developing a culture of wellness at work

PSE for integration of wellness into culture

today’s agenda

why wellness in higher education

programming vs. PSE

defining culture

key components of a culture of wellness

working well

implementation examples

outcomes

practicing what we preach

why wellness in higher education?

the health of faculty and staff impacts student learning and success

healthier, happier faculty and staff are more productive (less likely to cancel class)

faculty and staff serve as role models for students and should model healthy lifestyle behaviors

colleges and universities are leaders in the community

wellness is a key strategy to fulfill your vision and mission and achieve Healthy Campus 2020 objectives.

programming vs PSE

what is programming?

awareness campaigns

education sessions

screenings

challenges

participation based activities

what is PSE?

flex time policy for physical activity

tobacco free campus

ID tobacco users, refer to resources, F/U

healthy food option every time food is served

walking trail

POD prompts at elevators/stairs

wellness in org strategic plan

benefit/incentive tie-in

why policy?

what purpose do workplace policies serve? policies exist to shape behavior

health policy shapes health behaviors not an elimination strategy

provides choice (evidence based)

access, marketing, education, environment, and benefit structures make healthy choice easy choice most prominent, easily identifiable, most affordable

policy ensures practice is universal and sustainable

policy sets up systems that are supported by environment…creates culture

defining culture

“Culture refers to the social forces that shape

behavior and beliefs through norms, support,

modeling, training, rewards, and

communication.” Achieving a Culture of Health. Health Enhancement

Systems. 2008.

“How things get done around here” Bob Allen

what is a culture of wellness?

focuses on the organization, not just the individual

makes wellness a part of your organizational structure and your day-to-day operations

wellness becomes a part of the fabric of the organization

a comprehensive approach that focuses on policy, systems, benefits, and environment to support healthy living

fills the gap between stated values and how things actually get done

defines the employee and student experience

key components of a culture of wellness

missing link in worksite wellness

HRA + Indivfeedback

Programs & Campaigns

Benefits & Incentives

Policy & Environmental Support

mixed messages

SABOTAGE

employee/student wellness in multi-year strategic plan key strategy for achieving mission and vision

establish clear goals and metrics for wellness monitor at least annually

offer preventive benefits to employees and dependents

ensure that senior leaders have visible roles in wellness use cost vs. ROI, comparison to peers, current

employee/student health status, competitive advantage potential to gain interest and buy in

evidence based best practices

evidence based best practices

allocate funding for wellness into budget creative funding strategies

identify free community resources

include employee wellness in the job description of at least one employee

build a wellness committee diverse and representative

all levels and key departments

meet regularly

assess, plan, implement, communicate, evaluate wellness efforts

evidence based practices

allow employees to attend wellness activities during work hours

incorporate wellness goals into job performance criteria of key staff HR, senior leaders, wellness staff

accountability/responsibility

conduct an annual health risk assessment use aggregate data to tailor efforts

use trend reports to justify efforts to leadership

conduct an annual employee and student interest survey

evidence based practices

measure impact of wellness on health care costs medical and pharmacy

measure impact of wellness on productivity short/long term disability

work comp

sick leave

measure the direct impact of wellness initiatives on employees and students process measures- participation rates, health behaviors and

outcomes, etc

evaluation demonstrates value measure what you treasure and treasure what you

measure- Melva Fager Okun, PhD

promising practices

consistently communicate wellness policies,

programs, and benefits multi channel, multi modal communication several times

a year

“stealth benefits” benefit no one

assess community for local resources maximize free resources (hospitals, AHA, ESMMSC)

appoint wellness champions to promote

wellness initiatives throughout departments and locations

increases socials support and promotion

general recommendations

communicate the value of wellness to your

employees include in annual benefit statement to employees

consider offering incentives for participation,

progress, or outcomes assess what will work for your population

tie to proper use of benefits or healthy behaviors instead of random cash or gift cards

recognize and reward wellness champions big impact, no cost

letter from President, success story in newsletter, etc

creating a culture of wellness helps you …

achieve consistent communication

align activities with stated values

make the healthy choice the easy choice

increase employee/student engagement, drive intrinsic motivation and peer support

move from siloes to a comprehensive approach

enhance and sustain existing efforts

be an example to the community

invest in human capital

create a healthier, more productive and energized workforce

enhance outcomes

create a competitive advantage

impact 100% of workforce

enhance faculty/staff performance and boost student success

working well

effective cross-sector strategy implementing key components of

healthy eating & active, tobacco free living in worksites,

establishing cultures of wellness where the healthy choice is

the easy choice

organizational commitment to integrate wellness into strategic plan, changing the employee experience

investment in human capital; most valuable asset

seamless integration with programming and chronic condition management

aligns policy and environment with desired health behaviors, creating support for and likelihood of healthy choices

