced health risks and medical claims costs for participating employees. The personal case for wellness is also made, with five rules to live by: quantify your health status, eat well and watch portions, get regular physical activity, get good sleep, and quit smoking. The document advocates being a smart healthcare consumer by getting the right care, at the right time, and in the right place.
Only the best wellness programs are able to achieve a health care cost trend of zero. What does it take to make this happen? Is it even possible? We'll take a critical look at how effective wellness programs can not only control health care costs, but also influence stop loss premiums, pharmaceutical costs and out of pocket expenses for employees.
In this presentation, you will:
• Discover the essential wellness ingredients required to impact health care costs
• See research evidence and actual case studies that prove that good programs can produce a zero trend.
• See how wellness can impact stop loss and pharmaceutical costs.
• Learn how wellness done right can transform any organization
WATCH THE PRESENTATION VIDEO HERE:
https://youtu.be/4XJr-kfE4jM
How to manage mental health and addictions in the workplaceCG Hylton Inc.
This document provides an overview of managing mental health issues in the workplace. It discusses defining mental health and the overlap with addictions. Common mental health concerns seen in workplaces include anxiety, depression, and substance abuse. The document outlines solutions for creating a mentally healthy workplace such as screening, brief interventions, treatment referrals, and managerial support. It also discusses indicators of substance abuse and case studies to demonstrate approaches to assisting employees with identified issues. Overall, the document promotes prevention and early intervention strategies to address mental health and addiction challenges that can impact workplace productivity and employee well-being.
October 2013 presentation on Life-Span Disparity, Wellness & Social Determinants of Health - http://bit.ly/lifespan-disparity
In 2007, USA Today first reported on the 25 to 30 year life-span disparity for individuals with serious mental illness. Much of the initial discussion of integration focused on broader systems and planned care with little thought to those with Schizophrenia, Bipolar Disorder and Major Depression. If we are to make an impact, a broader wellness and social ecology approach is required in addition to better mental health and medical care integration.
Workshop on well being over the life course agenda layardStatsCommunications
Workshop on Well-Being over the Life Course
Organised by the OECD, the Centre for Economic Performance of the London School of Economics and CEPREMAP Well-Being Observatory
OECD Conference Centre, Paris,
Kenya healthcare monitor additional dataUHF-EAHF2012
The document summarizes key findings from the April 2012 Kenya Healthcare Monitor national omnibus survey. The survey assessed health service provision, medical insurance coverage, supply chain management, non-communicable diseases, and the impact of illness. It found that over 75% of Kenyans lacked medical insurance, and satisfaction with health services varied by region. The survey also examined willingness to pay for health insurance and rational drug use. Contact information was provided for the healthcare lead at Ipsos to request more data.
Evaluation of Quality of Life in Infertile CouplesKaberi Banerjee
This study evaluated the quality of life of 600 infertile couples in India. The authors found that infertility caused stress and depression in many participants. Specifically:
- 40% of women and 37.5% of men reported issues with night sleep, while day sleep was less affected.
- Most participants reported feeling stressed due to infertility and social pressures. Women reported higher rates of stress than men.
- Around 69% of women and 52% of men experienced depression.
- Infertility had little impact on marital relationships for most couples.
The authors concluded that infertility is a stressful life event for many couples, affecting sleep and mental health, though social support from partners can help mitigate some negative impacts on quality of life
The document discusses well-being programs and their focus on physical wellness alone. It summarizes research from the Gallup-Healthways Well-Being Index showing that thriving in all five elements of well-being (purpose, social, financial, community, physical) leads to better health outcomes than physical wellness alone. Adults thriving across all elements were more resilient, adaptive, charitable, and less likely to miss work or change jobs than those thriving only in physical wellness. The research emphasizes the need for well-being programs to address all elements to improve outcomes.
This document discusses the business case for workplace wellness programs. It notes that chronic conditions are increasing as the workforce ages and obesity rises. Poor health leads to higher medical costs and lost productivity. Data from MaineGeneral Health shows that their wellness program reduced health risks and medical claims costs for participating employees. The personal case for wellness is also made, with five rules to live by: quantify your health status, eat well and watch portions, get regular physical activity, get good sleep, and quit smoking. The document advocates being a smart healthcare consumer by getting the right care, at the right time, and in the right place.
Only the best wellness programs are able to achieve a health care cost trend of zero. What does it take to make this happen? Is it even possible? We'll take a critical look at how effective wellness programs can not only control health care costs, but also influence stop loss premiums, pharmaceutical costs and out of pocket expenses for employees.
In this presentation, you will:
• Discover the essential wellness ingredients required to impact health care costs
• See research evidence and actual case studies that prove that good programs can produce a zero trend.
• See how wellness can impact stop loss and pharmaceutical costs.
• Learn how wellness done right can transform any organization
WATCH THE PRESENTATION VIDEO HERE:
https://youtu.be/4XJr-kfE4jM
How to manage mental health and addictions in the workplaceCG Hylton Inc.
This document provides an overview of managing mental health issues in the workplace. It discusses defining mental health and the overlap with addictions. Common mental health concerns seen in workplaces include anxiety, depression, and substance abuse. The document outlines solutions for creating a mentally healthy workplace such as screening, brief interventions, treatment referrals, and managerial support. It also discusses indicators of substance abuse and case studies to demonstrate approaches to assisting employees with identified issues. Overall, the document promotes prevention and early intervention strategies to address mental health and addiction challenges that can impact workplace productivity and employee well-being.
October 2013 presentation on Life-Span Disparity, Wellness & Social Determinants of Health - http://bit.ly/lifespan-disparity
In 2007, USA Today first reported on the 25 to 30 year life-span disparity for individuals with serious mental illness. Much of the initial discussion of integration focused on broader systems and planned care with little thought to those with Schizophrenia, Bipolar Disorder and Major Depression. If we are to make an impact, a broader wellness and social ecology approach is required in addition to better mental health and medical care integration.
WOULD YOU BENEFIT FROM AWELLNESS GRANT?
Reduced Insurance Costs ⋅ Improved Productivity ⋅ Reduced Absenteeism
Let’s visit about how participation in the Grant can reduce your claims,
increase productivity, and reduce absenteeism.
The Healthy People Grant has $335 PER EMPLOYEE
for eligible employers to help create a healthier workforce!
Elsa Valli from UNICEF Innocenti presented her work on anti-poverty programming and IPV in Ghana at the Centre for the study of African Economies conference (Oxford), March 2019.
Presenting the ACCJ-EBC Health Policy White Paper 2013ACCJ
The document summarizes the 2013 ACCJ-EBC Health Policy White Paper. It provides an overview of the white paper's goals of promoting economic growth in Japan through policies that lengthen healthy lifespans and reduce the economic burden of preventable and treatable diseases. The white paper covers 36 healthcare topics and makes over 150 policy recommendations across 6 chapters focusing on issues like non-communicable diseases, women's health, infectious diseases, healthcare safety and more. It is intended to build on the recommendations of previous ACCJ health policy white papers from 2010 and 2011.
This document discusses retirement readiness challenges and opportunities for plan sponsors and employees. A key point is that 32 million Americans may never be ready to retire due to challenges in saving enough. The document outlines retirement trends, the impact of financial stress on employees and employers, and strategies plan sponsors can adopt to help improve participant outcomes, such as providing retirement readiness assessments and financial wellness programs.
Dan witters wellbeing of american caregivers (6 24-13)bsinatro
This document summarizes research on the well-being of American caregivers. It finds that employed caregivers are less well-rested than non-caregivers, having 7 fewer productive days per year. Caregivers also have slightly lower job satisfaction, higher rates of high blood pressure, and more physical pain. Caregiving costs the US economy $25.2 billion per year in lost productivity due to missed work.
This document discusses DTE Energy's strategic planning for health management and implementation of a scorecard to measure programs. It outlines DTE Energy's employee population and details the development of a dashboard to track health metrics like conditions, costs, screening rates and participation. It also describes creating a scorecard to monitor goals in areas like assessments, education, biometrics, utilization and employee engagement to evaluate the impact of wellness programs.
