building a model community of health at the university of michigan foundations for successful...
TRANSCRIPT
Building a Model Community of Health at the University of
Michigan
Foundations for Successful Leadership
© 2012 The Regents of the University of Michigan, Ann Arbor, Michigan 48109
Learning Outcomes for the Day
• Understand the importance of employee health and well-being and the effects it can have on individual employees and the organization.
• Recognize and embrace your role in supporting and promoting employee health and well-being.
• Make you aware of resources/tools available to help you manage issues pertaining to health and wellness.
• Inspire and motivate you to take action towards creating a healthier culture in your department or unit.
Overview
• The business case for workplace health and well-being services
• Fostering a culture of health-video
• Introduction to MHealthy
• MHealthy services
• Your wellness leadership role
• Departmental MHealthy champions
A healthy workplace culture is important
“Workplace wellness and health management programs improve the health of individuals in our UMHS community, which renders us better able to serve patients. Additionally, these programs help curb long-term health costs for the university, which benefits all faculty, staff and retirees. I encourage all faculty and staff to take advantage of MHealthy programs and I encourage leaders to do their part to ensure a Health System culture that encourages and enables healthy behavior and choices.”
Ora Pescovitz, M.D.Executive Vice PresidentFor Medical Affairs, U-M andCEO, U-M Health System
Why?
• Successful workplace health programs contribute to organizational success by:–Improving health status and quality of life
–Improving work culture and morale –Improving retention and recruitment–Decreasing absenteeism–Reducing health and disability costs
–Improving energy and performance
The Real Cost of Worker Health:Estimated 2010 Median Total Health Cost per Employee
Does not include presenteeism costs
$7,697
$6,092
$1,336
$846 $511
Group Health
Turnover
Unscheduled Absence
Non-occ Disability
Workers' Comp
Total: $16,495Source: Goetzel, JOEM,
2001:43(1):Adjusted to 2010 dollars
Narrow Focus Misses Key Cost Drivers
Health & Well-Being
Low Risk
Optimal Health
At Risk
Inactivity, Obesity,
Stress, High
Blood Pressure, High
Cholesterol, Smoking,
Alcohol Use, etc.
Acute Illness/Injury
Doctor Visits
ER Visits
Chronic Disease
Diabetes
Heart Disease
Disability
Traumatic Injury
Neurological Conditions
15% of employees = 85% of costs
Source: David Anderson, Ph.D., StayWell Health Management16th Annual Art and Science of Health Promotion Conference, 3/24/06
59%of next year’s
high-cost group
Hospitals have an Additional Challenge
• Research using a large national healthcare claims database* compared 1.1 million hospital workers with 17.8 million health plan members in all industries and found that hospital workers had the following results:– 10% higher health care costs than non-hospital– 22% more likely to visit ED– 18% more time in hospital– Fewer physician office visits– More likely to be diagnosed and hospitalized for chronic conditions
– Health risk 8.6% higher* Thomson Reuters White Paper,
2011
Why is workplace wellness important to U-M?
• Our health risks and conditions can be improved
• Health risks = increased health care costs, lower productivity, and premature disability fewer $s for U-M missions
• U-M spends more on health benefit costs than we receive in state funding
• UMHHC’s employee health costs are higher than other U-M employees and the national average
• Supports the Health System goals to:– Demonstrate population health management capabilities– Generate margin for UMHHC investment– Promote satisfaction among faculty and staff
Building a Culture of Health DVD
http://ummedia10.rs.itd.umich.edu/flash/mhc/mhc.html?dep=mhc&file=leadership_video.flv
MHealthy - Vision
The University of Michigan will be a model community of health where people thrive.
MHealthy Strategic Goals
• To improve the health status and quality of life of the U-M community by:
• To help control the long-term rate of health related cost increases.*
*See Baicker Cutler article in Health Affairs, Dec. 2010
1. Keeping the well “well”
2. Identifying those at risk and helping them reduce risk
3. Improving the health management of those with chronic & disabling conditions
4. Building a university culture that supports healthy lifestyles
MHealthy Guiding Principles
• Programs and services will:– Address the significant health needs of our diverse populations
– Maximize participation within the University community while supporting choice
– Support and encourage the achievement of realistic goals among the populations we serve
– Be data driven and cost-effective– Protect personal health information– Offer a variety of accessible options for individuals and departments to positively influence their health
– Promote a safe and healthy work environment through shared responsibility with faculty and staff
Current State
• U-M health risk level trends appear to be moving in the right direction
• Engagement in healthy behaviors & health risk reduction activities must be improved to achieve our goals
Health Risk Level By Year: 2009-20124-year cohort
Note: Differences between 2009 and 2012 are statistically significant for all variables (p < 0.05).