PSE implementation impacts all employees whereas programming only impacts those who choose to participate, often missing those who need it most

creates consistent message throughout org that healthy behaviors are supported and expected

cost of doing nothing

Behavior % in SCCost/

EmployeeCost/Organization of 100 Employees

Smoking 21.6% $5,800 $125,280

Overweight/Obesity 67% $2,676 $179,292

Physical Inactivity 50% $1,984 $99,200

TOTAL $10,460 $403,772

CDC Office of Smoking and Health, Smoking Attributable Morbidity, Mortality, and Economic Costs (SAMMEC), 2002.

Be Active North Carolina, Inc., The Economic Cost of Unhealthy Lifestyles in North Carolina, 2005.

working well partners

committed worksites AIKEN REGIONAL MEDICAL CENTER

ALBEMARLE CORPORATION

ALLIED AIR

ANMED HEALTH MEDICAL CENTER

ANMED HEALTH REHABILITATION HOSPITAL

ANMED WOMEN & CHILDREN’S HOSPITAL

BAPTIST EASLEY HOSPITAL

BEAUFORT COUNTY SCHOOL DISTRICT

BEAUFORT MEMORIAL HOSPITAL

BEAUFORT-JASPER WATER & SEWER

AUTHORITY

BEAUFORT-JASPER-HAMPTON COMPREHENSIVE

HEALTH SERVICES, INC.

BON SECOURS ST. FRANCIS HEALTH SYSTEM

CANNON MEMORIAL HOSPITAL

CARECORE NATIONAL, LLC

CAROLINA PINES REGIONAL MEDICAL CENTER

CAROLINAS HOSPITAL SYSTEM

CHESTER REGIONAL MEDICAL CENTER

CHESTERFIELD GENERAL HOSPITAL

CITY OF BEAUFORT

CITY OF ORANGEBURG

CLAFLIN UNIVERSITY

CLARENDON MEMORIAL HOSPITAL

COASTAL CAROLINA HOSPITAL

COLLETON COUNTY GOVERNMENT

COLLETON COUNTY SCHOOL DISTRICT

COLLETON MEDICAL CENTER

DAK AMERICANS – COLUMBIA

DAK AMERICAS – COOPER RIVER

EDGEFIELD COUNTY HOSPITAL

EAST COOPER MEDICAL CENTER

FAIRFIELD MEMORIAL HOSPITAL

GEORGETOWN MEMORIAL HOSPITAL

GREENVILLE MEMORIAL HOSPITAL

GREER MEMORIAL HOSPITAL

HILLCREST MEMORIAL HOSPITAL

HILTON HEAD HOSPITAL

HUSQVARNA

JASPER COUNTY SCHOOL DISTRICT

KERSHAWHEALTH

LAURENS COUNTY MEMORIAL HOSPITAL

LEXINGTON/RICHLAND ADA COUNCIL

(LRADAC)

LOWCOUNTRY COMMUNITY ACTION AGENCY

MCLEOD HEALTH

MARION REGIONAL HOSPITAL

MARLBORO PARK HOSPITAL

MARY BLACK HEALTH SYSTEM

MEDICAL UNIVERSITY OF SOUTH CAROLINA

(MUSC)

MOUNT PLEASANT HOSPITAL

NEW RIVER AUTO MALL

NEWBERRY COUNTY MEMORIAL HOSPITAL

NORTH GREENVILLE LONG-TERM ACUTE CARE

HOSPITAL

NOVANT HEALTH GAFNEY MEDICAL CENTER

OCONEE MEDICAL CENTER

ORANGEBURG CALHOUN TECHNICAL COLLEGE

ORANGEBURG CONSOLIDATED SCHOOL DISTRICT

5

ORANGEBURG COUNTY

PALMETTO HEALTH BAPTIST

PALMETTO HEALTH RICHLAND

PATEWOOD MEMORIAL HOSPITAL

PIEDMONT MEDICAL CENTER

PIGGY WIGGLY CAROLINA COMPANY –

CORPORATE OFFICES

PROVIDENCE HOSPITAL DOWNTOWN &

NORTHEAST

ROPER HOSPITAL

SC STATE UNIVERSITY

SC HOSPITAL ASSOCIATION

SELF REGIONAL HEALTHCARE

SHRINERS HOSPITALS FOR CHILDREN

SOUTH CAROLINA DEPARTMENT OF HEALTH

AND ENVIRONMENTAL CONTROL (DHEC)

SPARTANBURG REGIONAL MEDICAL CENTER

SPARTANBURG HOSPITAL FOR RESTORATIVE

CARE

SPRINGS MEMORIAL HOSPITAL

ST FRANCIS HOSPITAL

SUMMERVILLE MEDICAL CENTER

THE REGIONAL MEDICAL CENTER

TOTAL COMFORT SOLUTIONS, INC.