This document discusses using gamification to improve employee wellness programs. It notes that traditional wellness programs struggle with low employee engagement. The presentation then covers behavioral science research showing that social and game elements can effectively motivate behavior change. It introduces the concept of using social gamification to structure wellness challenges, activities, and rewards. An example case study shows how one company achieved high participation rates and improved health metrics by implementing a social gamification approach through a wellness vendor.
The document discusses opportunities for North American wellness companies to expand globally. It highlights growing demand for wellness services in emerging markets due to factors like rising middle classes. North American players are well positioned to capitalize on this due to their expertise in technology, management practices, and program administration. The document provides an analytical framework and tips for companies to successfully identify opportunities and enter new global markets.
The document summarizes guidelines for improving health and sustainability in institutional food service. It discusses guidelines created by the CDC and GSA to apply the Dietary Guidelines for Americans to federal food operations. The guidelines aim to increase healthy and sustainable food choices in federal cafeterias, vending machines, and concessions. Adopting the guidelines could help make healthy eating easier for over 100 million people and influence norms beyond the federal workforce.
This document discusses worksite wellness evaluation strategies for organizations of all sizes. It outlines the seven benchmarks of effective wellness evaluations, which include capturing senior level support, creating cohesive teams, collecting data, creating an operating plan, choosing appropriate interventions, creating supportive environments, and carefully evaluating outcomes. The document emphasizes that evaluations should be data-driven and tailored to the specific wellness interventions used by an organization. Evaluations can help assess quality, determine impact, allocate budgets, and guide strategic planning. A three-tiered evaluation approach moving from process to impact to financial outcomes over time is recommended.
This document summarizes a webinar presented by Tom Baranowski on using games for health. It discusses how games can engage players to promote behavior change for chronic illness management and obesity prevention since traditional approaches often have low adherence. Serious games incorporate story, feedback, and rewards to motivate players. Research shows games can produce behavior changes, and several games developed by Baranowski for diet and activity are presented. Future research needs to better understand how to maximize fun in games to improve health behavior change outcomes.
1. It partners with internal organizations like Natividad Medical Center to refer employees for health services like physical exams, weight loss programs, and lactation support.
2. It works with the EAP and benefits plans to connect employees to resources for counseling, disease management, and health risk assessments.
3. It collaborates with departments like Ergonomics, Safety, and Human Resources to promote healthy work environments through initiatives like ergonomic assessments, online safety trainings, and supporting wellness release time and flexible schedules.
The document is a presentation on the implications of a Supreme Court ruling for the field of health promotion. It discusses how the ruling supports wellness incentives of up to 30% of health insurance costs. It notes that health plans will likely focus on cost management, care management, and enhanced customer service in response. The presentation is given by Paul Terry, CEO of StayWell Health Management, and discusses StayWell's mission to help people achieve optimal health through effective solutions.
This presentation was made at the 2011 University of South Florida Fintech Business Plan Competition. The business plan was developed by graduated students at USF with experience in health care, marketing, insurance, management and small business development.
This document discusses the benefits of combining individual health initiatives with efforts to create supportive cultural environments in worksite wellness programs. It summarizes research showing that approaches focusing solely on individual behavior change have achieved only small or temporary improvements, while programs incorporating environmental supports yield more dramatic and lasting results. The document advocates for an integrated model providing individual coaching/assessment alongside efforts to develop healthy workplace norms, social influences, and peer support. It presents case studies of employers who have found medical cost savings and sustained health risk reductions using this comprehensive approach.
The document discusses the benefits of employer wellness programs for reducing healthcare costs and improving employee health and productivity. It notes that conditions like obesity, tobacco use, and stress contribute to lost productivity, but wellness programs can help combat these issues. Wellness programs have been shown to reduce medical costs, absenteeism, and workers compensation claims while improving employee health, morale, and productivity. Studies have found that wellness programs typically see a return of investment of $3 for every $1 spent within several years of implementation.
WOULD YOU BENEFIT FROM AWELLNESS GRANT?
Reduced Insurance Costs ⋅ Improved Productivity ⋅ Reduced Absenteeism
Let’s visit about how participation in the Grant can reduce your claims,
increase productivity, and reduce absenteeism.
The Healthy People Grant has $335 PER EMPLOYEE
for eligible employers to help create a healthier workforce!
Elsa Valli from UNICEF Innocenti presented her work on anti-poverty programming and IPV in Ghana at the Centre for the study of African Economies conference (Oxford), March 2019.
Presenting the ACCJ-EBC Health Policy White Paper 2013ACCJ
The document summarizes the 2013 ACCJ-EBC Health Policy White Paper. It provides an overview of the white paper's goals of promoting economic growth in Japan through policies that lengthen healthy lifespans and reduce the economic burden of preventable and treatable diseases. The white paper covers 36 healthcare topics and makes over 150 policy recommendations across 6 chapters focusing on issues like non-communicable diseases, women's health, infectious diseases, healthcare safety and more. It is intended to build on the recommendations of previous ACCJ health policy white papers from 2010 and 2011.
This document discusses retirement readiness challenges and opportunities for plan sponsors and employees. A key point is that 32 million Americans may never be ready to retire due to challenges in saving enough. The document outlines retirement trends, the impact of financial stress on employees and employers, and strategies plan sponsors can adopt to help improve participant outcomes, such as providing retirement readiness assessments and financial wellness programs.
Dan witters wellbeing of american caregivers (6 24-13)bsinatro
This document summarizes research on the well-being of American caregivers. It finds that employed caregivers are less well-rested than non-caregivers, having 7 fewer productive days per year. Caregivers also have slightly lower job satisfaction, higher rates of high blood pressure, and more physical pain. Caregiving costs the US economy $25.2 billion per year in lost productivity due to missed work.
This document discusses DTE Energy's strategic planning for health management and implementation of a scorecard to measure programs. It outlines DTE Energy's employee population and details the development of a dashboard to track health metrics like conditions, costs, screening rates and participation. It also describes creating a scorecard to monitor goals in areas like assessments, education, biometrics, utilization and employee engagement to evaluate the impact of wellness programs.
This document discusses using gamification to improve employee wellness programs. It notes that traditional wellness programs struggle with low employee engagement. The presentation then covers behavioral science research showing that social and game elements can effectively motivate behavior change. It introduces the concept of using social gamification to structure wellness challenges, activities, and rewards. An example case study shows how one company achieved high participation rates and improved health metrics by implementing a social gamification approach through a wellness vendor.
The document discusses opportunities for North American wellness companies to expand globally. It highlights growing demand for wellness services in emerging markets due to factors like rising middle classes. North American players are well positioned to capitalize on this due to their expertise in technology, management practices, and program administration. The document provides an analytical framework and tips for companies to successfully identify opportunities and enter new global markets.
The document summarizes guidelines for improving health and sustainability in institutional food service. It discusses guidelines created by the CDC and GSA to apply the Dietary Guidelines for Americans to federal food operations. The guidelines aim to increase healthy and sustainable food choices in federal cafeterias, vending machines, and concessions. Adopting the guidelines could help make healthy eating easier for over 100 million people and influence norms beyond the federal workforce.
This document discusses worksite wellness evaluation strategies for organizations of all sizes. It outlines the seven benchmarks of effective wellness evaluations, which include capturing senior level support, creating cohesive teams, collecting data, creating an operating plan, choosing appropriate interventions, creating supportive environments, and carefully evaluating outcomes. The document emphasizes that evaluations should be data-driven and tailored to the specific wellness interventions used by an organization. Evaluations can help assess quality, determine impact, allocate budgets, and guide strategic planning. A three-tiered evaluation approach moving from process to impact to financial outcomes over time is recommended.
This document summarizes a webinar presented by Tom Baranowski on using games for health. It discusses how games can engage players to promote behavior change for chronic illness management and obesity prevention since traditional approaches often have low adherence. Serious games incorporate story, feedback, and rewards to motivate players. Research shows games can produce behavior changes, and several games developed by Baranowski for diet and activity are presented. Future research needs to better understand how to maximize fun in games to improve health behavior change outcomes.
