City & County of San Francisco Wellness Plan. Stephanie Fisher, MPH Wellness Manager, Health Service System

Transcription

1 City & County of San Francisco Wellness Plan Stephanie Fisher, MPH Wellness Manager, Health Service System

2 Wellness Plan Goals Improve the quality of life and overall well-being of City employees, retirees, and their families. Improve health outcomes through prevention, managing risk, and properly managing conditions. Help manage rising costs of healthcare, worker s compensation, and disability as one part of a comprehensive strategy to control costs, so employer-sponsored health benefits are financially sustainable in the long term.

3 Roles Mayor publicly support a culture of wellness in the workplace and encourage department-level support HSS drive City-wide program implementation, train Champions, support department programs DHR address City-wide policies, engage labor Department heads identify and support department Wellness Champions, support a culture of wellness at the department Champions drive employee engagement in City-wide and department programs, drive departmental programs

4 Well-being Liking what you do each day and being motivated to achieve your goals Having supportive relationships and love in your life Managing your economic life to reduce stress and increase security Liking where you live, feeling safe and having pride in your community Having good health and enough energy to get things done daily

5 A Plan for Well-being 1. Engaging leaders to support the plan. Building an infrastructure of support to launch the programs. 2. Motivating employees to participate. 3. Providing programs that will change behavior. 4. Using data, evaluation, and reporting to measure the impact and refine the strategy.

6 2014 Program Rollout

7 Motivation

8 City-wide Programs 2014 build infrastructure, assess the baseline Wellness Center wellness class resource list for departments Flu shot clinics Well-Being Assessment (WBA) 2015 emphasis on interventions and department-specific programming Daily Challenge (DC) Biometric screenings Review of wellness coaching by health plans Healthy holiday wellness challenge

9 Data, Evaluation, and Reporting Department head scorecard Baseline WBA Establish a data warehouse Department head scorecard results 2 nd year WBA comparison to 1 st year Establish a claims database; Start analysis from the claims database. Department Culture Survey Department Wellness Program Surveys Department head scorecard results Year-over-year WBA comparison Start reporting on claims, health outcomes, worker s comp, and leave; Analysis of past three years Department Culture Survey comparison Department Wellness Program Surveys

10 Appendix: Well-Being Assessment & Daily Challenge

11 Well-being Assessment (WBA) Gallup-Healthways launched the Well-Being Index in 2008 to provide a national measure of well-being The survey is administered to 1,000 people daily across the US Comparisons available from Gallup at the National, state, MSA (San Francisco/Oakland/Fremont), congressional district (San Francisco County, part of San Mateo County) levels

12 Well-being Assessment Well-being Assessment = Well-being Index + organizational culture section + behavioral, physical, and emotional health risks Does the workplace support wellness? Ability to get some exercise during the workday (taking short walks, going to the gym at lunch) Ease to eat fresh fruits, vegetables, and other low-fat foods while at work Is well-being or lack thereof impacting work performance? Missed work days due to physical or mental health Impact of health on ability to do work Satisfaction with work

13

14 Highlights from Gallup WBA Research Well-being is associated with lower healthcare costs Overall well-being had a direct relationship with seven out of seven healthcare use and cost measures: ER visits, hospital admissions, bed days, pharmaceutical costs, medical costs, and disability days and costs

15 WBA Rewards Provide a specific dollar amount to everyone who completes the WBA Expensive Sets expectation of receiving a reward annually If the reward isn t increased annually, participation will decrease Use the behavioral economic approach offered by ValHealth Increased participation at sustained or lower per employee costs Removes expectation of receiving a reward Increases promotion by word-of-mouth

16 WBA Rewards 1. Promote the WBA leading up to the contest 2. Run a 6-week contest 3. Each week winners are drawn 1 in 5 chance to win $20 1 in 100 chance to win $ Must have finished the assessment to be entered into the drawing 5. Can win multiple weeks

17