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Tipping the Balance of Healthcare Costs with an Outcome Based Institutional Wellness Program

The College of St Scholastica Institutional Wellness Plan
by

Julie Zaruba Fountaine

on 8 August 2013

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Transcript of Tipping the Balance of Healthcare Costs with an Outcome Based Institutional Wellness Program

Three Significant Benefits

Better preparation of graduates
A healthier campus community
Indirect cost savings from a healthier campus

Rotate
axis
to change the balance
Current State
Cor et Anima
"To whom much has been given much will be required." (Luke 12:48)
Tipping the Balance of Healthcare Costs with an Outcomes Based Institutional Wellness Program

Risk Factors
CSS Data

Lifestyle Matters:
Financial Impact
Best Practices and Wellness Initiative Strategic Planning
Vision Statement:
Faculty and staff at The College of St. Scholastica are actively engaged in a lifestyle of holistic health and wellness
Program Design and Institutional Wellness
One Minute of Motion
Agenda
Introductions:
Name,
Role,
Tell me about a time you felt this organization what at its best?
Also, tell me about a time when you were at your best within the organization?

Campus Wellness as a National Movement
Current State
Brief Review
Why Wellness?
Best Practices/Strategic Planning
Program Design
Next Steps




Employers will be particularly impacted as they provide medical benefits for employees and absorb the costs of absenteeism and of long- and short-term disability claims.




The Big Picture
Campus Wellness as a National Movement
Respect
Presented by Julie Zaruba Fountaine
Overweight/Obese
64.2% men ; 58.4% women
Stress
13.3% report unhealthy stress
Poor Food Choices
48.1% do not meet guidelines
Tobacco exposure and usage
7.7% smoke; 9.9% exposed
Lack of Physical Activity
35.6% do not meet guidelines
Mission Statement
In accordance with the Benedictine Wisdom Tradition, The College of St. Scholastica’s wellness program mission is to establish and maintain a workplace culture which promotes and supports the holistic health and well being of our employees.
Why Wellness at CSS?
Employees Desire Support
Love of Learning
Community
"ROI on average is four-to-one dollar return"
Hospitality
Stewardship
Underweight(BMI < 18.5)1.70%
Healthy Weight (BMI 18.5 to <25)38.20%
Overweight (BMI 25-<30) 34.8%
Obese (BMI >30) 25.7%
Overweight or Obese 55.0%
Overweight or Obese National Average 64%
Weight Category based on Body Mass Index


Readiness to Change

In addition to
medical management,
making healthy
lifestyle changes CAN
help control risk factors.
Diabetes and Heart disease risk status
Currently have Disease 6.00%
High Risk 27.90%
Moderate Risk 30.00%
Low Risk36.10%

Pre-hypertension: 28.30%
Hypertension Stage 1 5.20%
Hypertension Stage 2 0.90%
Don't Know 21.50%

CSS MEDICAL PLAN REVIEW DEC 2012
HP Benchmark based on their commercial book of business.

Based on Paid Claims 01/01/2012 through 12/31/2012

PRESCRIPTION DRUG SUMMARY
CUPA Survey

* Source: Kaiser Family Foundation and Health Research & Educational Trust, 2011
** Source: 2011 CUPA HR Benefits Survey


CSS 2013 Rates

Single: $7,896
S + 1 : $15,876
Family: $23,784

Note: The rates represented in the chart are two tier equivalents of the above three tier rates

Single and Family coverage, 2006-2011

AVERAGE ANNUAL PREMIUMS

Source: Mercer’s National Survey of Employer-Sponsored Health Plans, 2011

2011 Survey of Employer-Sponsored Health

AVERAGE ANNUAL HEALTH BENEFIT COST PER EE

Meaningful Impact Means Changing the Culture


The process begins with the President setting forth a clear vision and strategy for employee health and well being

WHY CULTURE COUNTS

CULTURAL FRAMEWORK

HEALTH SUPPORTING?
To support those making changes
To support maintenance
To encourage those considering change
To attract healthy, productive new hires
To retain talent
Change is difficult for most people

CULTURE CHANGE
IS NECESSARY

CHANGING CULTURE


How does an employee know that health and
wellness is important to their employer?

Discussion Question…
CREATING A CULTURE OF HEALTH

Next Steps
COMMUNICATE
Active participation
Endorsement
Define & articulate:
Mission, vision & goals
Driving other leaders
Allocate resources

DEMONSTRATED SUPPORT

MANAGERS & SUPERVISORS
Source: 2008 Willis HRH Health & Productivity Survey

LEADERSHIP – KEY SUCCESS FACTOR
Source: 2008 Willis HRH Health & Productivity Survey

MANAGEMENT SUPPORT
Institutional Wellness

Goal 1: Gain and demonstrate leadership support.

Goal 2: Redefine the charge of the faculty/staff wellness committee.
Goal 3: Determine and develop wellness
programs, services and policies.
Goal 4: Establish partnerships with other community
organizations and co-sponsor wellness events.
Goal 5: Develop a comprehensive communication
plan related to wellness initiatives.
Here is what we need
Implement: Wellness Policies
Integrate Wellness into Annual Review as a Core Competency
New Employee Orientation
Rituals
Allocate resources
"(Wellness is a ) Reaffirmation of our 100 year history of importance placed on mind body, and soul.” --Sr. Mary Rochefort
Determine what type of culture is wanted/needed to support health

Look at current strengths and weaknesses

Assess incongruencies: the difference between stated values and how things really get done

Close the gap


Discussion Question:
What type of culture do you want for the College of St. Scholastica?
Discussion Question: What factors can create a culture of health?
Leadership support
Environment and policy
Norms and touch points
Communication and recognition
Factors that can create a culture of Health
Training & information
Communicate
Encourage participation
Actively participate
Lead by example
Report program progress

Discussion Question: How can you support managers and supervisors in the fulfilling the mission of health and wellness?
Hospitality
Stewardship
Love of Learning
Respect
Community
DISCUSSION QUESTION: What do you think the benefits of implementing a campus wide wellness initiative are?
Discussion Question: How healthy are CSS employees compared to the national or state statistics?
Discussion Question: Do you think employees at CSS want to change?

NEARLY ONE IN FOUR WORKERS WILL BE OVER THE AGE OF 55 BY 2016.
Why? Mainly because Americans are working longer.


Public support
Thank you.
Copyright © 2011 Lippincott Williams & Wilkins.
Source: Wright, Beard, Edington, JOEM 44(12): 1126-1134, 2002

IMPACT ON COST MEASURES
Momentum, Despite Economy
Reduce and contain health care costs
Attract and retain talented employees
Improve engagement and morale
Training: How, What, Why
Full transcript