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Striving to Attain the Healthiest Workforce in Health Care: Kaiser Permanente’s Vision and StrategyInternational Symposium to Advance Total Worker HealthBarbara Smisko, MS, CSP

Objectives

2 | © 2011 Kaiser Foundation Health Plan, Inc. For internal use only.October 20, 2014

Understand the vision and strategic priorities of Kaiser Permanente’s comprehensive, integrated approach to total worker health

Understand targeted metrics and specific projects being undertaken to achieve results

Understand initial impacts of the approach

Physical Health

National Business Group on Health Award


Our People Are Important


— Bernard J. Tyson, Chairman and CEO

“Kaiser Permanente is widely recognized as a leader in health care quality and prevention, and we fully understand the importance of providing our 18,000 physicians and 175,000 employees with the support and inspiration they need to live healthier lives. Our commitment to workforce health has a direct impact on the health and well-being of our physicians and employees, which in turn helps ensure that we are able to consistently provide our members and the communities we serve with the high-quality care and service they expect from Kaiser Permanente.”

National Employee Safety, Health and Wellness

Employee Assistance Program


Workforce WellnessWorkforce Wellness

Environmental Health and

Safety

Environmental Health and

Safety

Environmental Stewardship


Integrated Disability

Management

Integrated Disability

Management

Workplace Safety

Workplace Safety

Vision

To establish a workplace environment that supports the Total Health of our employees and physicians, and inspires a culture that is characterized by joy, meaningful work, and connection to each other, our members, and the communities we serve

Realizing the Vision: 5 Strategic Priorities

7| © 2011 Kaiser Foundation Health Plan, Inc. For internal use only.October 20, 2014

Resilience and Emotional Well Being

Safe and Healthy Work Environment

Productive Internal Relationships


Physical Health

Resilience and Emotional Well Being


Enable employees and physicians to achieve a high level of resilience and emotional well being to reduce stressors at work and in lifeWork Plan Focus: Develop employee and manager education and awareness tools

Define an effective depression management program

Refer all Integrated Disability Management cases to EAP

Safe and Healthy Work Environment


Achieve a work environment in which employees and physicians are physically and psychologically safe and healthyWork Plan Focus: National Workplace Safety Plan

Regional Workplace Safety Plans

Emphasis on Slip/Trip/Fall and Ergonomics

Technical expertise on chemicals

Productive Internal Relationships


Support a workplace where there is productive collaboration, effective partnering, and employees and physicians work together on shared interests related to safety, health, wellness and the environment

Work Plan Focus: Develop tools for relationship success factors, emotional

intelligence, conflict management, mindfulness

Share “Ways to Connect” (instant recess, healthy potlucks, personal check-ins)



Engage employees and physicians in reducing environmental contributors to disease through organized actions at the individual, group, and community levels

Work Plan Focus: Actions clinicians can do to improve ecological health

Use KP’s book on Environmental Stewardship as a catalyst for providing connections between KP staff and their communities

Promote walking, bicycling, and mass transit

Physical Health


Ensure access, provide education and resources, and reinforce activities and behaviors that motivate employees to maintain optimum physical healthWork Plan Focus: Culture of Wellness Catered Food Policy Physical Activity Programs Quarterly Spotlight Programs Increase focus on wellness and emotional well-being programs

Metrics and Tools

Workforce Wellness Scorecard

14 | © Kaiser Permanente 2013. All Rights Reserved.

Workforce Wellness Scorecard Region Name Release Date 9/27/13

HWF Engagement & Participation

Participation Rates

Q1-Q2 2013 # Enrolled Rate Target Total Health Assessment 0,000 % % YE 2012 KP Walk! 0,000 % N/A Thrive Across America 0,000 % N/A Mix It Up 0,000 % Maintain Don’t Gain 0,000 % N/A YE 2010 YE 2011 YE 2012 KP.org % % %

Wellness Coaching

Q1-Q2 2013 # with 1

Encounter # with 2

Encounters Healthy Eating - - Weight Management - - Reduce Stress - - Physical Activity - - Tobacco Cessation - -

Total - -

Healthy Living Program – Completed Q1-Q2 2013 # Enrolled % Balance 0.0 % Breathe 0.0 % Nourish 0.0 % Relax 0.0 % Care for Your Health 0.0 % Pain Care 0.0 % Back Care 0.0 % Diabetes Care 0.0 % Overcoming Depression 0.0 % Overcoming Insomnia 0.0 % # of Employees Participating 0.0 %

Workplace Culture

%Fav 2009 2010 2011 2012 KP supports healthy/ % % % % balanced life (Ppl Pulse)


%Fav 2009 2010 2011 2012 Total Services Utilization % % % % Overall Client Satisfaction

Note: KP Walk! and Thrive Across America reflect cumulative

totals since the program’s inception.

