This document discusses health management as a serious business strategy for achieving zero healthcare costs. It presents research from the University of Michigan Health Management Research Center showing that a majority of employees have high health risks that result in high medical costs. The research finds that costs are significantly higher for employees with multiple health risks. It argues that the current healthcare approach of waiting for disease and then treating it is flawed and that engaging employees to improve their health risks can turn healthcare costs into a positive investment.
The ACOEM/IBI Workforce Health and Productivity Summit is a group of national leaders from the public and private sectors convened to address health and productivity issues in the workplace, advance knowledge and understanding of these issues and find ways to strengthen workforce health.
The first Summit, convened in November 2008, addressed integrated health and productivity strategies for the workplace, the relationship between health and productivity, and the potential impact of these drivers on our nation’s spiraling health-care costs and broader economic crisis. It concluded by issuing 10 consensus statements and a series of recommendations related to workforce health and productivity.
The November 2008 Summit was funded, in part, by sanofi-aventis.
North Carolina Association of County Commissionersemergingissues
The cost of healthcare is weighing down household and county budgets across the state. On Friday, August 19, the Institute for Emerging Issues (IEI) moderated a session, Better Health for a Better Bottom Line, to over 40 county leaders at the North Carolina Association of County Commissioners annual conference in Concord, NC.
The ACOEM/IBI Workforce Health and Productivity Summit is a group of national leaders from the public and private sectors convened to address health and productivity issues in the workplace, advance knowledge and understanding of these issues and find ways to strengthen workforce health.
The first Summit, convened in November 2008, addressed integrated health and productivity strategies for the workplace, the relationship between health and productivity, and the potential impact of these drivers on our nation’s spiraling health-care costs and broader economic crisis. It concluded by issuing 10 consensus statements and a series of recommendations related to workforce health and productivity.
The November 2008 Summit was funded, in part, by sanofi-aventis.
North Carolina Association of County Commissionersemergingissues
The cost of healthcare is weighing down household and county budgets across the state. On Friday, August 19, the Institute for Emerging Issues (IEI) moderated a session, Better Health for a Better Bottom Line, to over 40 county leaders at the North Carolina Association of County Commissioners annual conference in Concord, NC.
A presentation built by Clay Marsh, MD. executive director of the OSU Center for Personalized Medicine, designed to explain some of the scientific and social angles that are a part of personalized health care.
High level overview of Wellvolution vision, strategy and outcomes. Highlights wellness 2.0 model focused on making wellbeing rewarding, easy, social, fun, iconic & real.
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TAC$-Advantage<sup>®</sup>
Group Term Life Insurance
TransAccident<sup>®</sup>
Group Off-the-Job Accident Insurance with AD&D Benefit
and Accident and Sickness Disability Income Benefit
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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.
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* 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.
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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.
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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.
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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
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2. Practice using RE-AIM for planning, implementation, and evaluation
3. Explore available resources found at RE-AIM.org
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Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
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How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
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Who is a pi merchant?
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I will leave the what'sapp contact of my personal pi merchant to trade with
+12349014282
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But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
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This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
+12349014282
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Next Practices and Best Places to Work with Dee Edington
1. HPCareer.net ---Health Promotion Live
Health Management as a Serious
Business Strategy
Achieving Zero Cost
Trends and A Best
Company to Work for
THE UNIVERSITY OF MICHIGAN
HEALTH MANAGEMENT
RESEARCH CENTER
Dee W. Edington
2. What if you worked for the best
company you could imagine.
A company that was a high
performing company and a best
company to work for.
What words would you use to
describe the workplace and how
would you describe the workforce?
3. Business Problem
Currently, most costs associated with
workplace and workforce performance
are growing at an unsustainable rate
How are we going to be successful in
this increasingly competitive world
without a healthy and high performing
workplace and workforce?
How can we turn costs into an
investment?