Top Health Risks2009 and 2012 Biometric Screening Results
Top Health Risks – Self ReportedPercentage at High Risk 2009-2012
Note: N=5108. Differences between 2009 and 2012 are statistically significant for all variables (p < 0.05).
2012 Self-reported Absenteeism by Risk Level
Note: N=5108.
Excess Costs Associated with Health Risk Levels for 2011 Benefit-enrolled Employees (N=33,805)
$3,992 $3,992 $3,992 $3,992
$251 $814
$1,684
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
0-2 Risks N=6,497 Non Participants N= 16,979 3-5 Risks N=8,828 6+ Risks N=1,501
Excess Cost
Base Cost
•Total annual medical and pharmacy costs of 33,805 employees = $148,924,965•Total base costs = $134,949,560 which is 90.6% of the total costs
•Total excess costs = $13,975,405 which is 9.4% of total costs
Healthcare Cost Trend-Adjusted for Age, Gender, Race and Job Class
Note: Costs for 2010 are statistically significantly different at p < 0.05.
2012 U-M Culture Survey
• ~ 2,500 faculty and staff responded to survey
• Assessed workplace environment and culture Findings:–Majority of staff are aware of an appreciative of wellness programs and services
–Employees perceive senior leaders as supportive, but confirm need for middle managers’ support
–Employees feel that inclusion of spouses/partners is important
–49.3% of employees feel work environment enables them to maintain good health (stress is an issue)
Culture Survey Comments and Root Causes Tied to Low Ratings
• Stress and burnout
• Time and Convenience
• Unhealthy foods and surroundings
• Inadequate facilities
• Lack of support and appreciation
• Cost of fitness center membership, programs and benefits
Stretch Break
MHealthy Services Integration
• Occupational Health Services– Work-related injury and illness care– Annual assessments, surveillance, immunizations & vaccinations
– Medical ergonomic services– Key partner in disability management and RTW
• Mental and Emotional Health Services– Faculty and Staff Assistance Program (FASAP) (Free, confidential short-term counseling and support)
– Understanding U website, on-line programs & resources– MThrive! – stress and energy management programs & activities
• Tobacco Consultation & Alcohol Management Services**Also open to patients and community memberswww.mhealthy.umich.edu
MHealthy Services (continued)
• Nutrition and Weight Management–MHealthy Weight Management Program*–Weight Watchers subsidy–Nutrition Consultations–Cooking Classes*
• Physical Activity–Exercise Classes*–Personal Training*–Personal Exercise Sessions
• Online health information, tools and resources
Also open to patients and community members
MHealthy Rewards
• Open to benefits-eligible faculty & staff
• Free, voluntary, and confidential
• Annual incentive program
• Program includes a health questionnaire, personal health report, and health coaching for those with certain health risks
• Recognition of departments with highest participation rates
MHealthy – What we are doing to change our environment
• Large-scale, free, fun programs–Active U–Chef Demos–Special Events (e.g. Mgames)
• Environmental Support–Healthy catering, dining, & vending options
–Ergo matching grants–Walking maps & fitness center discounts–Smoke-free campuses
Smoke-Free Environment
• No smoking or E-cigarettes allowedin UMHS buildings; parking lots or ramps (except inside personal vehicles); or on UMHS grounds within specified boundaries
• Free quit smoking programs foremployees & patients with referral
• Reduced cost for nicotine replacementtherapies through our benefits plan,including OTC products
• SFE Supervisor’s Enforcement Tool kit
Smoking is #1 reason for
avoidable illness or death
Activity
Key to Success
Supervisor
MHealthy Wellness
Coordinator
MHealthy Champion*
* and/or Wellness Committee
Highlights from UMHS Leadership Competency Model
Leaders…– Understand that health and safety of
patients, faculty, staff and students are at the heart of our work
– Support others in practicing healthy behaviors
– Model healthy behaviors– Encourage a healthy work/life balance for
themselves and their team– Foster norms that govern healthy
relationships– Put health, safety and quality foremost