1. It partners with internal organizations like Natividad Medical Center to refer employees for health services like physical exams, weight loss programs, and lactation support.
2. It works with the EAP and benefits plans to connect employees to resources for counseling, disease management, and health risk assessments.
3. It collaborates with departments like Ergonomics, Safety, and Human Resources to promote healthy work environments through initiatives like ergonomic assessments, online safety trainings, and supporting wellness release time and flexible schedules.
The document is a presentation on the implications of a Supreme Court ruling for the field of health promotion. It discusses how the ruling supports wellness incentives of up to 30% of health insurance costs. It notes that health plans will likely focus on cost management, care management, and enhanced customer service in response. The presentation is given by Paul Terry, CEO of StayWell Health Management, and discusses StayWell's mission to help people achieve optimal health through effective solutions.
This presentation was made at the 2011 University of South Florida Fintech Business Plan Competition. The business plan was developed by graduated students at USF with experience in health care, marketing, insurance, management and small business development.
This document discusses the benefits of combining individual health initiatives with efforts to create supportive cultural environments in worksite wellness programs. It summarizes research showing that approaches focusing solely on individual behavior change have achieved only small or temporary improvements, while programs incorporating environmental supports yield more dramatic and lasting results. The document advocates for an integrated model providing individual coaching/assessment alongside efforts to develop healthy workplace norms, social influences, and peer support. It presents case studies of employers who have found medical cost savings and sustained health risk reductions using this comprehensive approach.
The document discusses the benefits of employer wellness programs for reducing healthcare costs and improving employee health and productivity. It notes that conditions like obesity, tobacco use, and stress contribute to lost productivity, but wellness programs can help combat these issues. Wellness programs have been shown to reduce medical costs, absenteeism, and workers compensation claims while improving employee health, morale, and productivity. Studies have found that wellness programs typically see a return of investment of $3 for every $1 spent within several years of implementation.
This document discusses return on investment (ROI) for worksite wellness programs. It provides evidence from multiple meta-analyses and reviews that show worksite wellness programs have a positive ROI, typically ranging from $1.40 to $3.14 for every $1 spent. Larger, more comprehensive programs that address multiple risk factors and health behaviors tend to have higher ROI. The document establishes the business case for worksite wellness by demonstrating financial benefits in reduced healthcare costs, absenteeism, and improved productivity.
Today's companies must begin to look at employee health, not as a cost, but an investment. Data show conclusively that the health status of a company's employees is directly correlated to the profitibility and competitiveness of the company. This is not an American challenge, but a global challenge and responsibility. This was a keynote address to a dozen major US corporations in May, 2008. I'm happy to discuss with anyone of interest.
Provides an overview of wellness program trends, including a look at the role of prepaid wellness cards as a central component of employer wellness programs. We will also look at meaningful incentive thresholds and identify obstacles to program adoption.
Wholist - Individual and Corporate Lifestyle Transformation- Lifestyle MedicineHeather Hammerstedt
This document discusses how lifestyle medicine can be used for both individual and corporate lifestyle transformations. It outlines how making changes to diet, exercise, sleep, and mindset can help prevent chronic diseases. For corporations, it notes that chronic diseases cost employers billions annually and that supporting employee weight loss and physical activity programs could significantly reduce healthcare costs and productivity losses. The document advocates implementing whole food, plant-based diets, mindfulness practices, adequate exercise and sleep as part of lifestyle transformation programs.
The document discusses the rising costs of healthcare and poor employee health. It notes that employers are spending more on diseases caused by modifiable behaviors like smoking, poor diet, and physical inactivity. Developing a culture of well-being through targeted health programs can help lower costs by improving employee health and managing chronic conditions. The document recommends employers work with experts to develop wellness strategies focused on changing behaviors in order to lower absenteeism, medical costs, and increase productivity.
Improving quality of care, using existing assets better and reducing medical ...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
This document summarizes the key differences between wellness programs and comprehensive health management programs. It then outlines the business case for implementing a wellness program, noting that such programs can help reduce healthcare costs, increase productivity by reducing absenteeism and presenteeism, and improve overall employee health and wellness. The document presents data showing that small increases in employee wellness scores can lead to significant cost savings. It argues that focusing on prevention and risk reduction through a wellness program approach will ultimately benefit both employee health and business profits over solely focusing on illness treatment.
The document discusses Medicare spending and proposals for reforming the program. It shows that while Medicare spending growth has slowed in recent years, it still grows significantly faster than GDP. If trends continue, Medicare and other health spending will account for over 17% of GDP by 2037. The document proposes several reforms to make Medicare more sustainable, such as combining Parts A and B, limiting first dollar Medigap coverage, introducing competitive bidding similar to Part D, permanently fixing physician payments, and gradually raising the eligibility age in line with increasing longevity.
This document summarizes a webinar on promoting employee health and wellness. It discusses how investing in worker health can build a culture of wellness and reduce healthcare costs. Obesity, stress, and lack of physical activity are negatively impacting employee and public health. The webinar promotes adopting comprehensive worksite wellness programs that integrate health promotion, occupational safety, and flexible work policies. It provides an overview of the CDC's Total Worker Health approach and resources for designing healthier work environments and policies.
American Heart Association Lifestyle Recommendations to Redu.docxSusanaFurman449
American Heart Association Lifestyle Recommendations to Reduce Obesity
Yuritza Medina
Chamberlain College of Nursing
NR709 Project and Practicum IV
Summer 2022
Abstract Past tense
The prevalence of obesity and sedentary lifestyle complications are increasing at alarming rates, representing a common but preventable cause of severe medical complications like diabetes, cardiovascular diseases, and early mortality. This common but chronic condition has been for a long time a public health concern and social determinant. The integrative review focused on how the American Heart Association (AHA) Diet and Lifestyle recommendations and the Fitbit app are used as innovative solutions to reduce obesity in adult patients. The Fitbit app offers a unique opportunity to enhance the efficacy of weight loss plans, as it is used to track activity, monitor steps, heart rate, energy expenditure, sleep, and sedentary behavior.
Research Methodology: A systematic review was conducted to identify research articles completed in the preceding 4-5 years centered on obesity care, diet, physical activity, activity trackers, and lifestyle implications. The databases searched were Chamberlain Library, PubMed, and CINHAL.
Results and Discussion: Initial searches yielded over 2000 articles, of which 45 were chosen and examined because they fit the integrative review's theme. The 15 papers most relevant to the PICOT question were studied in further detail and appraised using the Johns Hopkins Evidence Appraisal table. The studies reported positive physical activity outcomes. What were the key themes?
Conclusions and Further Recommendations:This systematic review supported the effectiveness of the AHA Diet and Lifestyle recommendations to prevent and reduce obesity, and clinical use is recommended. Fitbit app provides new ways to improve physical activity habits, and the easy availability of electronic devices may enhance their generalizability use.
Keywords: Obesity care; Obesity complications; Lifestyle recommendations; Obesity management; Physical activity intervention using Fitbit activity trackers.
Dedication
In dedication to my family for their steadfast support of this project; their cooperation means a lot to me. To my husband Armando, thank you for your love, understanding, and patience during this time. I credit my achievement to all of you for your unwavering love and belief in me.
Acknowledgments
First, I must acknowledge the help of all my professors from Chamberlain University, who inspired, encouraged, and supported me throughout the DNP program. My heartfelt thanks to my teammates, without whom I would never have completed this phase in my life. Their encouragement has had a significant influence on my strong determination during this trip.
Contents
American Heart Association Lifestyle Recommendations to Reduce Obesity 1
Abstract 2
Dedication 3
Acknowledgments 4
Introductio.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Transformation & Technology Track: Wellness in the Workplace. Presented by Dr Vanessa Govender, Medical Doctor, Health and Wellness Executive, Aveng Limited.
