WORKPLACE WELLNESS Implementing Programs to Improve the Health

WORKPLACE WELLNESS Implementing Programs to Improve the Health of Your Organization Nicole B. Stec, MBA, CSCS City of Mesa

Workplace Wellness Why Wellness? The Business Case for Wellness Benchmarks for Success City of Mesa Resources & Toolkits

Employee Wellness Programs The most successful programs have six essential pillars: 1. Engaged leadership at multiple levels 2. Strategic alignment with the company’s identity and aspirations 3. A design that is broad in scope and high in relevance and quality 4. Broad accessibility 5. Internal and external partnerships 6. Effective communications • Companies in a variety of industries have included all six pillars in their employee wellness programs and have reaped big rewards in the form of lower health care costs, greater productivity, and higher morale. • Employee wellness programs have often been viewed as a nice extra, not a strategic imperative; however, the data shows otherwise. • The ROI on comprehensive, well-run employee wellness programs can be as high as 6 to 1. 1 1 Harvard Business Review, What’s the Hard Return on Employee Wellness Programs, 2010

What are Worksite Wellness Programs? Two Categories • Participatory • Health-contingent/Outcome-based Activities • Biometric Screenings • Health Risk Assessments Employer-based • Focus on improving health of employees, decrease medical spend Notable Changes with PPACA • Employee Rewards increased to 30% and up to 50% (in some cases) • Effective: January 1, 2014

Benchmarks for Success 1. Make the Business Case for a Wellness Program ü Collect and Analyze Data 2. Capture CEO Support 3. Create a Wellness Team 4. Create a Supportive Environment 5. Implementation 6. Choose Appropriate Interventions 7. Evaluate Outcomes 2 2 WELCOA, WELCOA’s Seven Benchmarks, 2016

1. Make the Business Case City of Mesa’s Employee Body Mass Index Normal Weight Overweight (BMI 18. 5 to 24. 9) (BMI 25 to 29. 9) 950 1520 Obese (Class I) (BMI 30 to 34. 9) 760 Obese Extremely Obese (BMI 35 to 39. 9 ) (BMI 40 or more) (Class II) 380 (Class III) 190 Category numbers were derived from the CDC’s BMI workforce calculator based on inputted age, gender, industry and state. *Does not reflect our dependents. 1 Centers for Disease Control and Prevention, CDC Lean Works! - Workforce Assessment Tool 6

City of Mesa’s Projected Chronic Disease # of City of Mesa Employees 950 1520 760 380 190

Economic Costs of Obesity to Self-Insured Employers • • • 2007 Duke University Study 6. 8 times the medical costs 2 times as many workers compensation claims 13 times more days lost attributed to illness and injury Lost productivity due to restricted activity Spend 77% more on medication 8

Economic Costs of Chronic Disease City of Mesa’s Cardiovascular Disease The expected lifetime costs of cardiovascular disease (including coronary heart disease, heart attack, and stroke ) increases by: • 20% with mild obesity (BMI 30 to 34. 9) • 50% with moderate obesity (35 to 39. 9) • 200% with severe obesity (BMI>40) Strong correlation between diet, cardiac disease, obesity and diabetes. City of Mesa Diabetes City of Mesa Obesity-Related Expenditures 1 (n= 3800) $ 30, 500, 000 $ 25, 500, 000 $ 20, 500, 000 City of Mesa $ 15, 500, 000 National Average $ 10, 500, 000 $ 500, 000 Quarterly Annually 5+ years 1 Healthy Business Group Cost Calculator 10+ years Approximately 213 employees Diet and exercise that achieves a 5 -7% weight loss reduces diabetes incidences by 58% Diabetes at Work, a CDC related website 9

2. Capture CEO (City Manager) Support Commitment from executive management in: • Evolving the worksite to support wellness activities • Recognizing the value of employer-based worksite wellness initiatives • Strategic alignment with the organization’s identity and aspirations • Allocating resources to develop and sustain a worksite wellness program that was broad in scope and high relevance • Developing incentives to encourage participation from employees (accessible, inclusive and cost conscious) • Ongoing awareness of the evolving needs of employees • Leverages internal and external partnerships Involved leadership a prerequisite for success!