TOWN OF HILTON HEAD ISLAND

TRIDENT MEDICAL CENTER

TUOMEY HEALTHCARE SYSTEM

UNIVERSITY OF SOUTH CAROLINA

AIKEN, BEAUFORT, COLUMBIA,

LANCASTER, SALKEHATCHIE, SUMTER &

UNION

VILLAGE HOSPITAL

WACCAMAW COMMUNITY HOSPITAL

WALLACE THOMSON

WAL-MART

As of June 1, 2014

New in May 2014… 16 SC Cabinet Agencies SC Governor’s Office SC DHEC

state and national recognition

27 states500+ worksites nationwide

core elements of working well

executive leadership

strategic partnerships

detailed & tailored technical assistance

mapping of progress & success

celebration & recognition

goals of working well

assist worksites to assess, implement, and maintain evidence-based and effective policies designed around the three pillars of an effective worksite wellness culture: tobacco-free people and

places delicious and affordable

healthy food environments access and opportunity for

physical activity during the workday

implement low/no cost, effective wellness policies, systems, environments and benefits that help ALLemployees live healthier lives identify missing wellness

opportunities

align current efforts

evaluate progress

sustain wellness culture over time

WorkHealthy AmericaSM

initiates or enhances existing programs

worksite wellness program with WorkHealthy America

team-based competition

educational materials (fitness plan or recipes, tip sheets)

tracking (pedometer, etc)

incentives/prizes

education

lunch n’ learns

bulletin board

written policies that support employees to take flex or work time to walk/exercise

benefits that incentivize physical activity all year long

on-site resources (treadmill, walking maps, dumb bells, videos)

participation in all levels of leadership

Wellness becomes a

part of the fabric of the organization

integration into current efforts

contracts

policies & procedures

health risk assessments with outcome tracking

disease management tied to benefits

wellness/HR committee

wellness programs/initiatives tied to benefits and incentives

Georgetown Hospital System “Working Well has helped us work smarter, not

harder…we couldn’t have achieved our employee wellness goals as quickly without Working Well’s resources, networking, and staff assistance.”

working well resources

assessment

evidence based recs/action plans

interactive prioritization

online toolkits

webinars

workshops

sharing/learning network

site visits

individual, customized assistance

working well and prevention partners staff

implementation strategies for excellence

tobacco cessation systems

healthy food environments

worksite of active employees

tobacco free people and places

help every employee lead a

tobacco-free life

key components: policy

system approach

benefits

incentives

evaluation

key components quit tobacco system policy

100% tobacco free property wide consistent enforcement communicate policy to employees; empower

employees to approach violators adequate signs throughout property

system approach ID tobacco users (HRA/attestation) assess readiness to quit, refer to multiple

resources, f/u often

benefits counseling, OTC NRT insurance benefit or

equivalent, FDA RX meds on formulary multi-channel communication & promotion of

benefits (employees & covered spouses)

incentives incentives for tobacco free emp disincentive for tobacco using emp (motivate

quit) incentives for enrollment in quit tobacco

program

evaluation

CDC wellness quality scorecard

Working Well Most Recent Assessment-

Rounded

National Most Recent-

RoundedDifference

Tobacco

Have a tobacco-free or a smoke-free property-wide policy 76% 79% -3%

Refer all tobacco users who are ready to quit to multiple resources, including cessation medications and in-depth counseling/coaching 69% 71% -2%

Periodically follow up with identified tobacco users 43% 42% 1%

Offer FDA-approved prescription tobacco cessation medications on formulary 78% 82% -4%