#astdza2015
This is a ppt. presentation for an audience of professionals who contacts within their own place of business as well as networking contacts with other businesses. It is design to generate interest in hosting a wellness workshop in a workplace.
This document discusses the patient centered medical home (PCMH) model and its benefits. It notes that PCMHs aim to achieve the triple aim of improved patient care, improved population health, and reduced healthcare costs. Studies show that PCMHs have led to reductions in hospital days, ER visits, and total healthcare costs, while also increasing medication adherence. The document advocates for expanding PCMHs and reforming payment systems to incentivize their growth and success.
Similar to Successful Engagement Strategies and Return on Investment with Maryam J. Tabrizi, MS, CHES and Ron Goetzel, PhD. (20)
Place matters for health! A growing body of research over the last several decades has shown the connections between place and health. From obesity and chronic disease to depression, social isolation, or increased exposure to environmental toxins and pollutants, a person’s zip code can be a more reliable determinant of health than their genetic code.
In 2016, Project for Public Spaces compiled a report of peer-reviewed research that found key factors linking pubic spaces and peoples’ health. And public spaces are more than just parks and plazas – our streets represent the largest area of public space a community has!
This webinar will introduce participants to the placemaking process, the research behind the findings linking place and health, and how to envision streets as places – not just their function in transporting people and goods, but the vital role they play in animating the social and economic life of communities.
Using case problems, this webinar will give attendees real-world examples of workplace wellness situations and help attendees learn from those situations so that they can design and implement a compliant wellness program. Through case problems, attendees will review compliance mistakes concerning HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws. Participants will learn how to use those laws to build a better workplace wellness program.
Learning Objectives:
* Understand how to apply laws to specific factual situations.
* Identify red flags in certain common workplace wellness practices.
* Learn the basics of HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws as those laws relate to workplace wellness programs.
This document provides an overview and update on the ADA and GINA regulations regarding workplace wellness programs. It discusses key cases like EEOC v. Flambeau that impacted the ADA rules. The final rules from the EEOC place a 30% incentive limit for wellness programs and require protections for collected medical information. GINA allows incentives for a spouse's health information with authorization but prohibits family history inquiries. Employers must comply with both laws which aim to protect employee privacy and prevent discrimination.
This document provides information about maintaining CHES and MCHES certification, including recertification requirements and processes. It discusses the need to earn continuing education contact hours (CECHs) through approved activities to renew certification annually and recertify every 5 years. A minimum of 75 CECHs must be earned each cycle, including at least 30 from Category I approved events. Category II activities can account for up to 30 CECHs. Extensions and options like retiring status or recertifying through exam are available under certain circumstances. The benefits of maintaining certification and fees are also outlined.
Looking for a healthier investment strategy? A new study by The Health Project (THP) finds that a portfolio of stock in companies that have won the prestigious C. Everett Koop National Health Award -- recognizing effective workplace health promotion programs -- has significantly outperformed the Standard & Poor's (S&P) 500 Index over the past 14 years. Since 2000, investing in Koop Award winners would have produced more than double the returns of the S&P 500, according to the new research led by THP President and CEO Dr. Ron Goetzel. Tune in to this webinar to hear more about this and related studies.
This webinar will discuss the prevalence of pre-diabetes and it’s contributing factors and the initial efforts to translate the National Diabetes Prevention Program to public health. We will also look at new approaches to providing interventions.
Learning objectives:
Scope and scale of pre-diabetes and what factors contribute to it.
Review initial efforts to translate the DPP to public health.
New approaches to providing interventions.
About The Presenter
Dr. Marrero received a B.A. (1974), M.A. (1978) and Ph.D. (1982) in Social Ecology from the University of California, Irvine. He joined the IU School of Medicine in 1984 and became the J.O. Ritchey Professor of Medicine in 2004. He was a member of the Diabetes Research & Training Center and served as Director of the Diabetes Prevention and Control Division. He is currently the Director of the Diabetes Translational Research Center. Dr. Marrero is an expert in the field of clinical trails in diabetes and translation research which moves scientific advances obtained in clinical trails into the public health sector. He helped design the Diabetes Prevention Program and the TRIAD study, which evaluated strategies to improve diabetes care delivery in managed care settings. His research interests include strategies for promoting diabetes prevention, care settings, improving diabetes care practices used by primary care providers, and the use of technology to facilitate care and education. Dr. Marrero was twice awarded the Allene Von Son Award for Diabetes Patient Education Tools by the American Association of Diabetes Educators, nominated to Who’s Who in Medicine and Health care in 2000, served as Associate Editor for Diabetes Care (1997-2002) and is currently the Associate Editor for Diabetes Forecast. He was selected as Alumni of the Year for University of California Irvine in 2006 and The Outstanding Educator in Diabetes in 2008 by the American Diabetes Association. He is the current President of the American Diabetes Association.
John Weaver, Psy.D. is a Licensed Psychologist who received his Doctor of Psychology degree from the Wisconsin School of Professional Psychology. He also has a Master of Science degree in Clinical Psychology from Marquette University and a Master of Divinity degree from St. Francis School of Pastoral Ministry.
CDC will provide an overview of their WorkLife Wellness Office services and describe how they used the HealthLead accreditation process to provide a framework to assess the comprehensiveness of their new office and existing programs and processes. Also, how the scoring of framework identified strengths and weaknesses and how the assessment plan of action is used for future strategic planning to drive new connections, data sources, and programmatic gaps as they strive to achieve HealthLead Silver. CDC will share specific examples of what was required and shared as part of the HealthLead audit during the presentation.
The way you communicate, and what you communicate, shapes how your employees feel about working there. Yet organizations often fail to prioritize corporate communication, to the detriment of their entire workplace culture.
Regular communication with employees sends the message that you value them as whole people. And consistent, meaningful communication can strengthen the employee-employer relationship. And when that relationship is strong, everyone wins: the employees, the employer, and the customers, clients, or patients.
You’ll come away from this webinar with immediately-useful tips and insider tricks from our 30+ years of experience producing engaging employee communications and leave with a blueprint of how to produce your own communications, or evaluate a vendor’s options, plus creative options.
We are reminded of the risk of workplace violence every time we hear of a tragic shooting on the news. As wellness professionals, we often have a broad contact with individuals who are struggling and with the structures of organizations that can have an influence on whether those individuals get help or act out their anger and frustration. In this session we will look at risk factors that can be identified to indicate that an individual needs additional assessment and help and at the organizational structures that can be implemented to reduce the risk of violence in your workplace. It is important that, as wellness professionals, we look at how to address this extreme form of unhealthy behavior.
This document discusses the requirements and process for maintaining CHES/MCHES certification. It covers recertification requirements including earning 75 continuing education contact hours every 5 years with a minimum of 15 hours per year. It describes the two categories of continuing education - Category I credits offered by pre-approved providers and Category II credits from non-preapproved activities. The benefits of certification and differences between certificates and certification are also summarized.
Wellness is who we are, not what we do. As Oklahoma State University’s Chief Wellness Officer, Dr. Suzy Harrington shares a comprehensive, evidence based, wellness strategy model, driving America’s Healthiest Campus®. This model is transferrable to any setting to strategize the collaboration and vision for students, employees, and in the communities in which we live, learn, work, play, and pray. In addition to the model, Dr. Harrington will share the foundational structures that must be in place to support a sustainable culture of wellness.
Have you ever wondered why it is that even people who desperately want to adopt healthier lifestyles don’t stick with them once their initial burst of motivation fades? This provocative webinar will discuss the surprising reasons this is true and also showcase a new science-based paradigm to motivate healthy behavior so it is maintained over time. Dr. Michelle Segar will explain why logic-based reasons for behavior change (e.g., better heath, disease prevention, etc.) keep people stuck in cycles of starting and stopping but not behavioral sustainability. Using story and science, she will describe an easy-to-adopt, novel approach to promoting health, wellness, and fitness behaviors that leading organizations are starting to adopt. Attendees will leave this webinar with a more strategic way to communicate about and promote the sustainable behavior necessary for achieving improved health and well-being.
