implementing healthlead- the cdc experience with cpt. tina lankford
TRANSCRIPT
Implementing HealthLead-The CDC Experience
November 2015Tina Lankford, MPH
WorkLife Wellness Office DirectorCDC
Objectives• Provide CDC overview• Describe the HealthLead domains and example CDC
responses• Provide lessons learned and next steps for CDC as a result of
the HealthLead process• Invite participants to HealthLead Forum to hear case studies
and other experts in the field of workplace wellness!
CDC Profile• Founded in 1946• Headquartered in Atlanta, Georgia• Fitness Program began 1978• Lifestyle program began in 1996• WorkLife Wellness Office began in 2013• Over 10,000 employees (19,000 including contractors) in
nearly 170 occupations• 62% female• 59% Cauc, 29% AA, 9% Asian, 3% Hispanic• Field staff assigned to all 50 states and more than 50
countries
Health Promotion/Awareness
Promotion of National Health Observances: Heart month,
National Nutrition Month, Fitness month, Smoke-out, Men’s Health
Campaigns and Challenges Health Days/Know
Your Numbers/ Biometric Screening, (Cholesterol, Glucose, Triglycerides, Blood Pressure)
Healthiest CIO Challenge
Health Education
Seminars and Courses
Physical Activity Nutrition and
healthy eating Stress
Management Clinical
Prevention Seminars (Diabetes, Hypertension)
Basic Life Support/AED and First Aid
Behavioral Health and Resilience
Individual and Group Support
Employee Assistance Program
Deployment Resilience training
Support groups and referrals
Peer support Coaching and
Counseling
Campus Supports for Wellness
• Active EnvironmentsCampus amenities to support active lifestyles through fitness centers, walking routes (indoor and outdoor), and healthy stairwells.
• Food EnvironmentsManagement, direction, and guidance in provision of healthy food offerings in cafeterias, cafes, vending, farmers’ markets, and meetings
WorkLife Wellness Office ServicesProvide health promotion programs and educational seminars to improve
health of the CDC workforce. Design and promote health-enhancing campus amenities, policies, systems, and social supports for workplace environments. Provide consultation for behavioral and emotional well-being for workplace relations and pre or post-deployment support.
WorkLife Wellness Office Staff
ASSESSMENT AND VISION• Started with a comprehensive view using environmental,
individual, and organizational assessment tools.• Create a strategic plan with leadership.• Establish data collection needs and outcomes to monitor.
http://www.cdc.gov/nationalhealthyworksite/index.html
Overview of HeathLead Domains• Organizational Engagement and Alignment• Population Health Management and Well-Being• Outcomes Reporting
For more information about HealthLead Accreditation, visit:http://www.ushealthiest.org/
HealthLead Components of Organizational Engagement and
Alignment • Business Alignment• Leadership Support and Alignment• Data Management Alignment• Employee Benefits Alignment• Policy Alignment• Environmental Alignment• Communications Alignment• Administrative and Operations Alignment
Business Alignment
CDC’s OCOO invests in Healthy Organizations• Training and workforce development• Direct support of Wellness Amenities• Management/Leadership Performance
Organizational Engagement and Alignment
Organizational Engagement and Alignment
Policy AlignmentWellness-supportive policy/protocol examples:• Wellness policy• Workplace Violence Prevention (Anti-bullying inclusion)• Alternative work schedules/Telework policy• Dietary guidelines implementation (cafeteria/vending)• Tobacco-Free Policy• Healthy meetings guidance• Alternative commute options/Fare share• Disability Program and Reasonable Accommodation
Organizational Engagement and Alignment
Leadership/Agency Support
CDC Provides Wellness Recognition/Promotion• Agency Award Category
“Excellence in Workforce Wellness”• CDC Health Days• Healthiest CIO Challenge and Culture Challenge
“I would like us to be not only the greatest health organization in the world, but the healthiest one.” Dr. Frieden.
Organizational Engagement and Alignment
Communications Alignment
Organizational Engagement and Alignment
Liaisons-We Win Together
Liaisons bring to co-workers:– Direct information and data on wellness initiatives across CDC– Automatic trust as their communicator is respected and one of their peers.– Instant peer contact and foundation for peer group support structure for buddy
systems or group consults.– Connection point between WWO and Center management and Workforce Devpt
Committees– Increase in awareness and accessibility to WWO programs (and OSSAM).