Your Wellness Leadership Role
1. Share the Wellness Vision–Communicate the university’s vision of being a model community of health where people thrive
–Work with MHealthy to Appoint an MHealthy Champion or Wellness Committee
2. Serve as an Active Supporter–Participate in wellness activities–Support departmental initiatives–Support your employees in participating–Distribute info about MHealthy programs
Your Wellness Leadership Role
3. Create a Healthy Culture in Your Unit–Encourage active breaks–Offer healthy food options–Make space for a health education bulletin board
–Include “Wellness & Safety” on staff meeting agendas
–Support work & personal life balance
4. Reward Success–Celebrate and recognize wellness achievements
–Positively reinforce healthy behavior
Real-life Examples
• Cardiovascular Center– Organized CVC wellness committee and held 5K event– Continuing to plan wellness activities for employees
• Materiel Services– Nutrition tracking program for employees – Health education display board on unit– Monthly health topic handouts and giveaways
• Housing Department– 15 minutes of exercise at the start of shift
• 5 West Mott– Created relaxation area on unit with chair massages for employees: walking buddies
• Department of Pediatrics– Wellness Oriented Workplace (WOW): gave pedometers to employees and challenged them to 10K steps/day
Key to Success
Supervisor
MHealthy Wellness
Coordinator
MHealthy Champion*
* and/or Wellness Committee
MHealthy Wellness Coordinators can…
• Help assess your department’s wellness needs and interests
• Connect your employees to useful and relevant wellness resources
• Assist you in developing a strategy and structure to support wellness in the workplace
• Provide wellness programming tailored to the unique needs of your department
• Mentor MHealthy Champions in departments
Who is My Wellness Coordinator?
Wellness Coordinator Mentorship Groups
Lisa [email protected]
North Campus, Domino’s Farm, NCRC, East Medical, Turner, Traverwood, MI House, Plymouth, Canton, Livonia
Wendy [email protected]
Hospital Nursing/Patient Care units, KMS, Ypsilanti, Chelsea, Briarwood, Saline, Dexter, Spine, S. Industrial (Home Care, Home Med, Med Equip, MVC), CVC & Cancer Center (split w/ Colleen)
Sherri [email protected]
Flint, Brighton, Howell, and “roving” support to geographical regions that need additional assistance and an initial plan / jump start
Colleen [email protected]
Ann Arbor Central Campus, WoTo, Kellogg, Medical School, NCAC, CVC & Cancer Center (split with Wendy), Non-Nursing UH Groups
Craig [email protected]
Facilities & Operations, Dept. Public Safety, UH Material / Environmental Services (including Laundry) , Dearborn, Detroit
As of 3/27/13
Key to Success
Supervisor
MHealthy Wellness
Coordinator
MHealthy Champion*
* and/or Wellness Committee
MHealthy Champions/Committees
• Network of 350+ employees across the university who serve a two year term (with option to renew)
• Can tailor each message to their individual unit
• Raise awareness and motivate co-workers to participate
• Receive training and resources
• Work with their managers and/or wellness committee to:– Complete a workplace wellness checklist– Develop a plan for creating a healthy culture at the unit level
– Implement at least one goal from the plan
Benefits of having an MHealthy Champion
• Create a healthier workplace
• Identify opportunities to improve health and well-being in the workplace
• Have a chance for your work unit to be recognized for your efforts
Incentives for both the Champion and workplace are built into the program to recognize and honor efforts in supporting health and wellness.
Working Together for a Healthier U
• The University made a commitment to invest in MHealthy
• We need your commitment and support to achieve a high level of participation necessary to be successful
• We will help you with:–Communication tools and messages–Delivering programs in your departments –Creating a supportive environment, policies and appropriate incentives
MHealthy
Questions?
Web: www.MHealthy.umich.edu
Email us at: [email protected]
Call us at: 734-647-7888