This document summarizes a presentation about creating healthy workplaces. It discusses how poor health costs employers money through increased medical costs, absenteeism, and reduced productivity. Many chronic diseases are caused or exacerbated by modifiable lifestyle factors like obesity, tobacco use, poor nutrition, lack of exercise, alcohol use, and stress. Establishing a culture of health in the workplace through leadership commitment, evidence-based wellness programs, and a focus on modifying risk factors can improve employee health and reduce costs. Case studies show that comprehensive worksite wellness programs have led to reductions in health risks, health care costs, and increases in productivity at successful companies.
This webinar will discuss the major federal laws that impact workplace wellness program design, including the Affordable Care Act/HIPAA Nondiscrimination rules on the use of financial incentives, the Americans with Disabilities Act (ADA), the Genetic Information Nondiscrimination Act (GINA), federal tax laws as well as recent EEOC action such as the proposed ADA rules and lawsuits against Honeywell, Flambeau and Orion Energy Systems. Through case examples, the speaker will explain how each of these laws interact with one another, who enforces these laws, what to expect in terms of future guidance, and how health promotion professionals can use these laws as tools in designing more effective and inclusive workplace wellness programs.
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
Samantha Harden discuss provides an overview of the RE_AIM framework which evaluates the effectiveness of interventions based on the following five dimensions:
Reach into the target population
Effectiveness or efficacy
Adoption by target settings, institutions and staff
Implementation - consistency and cost of delivery of intervention
Maintenance of intervention effects in individuals and settings over time.
We will also practice using RE-AIM in planning, implementation, and evaluation and share resources available on RE-AIM.org.
Learning Objectives
1. Understand the five RE-AIM dimensions
2. Practice using RE-AIM for planning, implementation, and evaluation
3. Explore available resources found at RE-AIM.org
Simply applying knowledge we have reliably in hand, we could prevent fully 80% of all chronic disease and premature death in modernized and modernizing countries. Standing between us and that prize is an obstacle course of competing claims, false promises, and profit-driven, pop culture nonsense. The case will be made for True Health Coalition to rally diverse voices to the cause of using what we know, even as we pursue what we do not. The challenges, operations, and promise of the endeavor will be discussed.
Shannon Polly will lead a webinar on teaching tangible techniques and exercises that help people cultivate presence. The hour-long webinar will also include information on what science is telling us about presence. Shannon Polly brings both her expertise as a professional actor, playwright and Broadway producer and her background in positive psychology as a teacher, facilitator and coach to this somatic approach to well-being and thriving.
“It’s a common myth that you either have ‘executive presence’ – that essence that helps you to command a room – or you don’t”, says Polly, “but that is simply not true. As an actor, I know there are tricks and techniques, and as a Positive Psychology Expert, I also know that how you carry yourself physically has a big impact.”
More from HPCareer.Net / State of Wellness Inc. (20)
Present Like a Rock Star: How Having Better Presence Improves Your Health
Successful Engagement Strategies and Return on Investment with Maryam J. Tabrizi, MS, CHES and Ron Goetzel, PhD.
1. Successful Engagement Strategies
and Return on Investment
Improving Worksite Health
Ron Z. Goetzel, Ph.D. Emory University & Truven Health Analytics
Maryam J. Tabrizi, M.S. Truven Health Analytics
2. LEARNING OBJECTIVES
• Describe the main findings from the HERO II study recently published in
Health Affairs examining the relationships between ten modifiable health
risk factors and medical cost
• Demonstrate an understanding on how increasing engagement can
improve return on investment (ROI)
• Describe ways to increase engagement in worksite health promotion
programs
2
3. BACKGROUND
Truven Health Analytics, in partnership with the Emory University Institute
for Health and Productivity Studies (IHPS), conducts empirical research on
the relationship between employee health and work-related productivity,
our research helps inform public and private decision makers on issues
related to health and productivity management (HPM)
OUR MISSION: To bridge the gap between academia, the business
community, and healthcare policy world by bringing academic resources
into policy debates and day-to-day business decisions, and bringing health
and productivity management issues into academia
3
4. THINK ABOUT IT…BEFORE GOING BANKRUPT…
WHAT DID KODAK THINK AMERICANS WANTED?
Ref: Asch and Volpp, NEJM, 367:10, Sep. 6, 2012, 888
4
10. WHAT PROBLEM ARE WE ATTEMPTING TO SOLVE?
WE’RE SPENDING A BOATLOAD OF MONEY ON SICK CARE
• The United States spent $2.59 trillion in
healthcare in 2010, or $8,402 for every man,
woman and child.
• Government paid $1.2 trillion (45% of total),
private businesses financed $534 billion (21%).
Employers contributed 77% to health insurance
premiums.
• Health expenditures as percent of GDP:
7.2 % in 1970
17.9 in 2010
19.3% in 2019 (est)
Source: Martin et al., Health Affairs, 31:1, January 10, 2012, 208
10
11. IT’S NOT JUST THE EMPLOYER’S PROBLEM
EMPLOYERS’ AND EMPLOYEES’ COSTS ARE RISING
RAPIDLY
Average Annual Health Insurance Premiums and
Worker Contributions for Family Coverage, 2005-2010
Percent
2005 2010
Increase
Worker Contribution $2,713 $3,997 47%
Employer Contribution $8,167 $9,773 20%
Total $10,880 $13,770 27%
Source: Kaiser/HRET Survey of Employer-Sponsored Health Benefits, 2005-2010. http://ehbs.kff.org/
11
12. IT SEEMS SO LOGICAL…
If you improve the health and well being of your employees…
…quality of life improves
…health care utilization is reduced
…disability is controlled
…productivity is enhanced
12
14. WHAT IS THE EVIDENCE BASE?
• A large proportion of diseases and disorders is preventable. Modifiable health risk
factors are precursors to a large number of diseases and disorders and to
premature death (Healthy People 2000, 2010, Amler & Dull, 1987, Breslow, 1993,
McGinnis & Foege, 1993, Mokdad et al., 2004)
• Many modifiable health risks are associated with increased health care costs
within a relatively short time window (Milliman & Robinson, 1987, Yen et al., 1992,
Goetzel, et al., 1998, Anderson et al., 2000, Bertera, 1991, Pronk, 1999)
• Modifiable health risks can be improved through workplace sponsored health
promotion and disease prevention programs (Wilson et al., 1996, Heaney &
Goetzel, 1997, Pelletier, 1991, 1993, 1996, 1999, 2001, 2005, 2009, 2011)
• Improvements in the health risk profile of a population can lead to reductions in
health costs (Edington et al., 2001, Goetzel et al., 1999)
• Worksite health promotion and disease prevention programs save companies
money in health care expenditures and produce a positive ROI (Johnson &
Johnson 2002, Citibank 1999-2000, Procter and Gamble 1998, Chevron 1998,
California Public Retirement System 1994, Bank of America 1993, Dupont 1990,
Highmark, 2008, Johnson & Johnson, 2011)
14
18. SUMMARY RESULTS AND TEAM CONSENSUS
Body of Consistent Magnitude of
Outcome Evidence Results Effect Finding
Alcohol Use 9 Yes Variable Sufficient
Fruits & Vegetables 9 No 0.09 serving Insufficient
% Fat Intake 13 Yes -5.4% Strong
% Change in Those 18 Yes +15.3 pct pt Sufficient
Physically Active
Tobacco Use Strong
Prevalence 23 Yes –2.3 pct pt
11
Cessation Yes +3.8 pct pt
Seat Belt Non-Use 10 Yes –27.6 pct pt Sufficient
18
19. SUMMARY RESULTS AND TEAM CONSENSUS
Body of Consistent
Outcome Evidence Results Magnitude of Effect Finding
Diastolic blood pressure 17 Yes Diastolic:–1.8 mm Hq Strong
19
Systolic blood pressure Yes Systolic:–2.6 mm Hg
12
Risk prevalence Yes –4.5 pct pt
BMI 6 Yes –0.5 pt BMI
12
Weight No –0.56 pounds Insufficient
5
% body fat 5 Yes –2.2% body fat
Risk prevalence No –2.2% at risk
Total Cholesterol 19 Yes –4.8 mg/dL (total) Strong
8
HDL Cholesterol No +.94 mg/dL
11
Risk prevalence Yes –6.6 pct pt
Fitness 5 Yes Small Insufficient
19
20. SUMMARY RESULTS AND TEAM CONSENSUS
Body of Consistent Magnitude of
Outcome Evidence Results Effect Finding
Estimated Risk 15 Yes Moderate Sufficient
Healthcare Use 6 Yes Moderate Sufficient
Worker Productivity 10 Yes Moderate Strong
20
21. WHAT ABOUT ROI?
CRITICAL STEPS TO SUCCESS
Financial ROI
Reduced Utilization
Risk Reduction
Behavior Change
Improved Attitudes
Increased Knowledge
Participation
Awareness
21
22. HEALTH AFFAIRS ROI LITERATURE REVIEW
Baicker K, Cutler D, Song Z. Workplace Wellness Programs Can Generate
Savings. Health Aff (Millwood). 2010; 29(2). Published online 14 January 2010.
