Well Care Health Plans Inc Health Connections Model

Well. Care Health Plans, Inc. Health. Connections Model Diversity & Inclusion / Workforce Innovation As of October 2015 Background Conceptual Design Workforce diversity is a business imperative. By undertaking measures to foster an inclusive environment, Well. Care actively reflects the communities in which it operates and populations for which it provides services. The overarching goals of Well. Care’s award-winning Diversity & Inclusion (D&I) Program are to: c) Establish a network of cultural brokers within the company and our communities. Program Elements In support of a broader D&I program, Well. Care embarked on a workforce innovation initiative in 2013. Well. Care’s Workforce Innovation program focuses on four key complementary elements: 1. Job Description – identifying opportunities to quickly adjust for special accommodations to enable participation in workforce incentive programs. 2. Incentive Programs – participating in programs like Ticket to Work, Welfare to Work and others. 3. Recruiting – evaluating all recruiting methods and creating opportunities to recruit more diverse pool of candidates. 4. Onboarding – incorporating D&I principles and communications methods into onboarding for new associates including diverse employees. 2016 Strategic Plan Based on the assessment data, Well. Care created 2 pilots which have now grown and become standard operations within the company. The two pilots created a strong foundation on which to expand the workforce innovation program as well as the impact of the D&I principles overall. With this in mind, Well. Care plans to: Comm. Unity Liaison Program – Well. Care created a position to research and catalogue available social services across the United States. This team is hired through Workforce Innovation programs like Ticket to Work, etc. a) strengthen Well. Care’s interconnectivity with our ethnically diverse communities; b) Improve the representation of cultures and ethnicities among our workforce; 2014 / 2015 Outcomes Methods To achieve the overarching goal, Well. Care embarked in late 2013 with a goal to fully integrate D&I principles into all parts of the organization. Using a four-phased approach, Well. Care researched, developed, deployed and evaluated the use of D&I in its Health. Connections Model using both qualitative and quantitative methods and created a roadmap to full integration: Level I – Compliance Level II – Beyond Compliance Level III – The Business Case • Started with 6 associates in 2014. • Total Comm. Unity Liaison team grew to 35 people with 75% moving to full time employment. • Three student interns hired in partnership with local Big Brothers Big Sisters. • Comm. Unity Liaison team represents the most demographically diverse workforce in the entire company. • Social Service Database • Level IV – Integrated Diversity Level V – Employer of Choice (Diversity at Work, Wilson) Well. Care assessed the culture and its readiness to adopt a comprehensive Diversity & Inclusion program including a workforce innovation component. The assessment included: organizational culture, climate, vulnerability and workforce gaps as well as turnover, workforce conflict, associate opinion scores and associate complaints. A total voluntary retention rate of 100% with a 99% associate satisfaction. Researched and Catalogued 110, 000 community-based resources (programs and services) including 1, 200+ employment-related resources. Comm. Unity Assistance Line • Launched social service resource line for members, their families and the community-at-large to find access community-based programs and services manned by the Comm. Unity Liaisons. • Referred more than 3, 800 people to more than 16, 000 social services across 48 states. Expand Social Service Utilization Support • Automate the application and referral process with participating social service providers. • Increase call center availability with corresponding social service electronic health record tracking in 16 states. Expand Peer-Support Concept • Transition 100% of eligible workforce innovation associates into full time positions. • Advocate for greater participation in workforce incentive and innovation programs. • Create / Leverage more community-based peer support programs including Mental Health / Substance Abuse programs. Where do we go from here? Well. Care formed The Comm. Unity Commitment, an alliance of civic and community leaders who reviews data from Well. Care’s Health. Connections Model, coupled with community health data, to identify policy, planning and advocacy opportunities in support of America’s Social Safety Net.