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					WASHINGTON WELLNESS WORKSITE DESIGNATION 2011

                                         Charter
                                           Revised 12/23/10


       Washington Worksite Wellness Designation Program
                             For State Work Organizations
{State Work Organizations (SWO) means state agencies and higher education institutions who are part of
PEBB and have > 50 employees}

Value Statement
Health of the workforce significantly impacts organizational performance
    Health related productivity loss can be measured using a validated tool
    Targeted interventions can measurably reduce health related productivity loss
Investing in the health of the workforce results in an employee population that:
    Is more functional when they are at work
    Is less likely to be absent
    Incurs less medical expense
    Is faster to return to work

Problem Statement
The health of the workforce is a major determinant of organizational performance. Workers who
experience poor health while at work are less functional. Studies show that the cost of lost
productivity may be several times greater than the direct medical costs. These studies also
demonstrate that the cost of employees who stay on the job while sick is higher than the losses
from absenteeism. 1

The ―loss of health-related productivity‖ across an employee population can be measured using a
validated productivity measurement tool.2 In a telephone survey of 29,000 working adults, the
American Productivity Audit calculated the total cost of lost productivity while on the job in the
United States to be more than $150 billion per year. 3 On-the-job productivity loss resulting from
depression and pain was roughly three times greater than the absence-related productivity loss
attributed to these conditions.4 A pilot study at The Dow Chemical Company found that lost
productivity on the job was 2.3 times larger than the combined cost of medical care and absence
for employees with chronic health condition.5

   Private corporations are beginning to focus on health-related productivity loss in addition
   to managing healthcare costs. The foundation for this new model is recognizing the link
   between health of the workforce and organizational performance—creating and
   sustaining a healthy work culture that reduces the burden of illness and enhances
   productivity.6 It begins with a leadership commitment to the health of employees that is
   integrated into the business strategy. The phrase that is often used to describe the strategy
   is ―investing in human capital.‖7

   The State is the largest employer in Washington, with over 140,000 employees in more
   than 95 agencies and Higher Education Institutions. It experiences workforce issues



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WASHINGTON WELLNESS WORKSITE DESIGNATION 2011

similar to the private sector: Increasing medical costs, a high burden of illness, an aging
workforce, and significant health-related lost productivity.

“Government must play a leadership role to promote prevention and wellness. I believe
Washington is especially well-suited to serve as a model by promoting healthy behavior
among our own employees and retirees. We not only improve the health of state
employees…., but also enhance their ability to serve state citizens.” Governor Christine
Gregoire.

Washington Wellness was established by an Executive Order of the Governor in 2006,
and then placed into statute by the legislature in 2007. Washington Wellness works with
the state work organizations to develop and sustain a healthy work culture that supports
and improves the health and productivity of the workforce. Washington Wellness is
physically located in the Division of Public Employee Benefits of the Health Care
Authority (HCA).

Currently, state work organization employers do not recognize that the health of the
workforce plays a major role in the organization‘s ability to meet its strategic objectives.
State work organizations are not aware of the evidence-based tools for measuring their
workforce health and its impact on organizational performance. Furthermore, assessment
standards to determine if a state work organization is providing a healthy work culture are
not in place. No statewide systematic guidance for state work organizations to build and
sustain a successful health and productivity management program exists. And finally,
there is little incentive for state work organizations to integrate a healthy work culture
into their business plan. Washington Wellness, through the Healthy Worksite Initiative, is
developing the public sector business case for the development a Healthy Work Culture
in all state work organizations.

The business case will be implemented as the ―Washington Wellness Worksite‖
designation program.