22
23. RESULTS - MEDICAL CARE COST SAVINGS
Description N Average ROI
Studies reporting costs and 15 $3.37
savings
Studies reporting savings only 7 Not Available
Studies with randomized or 9 $3.36
matched control group
Studies with non-randomized or 6 $2.38
matched control group
All studies examining medical 22 $3.27
care savings
23
24. RESULTS – ABSENTEEISM SAVINGS
Description N Average ROI
Studies reporting costs and 12 $3.27
savings
All studies examining 22 $2.73
absenteeism savings
24
26. HEALTH RISKS – BIOMETRIC MEASURES -- ADJUSTED
Results adjusted for age, sex, region * p<0.05 ** p<0.01
26
27. HEALTH RISKS – HEALTH BEHAVIORS -- ADJUSTED
Results adjusted for age, sex, region * p<0.05 ** p<0.01
27
28. HEALTH RISKS – PSYCHOSOCIAL -- ADJUSTED
Results adjusted for age, sex, region * p<0.05 ** p<0.01
28
29. ADJUSTED MEDICAL AND DRUG COSTS VS. EXPECTED
COSTS FROM COMPARISON GROUP
Average Savings 2002-2008 = $565/employee/year
Estimated ROI: $1.88 29 $3.92 to $1.00
-
32. HERO STUDY UPDATE: November 2012
1998 2012
Data collection period 1990-1995 2005-2009
Claims data (MarketScan®) Medical Medical and Pharmacy
Enrollment Health Plan Health Plan
HRA StayWell StayWell
“N” Employees 46,026 92,486
Person Years 113,963 272,834
Methods Truven Health/HERO Truven Health/HERO (enhanced)
Publication JOEM Health Affairs
Sponsor HERO ASH/HealthyRoads
32
33. VARIABLES
• Outcome Variables
– Annualized medical utilization and expenditures
• Total allowed charges (inpatient, outpatient, and pharmaceutical),
including both the employer and employee shares of costs
• Costs were inflation-adjusted to 2009 U.S. dollars using the
general Consumer Price Index from the Bureau of Labor
Statistics
• Predictors- Health Risks
Alcohol use Body weight, height, BMI
Tobacco use Diet/nutrition
Stress level Physical activity
Depression Blood glucose
Blood pressure (systolic and diastolic)
Total Cholesterol
33
34. DESCRIPTIVE RESULTS SUMMARY
High Risk Category Prevalence: HERO I Prevalence: HERO II
Poor Exercise Habits 32% 36%
Obesity 20% 32%
Poor Nutritional Habits 20% 64%
High Stress 19% 17%
Current Tobacco User 19% 22%
High Cholesterol 19% 10%
High Blood Glucose 5% 10%
High Alcohol Use 4% 5%
High Blood Pressure 4% 8%
Depression 2% 11%
34
35. RISK-COST IMPACTS- HERO II
EXHIBIT 1 Average Unadjusted And Adjusted Medical Expenditures, In 2009 Dollars, By Risk
Levels
Unadjusted
Risk Unadjusted Adjusted difference Adjusted difference
Risk measure level means ($) means ($) (%) (% )
Depression High 6,207 6,738 59.1 48.0
Lower 3,902 4,553
Blood glucose High 6,532 6,849 70.0 31.8
Lower 3,842 5,196
Blood pressure High 5,264 5,734 27.4 31.6
Lower 4,132 4,356
Body weight High 4,956 5,078 41.7 27.4
Lower 3,498 3,988
Tobacco use High 4,192 4,184 10.8 16.3
Lower 3,784 3,597
Physical inactivity High 4,477 4,582 26.6 15.3
Lower 3,537 3,976
Stress High 5,024 5,249 13.0 8.6
Lower 4,444 4,836
Cholesterol High 4,780 4,913 2.0 -2.5
Lower 4,688 5,037
Nutrition and eating -23.2 -5.2
habits High 3,245 3,261
Lower 4,226 3,440
Alcohol consumption High 3,857 3,843 -3.94 -9.48
Lower 4,015 4,246
35
36. COST IMPACTS: HERO I VS. HERO II
Difference in Medical Expenditures:
High-Risk vs. Lower-Risk Employees
100
80
60 HERO
Percent
40 HERO II
20
0
-20
36
37. HERO II: IMPACT OF COEXISTING MULTIPLE RISK FACTORS
ON COST
with multiple risk Without any of the risk
factors factors %differerence
High risk for heart disease $10,134 $3,232 213.57%
High risk for stroke $6,137 $3,786 62.09%
High risk for psychosocial
problems $6,165 $3,838 60.62%
Risk-free individual is estimated to have medical expenditures of $3,207
Risks for heart disease include: tobacco use, high blood pressure, high blood glucose, high cholesterol, lack of exercise, obesity and
stress
Risks for stroke include: tobacco use, high blood pressure, high cholesterol, and stress
Risks for psychosocial problems include: stress and depression
37
38. HERO II: ESTIMATED EFFECT OF EACH RISK CATEGORY ON ANNUAL MEDICAL
EXPENDITURES
Estimated Effect of Each Risk Category on Annual Medical Expenditures, Independent of All other Risk Categories and Controlling
for Covariate Factors*
High-Risk
Group Annual
Effect (Effect
Estimated Prevalence: Per High_Risk High-Risk Group Annual High_risk Group Annual Effect
Annual Effect Per Number of Person x Effect as Percent of on a Per Capita Basis (High-Risk
High Risk Person People at High Prevalence) Annual Total Group Annual Effect/ 92486
Risk Category ($) Risk ($) Expenditures Sample Size) ($)
Stress Level 413 8582 3,544,366 0.97% 38.32
Current Tobacco Use 587 16735 9,823,445 2.68% 106.22
Body Weight 1091 29416 32,092,856 8.76% 347.00
Exercise Habits 606 27251 16,514,106 4.51% 178.56
Blood Glucose Level 1653 5823 9,625,419 2.63% 104.07
Depression 2184 5427 11,852,568 3.24% 128.16
Blood Pressure 1378 5423 7,472,894 2.04% 80.80
Excessive Alsohol Use -402 3213 -1,291,626 -0.35% -13.97
Cholesterol -124 4734 -587,016 -0.16% -6.35
Nutritional Habits -179 38964 -6,974,556 -1.90% -75.41
Total expenditure attributable to high risk 82,072,456 22.40% 887.40
*The annual effect figures, both per capita and overall, are the effect of each of the risk categories, independent of all other risk categories and
coveriate factors. Expenditures are expressed in constant 2009 dollar figures. Total annual expenditures for the ASH
study sample were $366,373,301.
38
39. Identifying “Best Practices” in Workplace Health
Promotion: What Works?
Source: Goetzel RZ, Shechter D, Ozminkowski RJ, Reyes M, Marmet PF, Tabrizi M, Chung
Roemer E. Critical success factors to employer health and productivity management efforts:
Findings from a benchmarking study. Journal of Occupational and Environmental Medicine.