Offer incentives, discounts, and/or disincentives to employees for participating in a tobacco cessation program 57% 54% 3%

healthy food environments (HFE)

provide access to

delicious, affordable

healthy items in all

worksites

key components: access

pricing

marketing

benefits

education

key components HFE access

adopt healthy food nutrition criteria implement a healthy food policy requiring healthy options

whenever/where ever food provided ensure vendors provide healthy options all hours of

operation train food service staff on prep & portion control partner with local farmers or CSA’s onsite gardens

pricing use pricing structure to incentivize purchase of healthy

options increase price of unhealthy

marketing point of decision nutrition info identify foods meeting healthy nutrition criteria with

consistent icon use product placement to make healthy options more

prominent and accessible

benefits provide nutrition counseling to all employees as insurance

benefit or benefit equivalent use benefit design & wellness incentives to encourage

behavior change constantly communicate benefits and equivalents to

employees and covered spouses in multiple formats

education implement HFE promo campaign lunchNlearns, cooking demos, evidence based weight mgmt

CDC wellness quality scorecard

Working Well Most Recent Assessment-

Rounded

National Most Recent-Rounded

Difference

Nutrition

Label foods with calorie and/ or other nutrition information at the point of selection 32% 33% -1%

Use pricing methods to encourage the purchase of healthy options 45% 34% 11%

Negotiate contracts with vendors, caterers or suppliers so that they offer healthy options 40% 40% same

Have a written breastfeeding support policy that includes designated space and time for mothers 63% 69% -6%

Offer nutrition counseling and/or medical nutrition therapy as a health insurance benefit or equivalent employee benefit to all employees regardless of health status 59% 66% -7%

worksite of active employees

create a culture where

being active is the

easy norm

key components: policies

environment

education

benefits & incentives

key components active worksite policy

use PA resources on clocked time paid work time set aside for PA flexible work hours to allow PA before, after, lunch

time encourage paid break use for PA consider culture of wellness & safety policy combo

environment access to PA facilities/equipment during/after work

hours– walking trails, workout video library

encourage alternate commutes– access to bike racks/showers

accommodations for special needs– “sit and be fit”- PMC

education point of decision prompts

– elevators, stairs, break rooms, etc

communicate policies consistent messaging promo campaign of PA resources management lead walking mtgs

benefits & incentives discount access to local or onsite fitness facilities onsite classes at low/no cost insurance benefits that support PA communicate benefits & equivalents promotion of benefits & incentives through wellness

programming

CDC wellness quality scorecard

Working Well Most Recent Assessment-

Rounded

National Most Recent-Rounded

Difference

Physical Activity

Have a clear written policy that provides employees with paid time for physical activity during each workday 24% 15% 9%

Have a clear written policy to offer employees flexible work hours to schedule physical activity according to their preferences 27% 25% 2%

Provide easy access to exercise facilities and / or equipment located either in or near the worksite 90% 84% 6%

Encourage people to get more physical activity with motivational signs or point-of-decision prompts 42% 44% -2%

excellence recognition- 10

over 10,000 employees

AnMed Health AnMed Health Med Ctr AnMed Health W&C

Baptist Easley Beaufort Memorial

Hospital Georgetown Hospital

System Georgetown Waccamaw

Hilton Head Hospital MUSC (Med Univ of SC) Piedmont Medical

Center SC Hospital Association

CDC wellness quality scorecard

Working Well Most Recent Assessment-

Rounded

National Most Recent-

RoundedDifference

Culture of Wellness

Include employee wellness in strategic plan 60% 61% -1%

Have a wellness committee that meets on a regular basis 61% 71% -10%

Have CEO or senior leadership participate in wellness activities 76% 80% -4%

Conduct a Health Risk Assessment (HRA) that includes individualized feedback to employees 50% 55% -5%

Measure the impact of wellness initiatives on health care expenses 49% 51% -2%

Measure the impact of wellness initiatives on employee productivity 32% 29% 3%

implementation examples

MUSC board of trustees resolution

beaufort jasper water sewer authority

4.5 Develop a comprehensive wellness program—initial plan stages

4.5.1 Design and support a sustainable wellness team structure and function

GOAL 4: HEALTH AND SAFETY

Provide an environment that supports the physical and psychological well-being of all our human resources.