Wellness Office receives:– Relevance to program staff– Meaningful feedback from program (barriers, needs, achievements, testimonials)– Connection between CIO’s/programs and WWO as well as OSSAM in general
(safety, facility, and sustainability issues are typically part of discussion)
15
Organizational Engagement and Alignment
Challenge yourself to a healthy lifestyle!Be sure to take your health assessment at: https://HealthDayCheck.com
Communications- On the Ground
Organizational Engagement and Alignment
HealthLead Components of Population Health Management and Well-
Being• Primary Prevention and Health
Maintenance• Risk Factor Intervention/Modification• Decision Support and Medical Management• Well-Being Information and Support
Services• Community Engagement• Work Safety
Primary Prevention/Health Maintenance
Increase peer support/connectedness• Support groups- eldercare, parenting, • Clubs- weight watchers, walking clubs• Intramural sports- kickball, volleyball, softball, soccer
Population Health Management and Well-Being
Risk Identification/Reduction
Onsite biometrics• Increase awareness• Blood Pressure, Cholesterol, Glucose
• Interpretation/Feedback• Resources and Referral
Population Health Management and Well-Being
Decision Support/Disease Management
Disease management/referral efforts:• Consultation/referral to primary care provider.• Partner with Benefits office to share information on
coverages and help increase their visibility in the workplace.
• Deliver programs that are available via citgo for teleworkers and potentially families as well as recorded archives.
• Peer support groups (ADHD, Eldercare)• Health Coaches
Population Health Management and Well-Being
HealthLead Components of Outcomes Reporting
• Process Outcomes• Risk Factor/Clinical Outcomes• Financial Outcomes• Optional Financial Outcomes
Data CollectionData collection to support wellness:• Health assessments• Participation/Engagement• Biometric data• Employee perspective survey• Environmental audits (core wellness supports)• Process data (hotwashes)• Health data (carriers)• Climate data/Culture• Absenteeism• Medical costs• Worker’s Comp data Outcomes Reporting
Outcomes ReportingOutcomes on infrastructure program goals:
2012 2013 2014 ChangeOverall Reach
13,987 14,907 17,557 26%
Health Scorecard N/A
217/264 (82%)
267/286 (93%) 11pts
LiaisonsN/A 66% 10/15 86% 13/15 20pts
Outcomes Reporting
Telework Health/Wellness Programs Alt. Work Schedules Employee Assistance Program
Childcare Programs Elder Care Programs 0%
10%
20%
30%
40%
50%
60%
70%
62%
37%32%
16%
5% 5%
65%
41%
30%
16%
5% 4%
Employee Participation in Work/Life Programs
CDC 2013 (n=6004-6289) CDC 2014 (n=6238-6562)
EVS 2013 and 2014
Perc
ent
Challenge Participation
OSTLTS NCHS NCBDDD NCIPC CSELS OD (all except OCOO)
OPHPR NCCDPHP NCHHSTP NCEH/ATSDR
NCIRD NCEZID OCOO CGH NIOSH CDC Total
Small CIO Medium CIO Large CIO
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
0.4858
0.32580.2208
0.10220.1259
0.2632
0.4381
0.0911
0.221
0.2123
0.2261
0.1268
0.07150.0334
0.1635
59.42%
42.15%
24.01%26.46%
22.19% 21.92%
15.48%
34.00%
26.18%
32.57%
17.46%
24.97% 23.04%
7.16%6.67%
22.04%
Healthiest CIO Challenge Participation
% Signed Up (2013) n=23012 % Signed Up (2014) n=19022
CDC Overall -Biometric Screenings
High TC >200 High GLU >110 High Ratio >3.00%
5%
10%
15%
20%
25%
30%
35%
40%
45%41%
26%
15%
31%
15% 15%
20132014
Total Cholesterol, Glucose and LDL/HDL Ratio higher than recommended (limits given)
Perc
ent
Abov
e Re
com
men
ded
Rang
e
Next Steps
Future action planning:• Data integration• Annual report of health status• Increase connection between employees and health
benefits• Business case for productivity/performance• Return-to-work• Continue primary prevention efforts
Lessons Learned
Process was valuable for understanding:• Our degree of comprehensiveness--validating to
confirm we are very comprehensive, but also it identified how we can improve for increased impact.
• Importance of organizational alignment and business alignment.
• Additional related data sources (MISO, HR-hiring, benefits/enrollment, medical).
• Program alignment strategy to follow data and organizational goals.
WorkLife Wellness Office: Road to Silver
Thank You! Questions?
HealthLead Forum January 14th -15th, 2016
Co-Sponsored by USHealthiest and CDCTo register visit:
https://healthleadforum2016.eventbrite.com
• Keynotes by Dee Edington, Ray Fabius, and Doug Stover!• Attendees are Wellness Professionals from all sectors.• Networking Lunch• Meet representatives from AHA, ACSM, ACE, HERO, CEO Cancer
Gold, Gallup, NIOSH, and more!