(2007) February; 49:2, 111-130.
40. Health Promotion Programs — What Works?
Leadership Commitment
• Leading by example – with buy-in
by middle managers
• “Healthy company” norm/culture
• Explicit connection to the core
principles of the organization
• Employee-driven advisory board
• Specific program goals and
objectives – with realistic
expectations
• Alignment of organizational, HR
and health promotion
policies/practices
• Sustainability – future orientation
40
41. Health Promotion Programs — What Works?
Incentives
• Incentives to participate (not
change biometrics)
• Accountability at all levels –
linked to rewards
• Effective marketing and
communication (multi-
channel)
41
42. Health Promotion Programs — What Works?
Effective Screening and Triage
• Casting a wide net to identify
the highest risk individuals
• Providing “public health”
interventions to keep people at
low risk
• Triaging individuals into
programs that produce greatest
impact/payoff
• Protecting confidentiality
• Coordinating with providers and
community resources
42
43. Health Promotion Programs — What Works?
State-of-the-Art
Intervention Programs
• Theory and evidence-based
(e.g., Bandura, Prochaska,
Lorig, Strecher, Glasgow)
• Tailored and individualized
interventions
• Balancing high touch with high
tech
• Individual and
Environmental/ecological
interventions
• Effective, reliable, valid tools
43
44. Health Promotion Programs — What Works?
Effective Implementation
• Integrate programs – insure vendor
(stakeholder) engagement
• Accessible/attractive programs
• Start simple – pilot – grow on success
• Multi-component -- variety of topics
and engagement modalities
• Integrate staff into the fabric of the
organization
• Spend the right amount of money to
achieve a desired ROI
44
45. Health Promotion Programs — What Works?
Measure,
manage, and
measure
Rigorous again
Regular
methods that communication
stand up to
peer review of results
Explicit
Integrated
connection of
Data
results to core
Systems
values
Excellent Evaluation
45
46. ENGAGEMENT – DOES IT REALLY MATTER?
Home Page
Health and Productivity Management Return on Investment Tool
PURPOSE OF THE MODEL
This tool will help you forecast the return on investment (ROI) you can expect by investing in programs that improve the health of
your employees. The tool is based on research showing an association between employees’ health risks and health care costs and
Home
worker productivity. By reducing these risks, you can thereby expect to see cost reductions. But you also need to consider how
much money you invest in order to achieve these reductions.
Health Promotion Program
HOW TO USE THE MODEL
Employee Characteristics The model opens with pages that specify demographic and health risk characteristics of an employee population then presents
pages of results, which are described below. Each of the pages can be viewed by pressing the navigation buttons on the left.
Baseline Risk & Annual Change
These cells contain model inputs that can be changed (click in the cell and type a new value).
Annual Rate of Productivity Loss These cells contain values calculated from the model inputs and cannot be changed.
Summary of Results
These cells contain values that are fixed and cannot be changed.
Description of Model Input Pages:
Predicted Medical Expenditure
Health Promotion Program Specify basic model settings including program cost and employee participation rate.
Projected Productivity Loss Employee Characteristics Specify demographic characteristics of the employee population.
Risk Profile with No Program Baseline Risk & Annual Change Specify the baseline risk level and annual rate of change.
Annual Rate of Productivity Loss Productive hours lost by risk factor from literature review.
Risk Profile with Health Promotion
Description of Model Result Pages:
Savings by Risk Factor
Summary of Results Total medical & productivity savings and program cost with ROI (return on investment).
Total Savings by Risk Factor Predicted Medical Expenditure Medical cost savings per participant tabulated by risk factor and year of program operation.
Scenario Simulation Projected Productivity Loss Savings from improved productivity per participant tabulated by risk factor and year.
Risk Profile with No Program Percentage of employees at risk tabulated by risk factor & year with No Program.
Appendix
Risk Profile with Health Promotion Percentage of employees at risk tabulated by risk factor & year with Health Promotion Program.
Input Sheet Simulation
Savings by Risk Factor Cumulative medical and productivity savings per participant tabulated by risk factor.
Total Savings by Risk Factor Cumulative medical and productivity savings for all employees tabulated by risk factor.
Description of Simulation Tool & Appendix:
Scenario Simulation Specify 1- 5 scenarios by changing the model inputs and run them all automatically.
Appendix Supplemental information including default values, regression model, and risk definitions.
Truven Health Analytics Proprietary Information - Subject to Section 6 (Ownership and Confidentiality) of the Services Agreement
between Truven Health Analytics Inc. and StayWell Health Management, LLC dated December 22, 2011.
Questions about the ROI model: If you have questions about the use of this model, please contact Dr. Ron Z. Goetzel, Vice
President, Consulting and Applied Research, Truven Health Analytics, at ron.goetzel@truvenhealth.com.
46
47. DATA INPUTS
0.62 Health and Productivity Management Return on Investment Tool
Specify the basic model settings
Home Number of employees in the base year? 10,000 Press a button to restore default values
Health Promotion Program Restore Defaults from the HERO 2 Study
Annual % point change in number of employees? 0.0%
Employee Characteristics Restore Defaults from Credible National Sources
Baseline Risk & Annual Change Medical payment per employee in the base year? $4,692
Annual Rate of Productivity Loss
Please specify an average daily wage. $190.17
Summary of Results
Predicted Medical Expenditure Participation rate of employees in the program? 62.0%
Projected Productivity Loss
Annual program cost per employee? $156.00
Risk Profile with No Program
Risk Profile with Health Promotion Time horizon (1 to 10 years)? 5
Savings by Risk Factor
Number of years until program levels off? 5
Total Savings by Risk Factor
Scenario Simulation Discount rate applied for ROI calculation? 3.0%
Appendix
Choose the type of analysis: TRUE
Input Sheet Simulation
47
49. CHANGES IN THE RISK PROFILE
Health and Productivity Management Return on Investment Tool
Specify the baseline risk level and annual rate of change with and without a health promotion program
Baseline Annual Change (% points) Change in
Home
Risk No Program With Program Impact(%)
Health Promotion Program Obesity 31.8% 0.7% -0.5% 100.0%
(i.e., annual change with program in year x+1 / year x)
Employee Characteristics
High Blood Pressure 7.6% -0.3% -2.8%
Baseline Risk & Annual Change Biometric
High Total Cholesterol 9.9% -0.5% -1.0% Press a button to restore default values for Baseline Risk
Annual Rate of Productivity Loss
Restore Baseline Risk from the HERO 2 Study
Summary of Results
High Blood Glucose 9.5% 0.3% -3.0%
Restore Baseline Risk from Credible National Sources
Poor Nutrition/Eating Habits 64.1% -0.1% -6.6%
Predicted Medical Expenditure
Press a button to restore defaults for Annual Change
Projected Productivity Loss Physical Inactivity 36.4% -0.6% -3.7% No health promotion program
Behavioral Restore Change with No Program to 0.0%
Risk Profile with No Program
Tobacco Use 21.5% -0.7% -1.2%
Restore Change with No Program from National Sources
Risk Profile with Health Promotion
High Alcohol Consumption 4.9% -0.1% -2.0% After implementation of a health promotion program
Savings by Risk Factor
Restore Change with Program from CDC Community Guide
High Stress 17.4% 0.2% -3.4%
Total Savings by Risk Factor
Psychosocial Restore Change with Program from Recent Published Studies
Scenario Simulation Depression 10.9% 0.2% -2.0%
A blank cell indicates there are no estimates from the literature that are statistically significant.
Appendix
Input Sheet Simulation
49
50. RESULTS – 62% PARTICIPATION RATE
MEDICAL ROI = $1.74 TO $1.00
Health and Productivity Management Return on Investment Tool
Summary of results
With the current model settings the ROI is $1.74 for the cost of medical care and $3.21 for increased productivity.