Vision
State work organizations that receive the Washington Wellness Worksite designation
have the required components in place to produce measurable improvement in the health
of their employee population. By June of 2013, we envision:
       A set of criteria to determine achievement of a Healthy Work Culture in a state
        work organization7 is developed and 50% of the 83 work organizations of 50 or
        more employees have achieved the criteria to become Washington Wellness
        Worksites OR are actively working towards the achievement of the criteria.
       Washington Wellness Worksite organizations demonstrate improved workforce
        health and organizational performance.
       The State, in its role as an employer, integrates the designation into its
        management and performance measurements for state agencies.
       The Public Employee Benefits Board (PEBB) understands the valuable role of
        state work organizations in improving and maintaining employee health and has



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WASHINGTON WELLNESS WORKSITE DESIGNATION 2011

       integrated appropriate work organization level reporting, behavior change tools,
       and incentives into the overall health benefit structure.
      Washington Wellness provides effective, centralized support and technical
       assistance to all state work organizations who are working on creating and
       maintaining a health work culture---from starting work on achieving the
       Washington Wellness Worksite criteria to becoming a Washington Wellness
       Worksite to the ongoing continuous improvement to maintain a healthy work
       culture.
      Employees use the supportive healthy work culture to make healthy choices and
       individual health improvements.
      The unions promote the Washington Wellness Worksite designation with their
       members and through contract negotiations.
      State work organizations receive a financial incentive from PEBB for achieving
       and maintaining a healthy work culture. These funds are used to support the
       organization‘s health and productivity management program.

Aim
The aim of the Washington Wellness Worksite (W3) program is to implement a set of
employer-specific criteria that when achieved lead to improved workforce health and
productivity, and a positive impact on the Public Employee Benefits‘ healthcare cost
trend.

Expected Outcomes
      Increased physical activity
      Improved eating habits
      Increased use of preventive and behavior change benefits
      Decreased tobacco use
      Increased workforce health-related productivity
      Positive impact on healthcare cost trend

Methods
Healthy Worksite Initiative July 2007 – September 2009
The legislature under Senate Bill 5930 directed Washington Wellness to test
interventions in agencies that would positively impact several clinical and behavioral
health risk factors. This project became known as the Healthy Worksite Initiative. Seven
agencies participated in testing a set of organizational changes that when adopted
provided a systematic approach to evidence-based support of employee health and
therefore, productivity. This systematic approach became the basis for a set of criteria for
state agencies and higher education institutions that when implemented will lead to
improved workforce health and productivity. For a complete report of this Initiative,
refer to this article, ..\..\Healthy Worksite Initiative\IHPM\Article\Published Article in
pdf\JHPV5N1_HWI.pdf.




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WASHINGTON WELLNESS WORKSITE DESIGNATION 2011

Development Phase November 2008 – August 2009
Based on discussion of spreading the approach developed by the Healthy Worksite
Initiative, the concept of an agency ‗healthy work culture‘ designation program came to
be. A designation program could be a catalyzing tool which defines the role that agencies
have in improving employee health and productivity in collaboration with HCA‘s
purchased health plan benefits. Washington Wellness convened an expert stakeholder
group to gather input on the conceptual framework and secured support from its senior
leaders and advisory committee. Over fifty people from agencies, union, and private
sector participated in developing the criteria for the seven categories in the framework.
The criteria was tested by five agencies and named the Washington Wellness Worksite
program.

Implementation Phase September 2009 – June 2013
The first application for Washington Wellness Worksite (W3) status was distributed to
state work organizations in October 2009. The criteria is rigorous and requires
approximately a year long plan to become a W3 site. State work organizations were
encouraged to use the criteria as an assessment of gaps that need to be addressed to
become a Washington Wellness Worksite. Six out of the seven Healthy Worksite
Initiative agencies did achieve the criteria and were designated in January 2009 along
with one other state agency. State work organizations who are working towards
designation are supported by Washington Wellness in two ways: through the Washington
Wellness Worksite Collaborative or as part of an In-Development group. The W3
Collaborative is a 15-month intensive training program funded in part by SB 5930. It
includes the testing of an employee health survey created by the University of
Washington to obtain workforce health data that can drive improvement of health and
performance programs within the organization. The In-Development group is made up of
state work organizations who are interested in independently pursuing designation. State
work organizations who have not yet committed to becoming designated continue to be
supported by Washington Wellness through the usual Wellness Coordinator support
network. Six of the designated agencies are participating in the improvement phase of the
Washington Wellness Worksite program. This group is piloting a health and productivity
management platform funded by SB5930 and are developing a set of improvement
criteria that will be required to maintain Washington Wellness Worksite status. This
project is called Washington Wellness Worksite Improvement (W3IP)