4. UM-HMRC Corporate Consortium
Ford Steelcase (H)
Delphi Progressive (H)
Kellogg JPMorgan Chase (H)
We Energies Affinity Health System (H)
General Motors SW MI Healthcare Coalition (H)
Crown Equipment
Delphi Automotive
*The consortium
Southern Company
members provide
University of Missouri health care insurance
Medical Mutual of Ohio for over two million
Florida Power and Light individuals. Data are
St Luke’s Health System available from three to
St Joseph Health System 20 years.
Allegiance Health System Meets on First
Cuyahoga Community College Wednesday of each
United Auto Workers-General Motors December in Ann Arbor.
American Construction Benefits Group
Wisconsin Education Association Trust
Australian Health Management Corporation
5. HPCareer.net ---Health Promotion Live
Health as a Serious Business and Economic
Strategy
February 25, 2011
Natural Flow of a Population High Risks and High Costs
Health as a Serious Business and
Business Case
Economic Strategy
Change the Economic Assumptions from Treating
Mission Disease to the 21st Century Assumptions about
Creating and Maintaining Healthy Populations
Engage Champion Companies in Systematic, Systemic
Solution and Sustainable Five Pillars which Promote a Healthy
and High Performing Workplace and Workforce
6. Section I
The Current Healthcare Strategy
Natural Flow
Wait for Disease and then Treat
(…in Quality terms this strategy
translates into “wait for defects
and then fix the defects” …)
7. Estimated Health Risks
Health Risk Measure High Risk
Body Weight 41.8%
Stress 31.8% From the UM-HMRC Medical
Safety Belt Usage 28.6% Economics Report
Physical Activity 23.3%
Estimates based on the age-
Blood Pressure 22.8%
gender distribution of a specific
Life Satisfaction 22.4% corporate employee population
Smoking 14.4%
Perception of Health 13.7%
Illness Days 10.9% OVERALL RISK LEVELS
Existing Medical Problem 9.2% Low Risk 0-2 risks
Cholesterol 8.3% Medium Risk 3-4 risks
Alcohol 2.9% High Risk 5 or more
Zero Risk 14.0%
8. Risk Transitions
(Natural Flow) High Risk 2,373 (50.6%)
Time 1 – Time 2 (>4 risks)
4,691 (10.8%)
1,961
Medium Risk (18.4%) 5,226 (12.1%)
(3 - 4 risks)
892
4,546 10,670 (24.6%) 1640 (35.0%) (3.2%)
(42.6%)
678
11,495 (26.5%) (14.4%)
5,309 (19.0%) 4,163 (39.0%)
27,951 (64.5%)
Average of three years Low Risk 26,591 (61.4%)
between measures (0 - 2 risks)
21,750 (77.8%)
Modified from Edington, AJHP. 15(5):341-349, 2001
9. Total Medical and Pharmacy Costs
Paid by Quarter for Three Groups
9000
Serious Cost The 20-80 rule is
8000 Medium Cost always true but
7000
Low Cost terrifically flawed
as a strategy
6000
5000
4000
3000
2000
1000
0
Q_12 Q_10 Q_8 Q_6 Q_4 Q_2 Q0 Q2 Q4 Q6 Q8 Q10 Q12
Musich,Schultz, Burton, Edington. DM&HO. 12(5):299-326,2004
10. Costs Associated with Risks
Medical Paid Amount x Age x Risk
Annual Medical $11,909 $11,965
Costs $10,785
$7,991
$12,000
$5,710 $8,927
$5,114 $7,989
$9,000 $6,625 $8,110
$6,636
$4,620
$6,000 $3,353 $5,212
$2,565 $3,800
$2,944 $5,756 High
$3,000 $1,414 $4,613
$3,734 Med Risk
$2,193 $2,740 Non-Participant
$1,776
$0 Low
19-34 35-44 45-54 55-64 65-74 75+
Age Range
Edington. AJHP. 15(5):341-349, 2001
11. Section II
Build the Business Case for the
Health as a Serious Economic
Strategy (200+ Publications)
Engage the Total Population to get
to the Total Value of Health
Complex Systems (Synergy & Emergence)
versus
Reductionism (Etiology)
12. Excess Diseases Associated with Excess
Risks (Heart, Diabetes, Cancer,
Bronchitis, Emphysema
Percent with
Disease
100.0% 80.00%
80.0%
56.40%
61.40%
60.0%
25.30%
40.0% 32.00%
High
20.0% 9.50%
18.60%
Med Risk
3.00% 10.50%
0.0% Low Risk
Less than 45 45 to 64 Greater than
65
Age Range
Musich, McDonald, Hirschland, Edington. Disease
Management & Health Outcomes 10(4):251-258, 2002.