Home Current annual rate No With a Break
Cumulative savings, program cost, and ROI (all discounted): of change in risk: Program Program Even*
Health Promotion Program Cumulative medical cost, no program $215,360,798 Obesity 0.7% -0.5% -1.1%
Employee Characteristics
Cumulative medical savings, with program $12,444,468 High Blood Pressure -0.3% -2.8% -1.1%
Cumulative productivity savings, with program $22,967,121 High Total Cholesterol -0.5% -1.0% -1.1%
Baseline Risk & Annual Change
Cumulative program cost $7,144,343 High Blood Glucose 0.3% -3.0% -1.1%
Annual Rate of Productivity Loss Net Present Value (NPV), medical care $5,300,125 Poor Nutrition/Eating Habits -0.1% -6.6% -1.1%
Summary of Results NPV, medical + productivity $28,267,246 Physical Inactivity -0.6% -3.7% -1.1%
Return on Investment (ROI), medical care $1.74 Tobacco Use -0.7% -1.2% -1.1%
Predicted Medical Expenditure
ROI, workplace productivity $3.21 High Alcohol Consumption -0.1% -2.0% -1.1%
Projected Productivity Loss
ROI, medical care + workplace productivity $4.96 High Stress 0.2% -3.4% -1.1%
Risk Profile with No Program Break even program cost, medical care only $271.73 Depression 0.2% -2.0% -1.1%
Risk Profile with Health Promotion Break even program cost, productivity only $501.50 * Annual change in risk that achieves ROI=$1.00 for medical care.
Break even program cost, medical + productivity $773.23 Click to calculate break-even risk reduction
Savings by Risk Factor
Current model settings: Save a Copy of the Model
Total Savings by Risk Factor
Total employees at baseline 10,000
Save a PDF Copy of the Results
Scenario Simulation Annual medical cost/employee, baseline $4,692
Annual program cost/employee, baseline $156.00
Appendix
Employee participation rate 62.0%
Input Sheet Simulation
Time horizon (yrs) 5
Program levels off (yrs) 5
Discount rate 3.0%
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51. RESULTS – 35% PARTICIPATION RATE –
MEDICAL ROI = $0.98 TO $1.00
Health and Productivity Management Return on Investment Tool
Summary of results
With the current model settings the ROI is $0.98 for the cost of medical care and $1.81 for increased productivity.
Home Current annual rate No With a Break
Cumulative savings, program cost, and ROI (all discounted): of change in risk: Program Program Even*
Health Promotion Program Cumulative medical cost, no program $215,360,798 Obesity 0.7% -0.5% -1.1%
Employee Characteristics
Cumulative medical savings, with program $7,025,103 High Blood Pressure -0.3% -2.8% -1.1%
Cumulative productivity savings, with program $12,965,310 High Total Cholesterol -0.5% -1.0% -1.1%
Baseline Risk & Annual Change
Cumulative program cost $7,144,343 High Blood Glucose 0.3% -3.0% -1.1%
Annual Rate of Productivity Loss Net Present Value (NPV), medical care -$119,240 Poor Nutrition/Eating Habits -0.1% -6.6% -1.1%
Summary of Results NPV, medical + productivity $12,846,070 Physical Inactivity -0.6% -3.7% -1.1%
Return on Investment (ROI), medical care $0.98 Tobacco Use -0.7% -1.2% -1.1%
Predicted Medical Expenditure
ROI, workplace productivity $1.81 High Alcohol Consumption -0.1% -2.0% -1.1%
Projected Productivity Loss
ROI, medical care + workplace productivity $2.80 High Stress 0.2% -3.4% -1.1%
Risk Profile with No Program Break even program cost, medical care only $153.40 Depression 0.2% -2.0% -1.1%
Risk Profile with Health Promotion Break even program cost, productivity only $283.10 * Annual change in risk that achieves ROI=$1.00 for medical care.
Break even program cost, medical + productivity $436.50 Click to calculate break-even risk reduction
Savings by Risk Factor
Current model settings: Save a Copy of the Model
Total Savings by Risk Factor
Total employees at baseline 10,000
Save a PDF Copy of the Results
Scenario Simulation Annual medical cost/employee, baseline $4,692
Annual program cost/employee, baseline $156.00
Appendix
Employee participation rate 35.0%
Input Sheet Simulation
Time horizon (yrs) 5
Program levels off (yrs) 5
Discount rate 3.0%
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52. INCREASING ENGAGEMENT–
ENLIST SENIOR/MIDDLE LEADERSHIP SUPPORT
• Get out the message – you have my permission to lead a healthy
lifestyle -- e.g., billing codes on time sheets
• Hold managers accountable – through feedback, report cards,
health index scores (Dow, PepsiCo, PPG, Novartis)
• Recognize best practices, and best practitioners, with tangible and
intangible rewards
• Train the boss – provide a “how to” guide and hand hold
• For leaders, walk the talk – participate in programs and be visible
• Look and act the part -- be a role model for others to emulate
• Communicate, market, advertize, brand, and “sell” health
• Treat health as you would any other business investment – with a
plan, goals, benchmarks, and budget
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53. INCREASING ENGAGEMENT–
CREATE A SUPPORTIVE ENVIRONMENT AND CULTURE
• Indoor/campus-wide smoking bans
• Vending machines – containing a preponderance of healthy foods,
with subsidies for healthy items
• Hide the unhealthy stuff – highlight the good stuff
• Insist on healthy foods at company-sponsored events
• Create marked walking trails
• Provide fitness centers/rooms
• Build bike racks/storage areas
• Make available shower facilities
• Provide stairwell signs/posters—point of decision prompts
• Offer walking desks (scheduled via Outlook)
• Create a work environment that encourages health
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54. INCREASING ENGAGEMENT–
WORK FLEXIBILITY, SOCIAL NORMS, AND INCENTIVES
• Allow for flexible work schedules and telecommuting
• Make available health improvement programs during odd shifts
• Publish statistics on prevalence of healthy lifestyles – assuming
more than 50% practice them
• Make health social – create affinity groups, competitions, enlist
mavens, influencers, and persuaders
• Recruit health ambassadors (champions/advocates) – reward and
recognize them
• Incent behaviors, movement toward goal achievement, and
outcomes (carefully)
• Connect health and safety
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55. INCREASING ENGAGEMENT–
LEVERAGE BEHAVIORAL ECONOMICS
• Healthy snacks as the default
• Exercise commitment contracts
• Forcing active choices – pre-commitment
– planning future menus – I will choose fruit
instead of a donut, tomorrow
– I will get my flu shot on November 15
• Encourage competitions and games – make health
fun
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56. SO, WHAT CAN YOU DO TO INCREASE ENGAGEMENT?
Promote physical activity
• Walking trails, open stairwells, slow down the elevator, promote public transport,
subsidize gym membership, provide pedometers, sponsor competitions, work with your
local schools
Promote access to healthy foods
• Make the healthy choices the easy choices, label “healthy” choices, only allow healthy
food at company-sponsored events, change vending machine contractors, sell half
portions in the cafeteria, give people smaller plates, provide free water, make people
wait for unhealthy food, promote and subsidize nutritious food, provide healthy
cupboards, pay for microwaves and refrigerators, educate
Advocate for legislation that supports healthy lifestyles
• Soda taxes, physical activity in schools, ensure food advertizing to children is
responsible, support outdoor facilities and parks, end subsidies for unhealthy foods and
increase subsidies for healthy foods, build bike and walking trails
Build a healthy company culture
• Change the norms of the organization, reward employees and managers for healthy
lifestyles, provide social support for employees who want to lose weight, make the
workplace fun
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57. YOOHOO!! Focusing on improving the health and
quality of people’s lives will improve the
productivity and competitiveness of our
workers and citizens.
A growing body of scientific literature
suggests that well-designed, evidence-
based health promotion and disease
prevention programs can:
• Improve the health of workers and lower their
risk for disease;
• Save businesses money by reducing health-
related medical losses and limiting absence
and disability;
• Heighten worker morale and work relations;
• Improve worker productivity; and
• Improve the financial performance of
organizations instituting these programs.
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