The SB 5930 demonstration project provides a solid framework for sustaining and
spreading the designation program to all state work organizations with greater than 50
employees. Upon completion of the SB 5930 demonstration project in June 2011,
Washington Wellness will continue to recruit, train, and provide technical assistance to
designated and pre-designated state work organizations to meet the 2013 goal. The
MyWashingtonWellness virtual community will be introduced early in 2011 which will
increase the effectiveness and efficiency in spreading best practices among state work
organizations. In addition, Washington Wellness will work to assure that state work
organizations continue to obtain data to guide workforce health improvement and
organizations are incentivized for maintaining W3 status.




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WASHINGTON WELLNESS WORKSITE DESIGNATION 2011


Milestones
July 2009 – First group of agencies test the Washington Wellness Worksite application.

September 2009 – HWI Outcomes Congress and end of HWI active period.

October 2009 – The first Washington Wellness Worksite application is released to 83
state work organizations.

January 2010 – Seven state work organizations achieve the Washington Wellness
Worksite designation.

March 2010 – W3 Collaborative and In-Development Program starts for 12 state work
organizations who are working towards the designation.

March 2010—W3IP agencies test a health and productivity management platform and
develop improvement measures for maintaining Washington Wellness Worksite status.

April 2010—Washington Wellness Worksite is launched at an in-person conference of
wellness coordinators, senior leaders, and PPM staff.

January 2011—W3 2011 applications are released to 83 state work organizations.

February 2011 – MyWashingtonWellness virtual community for state work organizations
wellness coordinators and team members is released.

June 2011—SB 5930 Demonstration Project is completed. This includes the HWI, W3
Collaborative, and W3 Improvement Project.

July 2011 – 2011 Washington Wellness Worksite applications are reviewed and up to
20% of state work organizations are approved for W3 status.

July 2011 – Population-based reporting on workforce health is significantly improved for
individual state work organizations through availability of the UW employee health
survey.

August 2011 – W3 Campaign Phase begins to recruit and train state work organizations
who are not yet designated.

September 2011 – State Work Organization in-person recruitment, training and kick-off
for 2012 W3 period (July 2011 through December 2012).

September 2011 – December 2012 – Ongoing recruitment, training, and technical
assistance for designated and pre-designated state work organizations.

March 2012 – State Work Organization in-person training.


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WASHINGTON WELLNESS WORKSITE DESIGNATION 2011


July 2012—State Work Organization financial incentive program for achieving and
maintaining W3 status is announced.

October 2012- 2013 W3 application is released.

December 2012 – 2012 W3 period ends.

January 2012—2013 applications are reviewed and approximately 30% of State Work
Organizations are designated. The application is released annually.

January 2013—2014 applications are reviewed and up to 40% of State Work
Organizations W3 status.

June 2013—W3 Campaign Phase completed.

References
1
  Goetzel RZ, Long SR, Ozminkowski RJ, Hawkins K, Wang S, Lynch W. Health, absence, disability,
and presenteeism cost estimates of certain physical and mental health conditions affecting U.S. employers.
J Occup Environ Med. 2004;46:398-412
2
  Mattke S, Balakrishnan A, Bergamo G, Newberry S. A Review of Methods to Measure Health-related
Productivity Loss. Am J Managed Care. 2007; 13:4:211-218.
3
  Stewart W, Ricci J, Chee E, Morganstein D. Lost productive work time costs from health conditions in
the United States: results from the American Productivity Audit. J Occup Environ Med. 2003 45:1234-46
4
  Stewart W, Ricci J, Chee E, Hahn S, Morganstein D. Cost of lost productive work time among US
workers with depression. JAMA 2003 Jun 18;289(23):3135-455.
5
  Don‘t know yet
6
  Hewitt Associates, LLC. Two Roads Diverged: Hewitt‘s Annual Healthcare Survey 2008.
www.hewitt.com p. 1 Executive Summary.
7
  Abbot RK, Priddy SE. Health—The Right Answer. Health and Productivity Management Newsletter.




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