13. Excess Medical Costs due to
Excess Risks
$6,000
$5,520
Excess Costs
$5,000
Base Cost
$4,000 $3,321
$3,460
$3,039
$3,000 $1,261
$840
$2,199
$2,000
$1,000
$0
Low Risk (0-2 HRA Non- Medium Risk (3- High Risk (5+
Risks) Participant 4 Risks) Risks)
Edington, AJHP. 15(5):341-349, 2001
15. Change in Costs follow Change in Risks
Cost increased
$600
$400
$200
$0
Cost reduced
-$200
-$400
-$600
3 2 1 0 1 2 3
Risks Reduced Risks Increased
Overall: Cost per risk reduced: $215; Cost per risk avoided: $304 Actives:
Cost per risk reduced: $231; Cost per risk avoided: $320 Retirees<65: Cost
per risk reduced: $192; Cost per risk avoided: $621 Retirees>65: Cost per risk
reduced: $214; Cost per risk avoided: $264
Updated from Edington, AJHP. 15(5):341-349, 2001.
16. Medical and Drug Cost (Paid)*
$4,000
Slopes differ
P=0.0132
$3,500
$3,000
Paid
Non-Impr
Improved
$2,500
$2,000
Impr slope=$117/yr
Nimpr slope=$614/yr
$1,500
2001 2002 2003 2004
Year
Improved=Same or lowered risks
17. Business Case
Zero Trends follow
“Don’t Get Worse”
and
“Help the Healthy People
Stay Healthy”
18. The Economics of Total Population
Engagement and Total Value of Health
Total Value of Health
Medical/Hospital
Drug
Low or Health
Disease Absence
No Risks Risks
Disability
Worker’s Comp
increase Effective on Job
increase Recruitment
decrease Retention
Morale
Where does cost turn into
an investment?
19. Health and Wellness Programs
Healthier Better Gains for The
Person Employee Organization
1. Health Status
2. Life Expectancy
3. Disease Care Costs
Lifestyle 4. Health Care Costs
Change 5. Productivity
a. Absence
b. Disability
c. Worker’s
Compensation
d. Presenteeism
Health
e. Quality Multiplier
Management
6. Recruitment/Retention
Programs
7. Company Visibility
1981, 1995, 2000, 2006, 2008 D.W. Edington
8. Social Responsibility
20. In December of 2006 we celebrated the
first 30 years of our work: the Business
Case was solid, although not yet perfect.
Congratulations!
However, nothing has changed in the
population
No more people doing physical activity
No fewer people weighing less
No fewer people with diabetes
Why the disconnect between the business
case and the intervention outcomes?
21. The world we have made as a result of the
level of thinking we have done thus far
creates problems we cannot solve
at the same level of thinking
at which we created them.