Organize and create an employee driven wellness team that has the capacity to sustain itself on a volunteer basis;

leverage resources for Wellness activities and events and advocate for system-wide wellness improvements

Establish a communication process that effectively recruits and keeps Wellness Team Members informed of events,

activities, progress and meetings

Name the program and compile ideas for marketing it to employees—align policies and procedures to support

initiatives (Logo/Slogan Contest)

Develop, track and report on the achievement of the Wellness Annual Work Plan. Specifically, track the impact of

wellness activities on health care costs, employee productivity (short and long term disability, workers compensation

claims and sick leave) and employee participation rates

Based on projected first year plans, secure budget to support goals and revise for subsequent years as the program

evolves

Creatively use the Employee Newsletter to engage employees, celebrate successes and spotlight wellness

4.5.3 Promote health and wellness at BJWSA to our employees, leadership and visibly participate

in promoting wellness to the public (Culture of Wellness)

Create a dynamic marketing program designed to build awareness, engage employee involvement and promote the value

of wellness to employees, leadership and the greater public

Create a wellness homepage on the company intranet or sharepoint (if available) that displays Wellness Mission and

Values, Wellness Team members and existing programs with links, access from home and email response capability

Present the new Wellness Program to the Board of Directors

Communicate the value of wellness benefits to employees through the annual Total Compensation Statements

Implement healthy food (and beverage) policy (including approved vendors) and ensure healthy options are available -

fruit baskets/farm boxes

tobacco free USC

outcomes

working well achievements to date 116 organizations committed to establishing cultures of

wellness Impacting 110,000+ employees in SC

increased # nutrition & PA policies implemented, tracking employee health status improvements, pricing strategies, etc.

strong correlation b/t engagement & grade improvement

29 Gold Star worksites employee quit tobacco systems Impacting 33,000+ employees

21 Gold Apple worksites highest standard for HFE Impacting 27,000+ employees

10 Gold Medal worksites- environment where PA easy norm Impacting 10,000+ employees

employer specific outcome successes LCMH health status & claims

OMC revenue increase after HFE enhancements

highlighted in CTG report, TDE annual report, and received Prevention Excellence award 2013 (NCPP)

working well employer based outcomes

LCMH- small & rural biometric/lab improvements lipids,

glucose, weight, fitness, and body fat increased # employees following Rx

treatment plan medical claim reduction employees reaching highest health status

levels increased from 30% in 2010 to 46% in 2011

~8% tobacco using employees stopped using tobacco products

OMC fryer & sugary bev removal from café on

remodel 22% increase in sales after just 4 weeks

16% over previous year after 1 yr

positive verbal responses by employees

$2,500,000.00

$3,000,000.00

$3,500,000.00

$4,000,000.00

$4,500,000.00

$5,000,000.00

MED2010 MED2011

LCMH MEDICAL

$600,000.00

$620,000.00

$640,000.00

$660,000.00

$680,000.00

$700,000.00

RX2010 RX2011

LCMH PHARMACY

HSCI outcomes

Standard Baseline Assessment

Final Assessment

% Increase

Healthy food policy 3% 19% +16%Smoke-free or tobacco-free property-wide policy

59% 69% +10%

Enforcement of tobacco-free or smoke-free property-wide policy

22% 41% +19%

Policy providing paid time for physical activity

3% 22% +19%

Policy to offer flexible work hours to schedule physical activity

9% 28% +19%

In-depth quit tobacco counseling as a benefit

63% 69% +6%

Incentives for employees participating in a tobacco cessation program

34% 44% +10%

Discount to join a local or onsite exercise facility

63% 69% +6%

*After two years of implementation.

practicing what we preach @ scha

initial assessment…

physical activity F

nutrition D

tobacco D

3 years later…

physical activity A+

nutrition A

tobacco A

culture A

implemented strategies

policies tobacco, nutrition, physical

activity

environment onsite fitness classes (WoW)

onsite walking trail

no junk food dumping

CSA

farmer’s market

system diverse & representative

wellness committee

executive support

multi-channel communication

branded wellness program benefit incentive

onsite screenings

health coaching

wellness in SCHA strategic goals & priorities

policy sets up systems, supported by environment…creates culture

PSE impacts 100% of workforce

healthy, happy, productive faculty/staff promote student success

creating a culture of wellness is about population health, starting at the top and impacting entire organization

culture should support, not sabotage, wellness programs

approach organizational health from a strategic perspective

workplace culture is part of a larger, integrated health and productivity strategy

organizational health can be a competitive advantage

final thoughts

Working Well Staff- SCHA & Prevention Partners

Jen Wright, Manager, Working WellSCHA • 803.744.3553 • jwright@scha.org

Kendyl Cooke, Operations Specialist, Working WellSCHA • 803.744.3531• kcooke@scha.org

Emily O’Sullivan, Corporate Wellness Specialist, Working WellSCHA • 803.454.6969 • eosullivan@scha.org

Lindsey Bickers Bock, Program Manager, Prevention Partners919-969-7022 x225 • lindsey@forprevention.org

Kara Van de Grift, Organizational Coach, Prevention Partners919-904-7715 • kara@forprevention.org

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