Population Profile

Demographics

YE 2010 YE 2011 July 2013 # Employees 00,000 00,000 Average Age 00.0 yrs 00.0 yrs % Female 0.0% 0.0% Average Tenure 0.0 yrs 0.0 yrs Ethnicity: Asian % % African American % % Hawaiian/Pacific Islander % % Latino % % Native American Indian % % White % % Other % %

Population Health Risks

Prevention Lifestyle Risk YE 2009 YE 2010 YE 2011 YE 2012 Body Mass Index (BMI): >25 % % % % Tobacco Use: % of smokers % % % % Cholesterol: >200 % % % % Blood Pressure: >140/ 90 % % % %

Year End 2010 Year End 2011 Year End 2012 KP BMk YE2012 PIH-Chronic Condition % %Cost % %Cost % %Cost % %Cost Diabetes % % % % % % % % Depression % % % % % % % % Coronary Artery Disease % % % % % % % % Heart Failure % % % % % % % % Asthma % % % % % % % % Back Pain % % % % % % % % >2 Major chronic condition % % % % % % % % 1 Major chronic condition % % % % % % % %

Screening YE 2009 YE 2010 YE 2011 YE 2012 KP BMk YE2012 Breast Cancer % % % % % Cervical Screening % % % % % Colorectal Screening % % % % % 2010-11 2011-12 2012-13 x Flu Vaccination % % % x

Financial Impact

Utilization (per 1,000 members)

Jan-Dec 2010

Jan-Dec 2011

2010 KP BMk

Jan-Dec 2012

Category Total Inpatient (days) 0.0 0.0 Total Outpatient (visits) 0.0 0.0 Emergency Room (visits)^ 0.0 0.0 Pharmacy (scripts/mbr/yr) 0.0 0.0

Lost Days and Lost Productivity

YE 2010 YE 2011 YE 2012 Q1-Q2 2013

Selective Lost Work Days/ 0.0 0.0 0.0 0.0 Productive FTEs FMLA/ State Leave: Sick 0.0 0.0 0.0 0.0 Workers’ Comp 0.0 0.0 0.0 0.0 FMLA/ State Leave: PTO/Vac 0.0 0.0 0.0 0.0 Sick, Short-Term Dis, LOA 0.0 0.0 0.0 0.0 % Recovered Lost Time 0.0% 0.0% 0.0% 0.0%*

*Formula has changed, read notes page 3. Workplace Safety

PYE PYE PYE PYTD 2010 2011 2012 2013 Injury rate per 100 FTEs 0.00 0.00 0.00 0.0 (accepted claims) Note: PYE 2011 runs from Q4 2010 – Q3 2011 PYE 2012 runs from Q4 2011 – Q3 2012 PYTD 2013 runs from Q4 2012 – Q2 2013 BLS Ave = 3.3

^ ER visits are a subset of Outpatient visits. KP BMk – Kaiser Permanente Benchmark, which is the Regionally

Adjusted Average for all KP Commercial membership. The KP Benchmark includes KP data.

BLS Av – Bureau of Labor Statistics average adjusted rate for Hospital-based regions.

Note: Data reflected in this scorecard are those most current as of August 2013.

Note: The recommended age range for breast cancer screening changed in 2010 to include women 42-52 years of age (the prior age range was 52-69 years). This change is reflected in the 2009 and 2010 metrics.

Insert Blank Harvey Ball Dashboard


Strategic Priorities Dashboard

Culture of Health Survey


A random sample of employees were asked how well Kaiser Permanente is doing to create a workplace that promotes health and wellness, and supports employees to be their healthy best.

1. The leaders in my organization are role models for health. 2. Kaiser Permanente provides an environment that supports health and wellness. 3. Kaiser Permanente recognizes employees and physicians for practicing healthy

behaviors. 4. Kaiser Permanente does a good job of informing employees and physicians about

progress towards our workforce wellness goals. 5. My immediate supervisor encourages me to take care of my health. 6. The people I work with trust that Kaiser Permanente will make decisions to support the

health and well-being of employees and physicians. 7. The people I work with encourage each other to take care of their health.

Initial Results

Strategic Priority Accomplishments

IDM program referrals to EAP Workforce Wellness materials/resources integrated into IDM

communications Education series on psychological safety in the workplace Workforce Wellness events attended/supported by EAP staff Increase overall food spending on sustainable food Enterprise-wide Food Purchased for Meetings and Events policy Total Health Incentive Plan Slip/Trip/Fall Prevention Program


Early Trends on Key Metrics


Health BiometricsInjury RateEmployees on disability-related leave

Early Trends on Key Metrics


Sustainable FoodHealthy Living Programs ParticipationChronic Conditions

Culture of Health Results Correlate with Safety, Attendance, and Customer Satisfaction

Less Lost Work Time

Lower Injury Rates

Higher Customer

Satisfaction Rates

Departments with High Culture of

Health Results

Program Summary

Leadership commitment and modeling exists at the highest level Consider the whole person – not just the “worker” Inter-locking departments create synergies


Questions


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