- Albert Einstein
22. Where do we go next?
TO A NEW LEVEL OF THINKING…
23. … to a Transformation from the Tired Old
20th Century Assumptions About Disease to
the New 21st Century Assumptions About
Healthy and High Performing Populations
From Health as the Absence of Disease to
Disease as the Absence of Health
From the Cost of Disease to
the Total Investment and Value of Health
From Individual Participation to
Total Population Engagement
From Behavior Change to
Integration of Health into the Culture
24. Section III
The Evidence-Based Solution:
Zero Trends
Integrate Health into the
Environment and the Culture
(…in Quality terms this strategy translates
into “…fix the systems that lead to the
defects” …)
25. Vision for Zero
Trends
Zero Trends was
written to be a
transformational
approach to the way
organizations ensure a
continuous healthy
and high performing
workplace and
workforce
Based upon 175
Research Publications
26. Integrate Health into Core Business
Healthier Better Gains for The
Person Employee Organization
1. Health Status
2. Life Expectancy
3. Disease Care Costs
Lifestyle 4. Health Care Costs
Change Company Culture 5. Productivity
and Environment a. Absence
Senior Leadership b. Disability
Operations Leadership c. Worker’s
Compensation
Self-Leadership
Wellness Reward Positive Actions d. Presenteeism
e. Quality Multiplier
Programs Quality Assurance
6. Recruitment/Retention
7. Company Visibility
1981, 1995, 2000, 2006, 2008 D.W. Edington
8. Social Responsibility
27. Characteristic of a Champion
Company
Systematic Strategies
Make the Solutions Systemic
Make it Sustainable
28. Senior Leadership
Create the Vision
•Commitment to healthy culture
•Connect vision to business strategy
•Engage all leadership in vision
“Establish the value of a healthy and high performing
organization and workplace as a world-wide competitive
advantage”
30. Operations Leadership
Align Workplace with the Vision
•Brand health management strategies
•Integrate policies into health culture
•Engage everyone
“You can’t put a changed person back into the same
environment and expect the change to hold”
31. Population Health Benefit Strategy
Sickness Management
--reduce errors
--coordinate services
Disease Management
Health Management --stay on protocol
--healthy stay healthy --don’t get worse
--don’t get worse
Where is the economic strategy?
32. Integrate all of the outsourced
partners
Integrate all of the internal
resources
Coordinate all of the resources
towards a healthy and high
performing environment and culture
(follow the safety and quality
strategies)
33. Promote Self Leadership
Create Winners
•Help employees not get worse
•Help healthy people stay healthy
•Provide improvement and
maintenance strategies
“Create winners, one step at a time and the first step
is don’t get worse’
35. Population-Based Resources
Weight Management Business Specific Modules
Physical Activity Career development
Stress Management Communications
Safety Belt Use Financial Management
Smoking cessation Social/Information Networks
Nutrition Education
Disease Management Clinic or Medical Center
On-Line Information Ergonomics
Nurse Line
Newsletters Vision
Dental
Behavioral Health & EAP Hearing
Pharmacy Management Chiropractic
Complementary Care
Case Management Integrative Medicine
Absence Management Physical Therapy
Disability Management
36. Recognize Positive Actions
Reinforce the Culture of Health
•Reward champions
•Set incentives for healthy choices
•Reinforce at every touch point
“What is rewarded is what is sustained”
38. Quality Assurance
Outcomes Drive the Strategies
•Integrate all resources
•Measure outcomes
•Make it sustainable
“Metrics to measure progress towards the vision,
culture, self-leaders, actions, economic outcomes”
41. Overall Business Strategy Pillar 2:
Operations Leadership
What is your vision? Recognize
Senior Operational Self- Positive Quality
Leadership Leadership Leadership Actions Assurance
Vision Healthy Everyone Recognize Progress
Champion from System & a Self- Positive in All
Leaders Culture Leader Actions Areas
Speech Reduce Change in
Reduction Reward Risk &
Comprehensive from Health
in Risks Achievement Sick Costs
Leader Risks
Programs Health
Inform Targeting Reward Change in
Traditional Risk
Leader Risks Enrollment Risks
Awareness
Do Nothing Status Quo Status Quo Status Quo Status Quo Status Quo
42. New Tools for the Transformation
Next Generation Health Risk Assessments
Corporate Culture and Environmental
Audit and Gap Analyses
Where do Employees go after Work?
Community and Home
From Best Practices to Next Practices
43. Characteristic of a Champion
Company
Systematic Strategies
Make the Solutions Systemic
Make it Sustainable
44. Thank you for your attention.
Please contact us if you have any questions.
Phone: (734) 763 – 2462
Fax: (734) 763 – 2206
Email: dwe@umich.edu
Website: www.hmrc.umich.edu
Dee W. Edington, Ph.D. , Director
Health Management Research Center
School of Kinesiology
University of Michigan
1015 E. Huron Street
Ann Arbor MI 48104-1689