Why is it important to remain focused on Wellness? City of Mesa’s internal healthcare expenses are continuing to increase annually…unsustainable costs necessitated strategic action Obesity and chronic disease drives up costs—medical costs, absenteeism costs, disability, workers compensation and presenteeism costs If not, who else? ◦ Workers spend much of their lives at work; therefore, the setting has a significant impact on employee attitudes, behaviors and weight ◦ Those employee experiences and learned behaviors are passed to their dependents ◦ Dependents add to the cost equation both tangibly and intangibly Reduces employee turnover and improves morale

Employee Health and Wellness – City of Mesa Employee Health & Wellness Manager – Nicole Stec, MBA, CSCS Objective: ◦ ◦ Improve overall wellness of City of Mesa employees Lead the way to healthy lifestyles Increase productivity Reduce medical costs and prevent chronic disease

3. Create a Cohesive Wellness Team Establish a workgroup with representatives (“Champions”) from departments in your organization • Examples: Administration, Human Resources, Facilities, Operations Roles of Wellness Champions • Contribute to and oversee development of your organization’s Wellness Program • Provide guidance and leadership • Communicate the wellness activities, events and messages to staff • Be a “Champion” for healthy living in your organization!

City of Mesa Wellness Committee • Established the workgroup in January 2016 • Led by Employee Health & Wellness Manager • Fire and Police Departments • Parks & Recreation, Benefits, Safety • Transportation, Energy, Engineering, Environmental Management, Information Technology Goal: To improve the quality of life of our employees and families by building a culture of health through education, motivation and engagement of all employees and their families to participate in maintaining a healthy lifestyle.

4. Create a Supportive Environment • Cafeteria, Kitchens & Vending • • Provide healthy options Food demonstrations Fit. Pick Program Supportive Tools & Marketing • Policies • • Smoke-Free Workplace Healthy Meetings Handbook Lactation Support Rooms Wellness Walls/Corners

4. Create a Supportive Environment • Shared Wellness Vision • Example of a Vision or Mission Statement: Dedicated to providing a supportive environment for employees, their families and the community to improve their health and well-being. • Serve as Role Models • • • Participation is key and support Align Cultural Touch Points • Policies • Negative feedback • Identify areas of improvement • Empower employees • New Employee: Orientation Monitor & Celebrate Success • Ongoing attention and recognition

5. Implementation: Wellness Program Design PHASE I: Preparation Resources December 2015– March 2016 ◦ Assess Environment ◦ Develop Program ◦ Establish Partnerships ◦ Build Communication Plan ◦ Acquire Equipment & Materials ◦ Transform City of Mesa Environment • Employee Health & Wellness Manager • Wellness Committee • Wellness Center Providers • Inside. Mesa, Wellness Website KPIs • Establish a Program Timeline • Branding and Materials • Contact with Community Partners • Equipment and material needs established • Collaboration IT on website adjustments • Wellness Survey (Dec 2015 & Mar 2016)

City of Mesa Wellness Program Introduced January 2016 Program Goal: To improve the quality of life of our employees and families by building a culture of health through education, motivation and engagement of all employees and their families to participate in maintaining a healthy lifestyle. Target Areas 1. Nutrition 2. Fitness Promotion 3. Weight management

City of Mesa Wellness Program Open to all employees, separate from the Health & Wellness Center Several opportunities open to City of Mesa family members Holistic focus on 8 dimensions Program includes: • Diabetes & Tobacco Cessation Programs • Healthy Living Workshops • Health Assessments and Coaching

6. Choose Appropriate Interventions Program Offerings • Challenges • Clubs & Sports Teams • Educational Seminars • Events: Health Fairs, Screenings, Food Demonstrations • Fitness Partnerships & Classes • Online Wellness Platform • Newsletters • Wellness Tips & Recipes • Wellness Assessments & Coaching

City of Mesa Wellness Initiatives Health & Wellness Center Healthy Living CDSMP classes Nutrition Classes Employee Interest & Climate Survey Healthy Arizona Worksite Recognition Healthy. Wage Team Challenge Fit. Pick Vending Newsletters, Live. Well Mesa

7. Evaluate Outcomes LONG TERM SHORT TERM • Participation • Changes in biometric measures • Satisfaction Levels • Reduction in health risk factors • Productivity • Return on Investment • A healthier and happier organization • Quarterly Surveys assessing behaviors and cultural climate • Testimonials • Physical Environment Changes

City of Mesa Climate Survey December 2015 March 2016 June 2016 Healthy Level of Physical Activity 39. 7% 44. 5% 34. 6% Healthy Eating Habits 28. 9% 35. 7% 43. 1% Stress Management 40. 6% 49. 2% 50. 0% Overall Population with Healthy Behaviors 36. 4% 43. 1% 42. 7% Supportive Work Environment 38. 9% 44. 1% 46. 8% Leadership’s Value of Wellness 49. 5% 52. 1% 54. 8%

How Do I Get Started? q. Get Top Management Support q. Create a Team q. Determine health needs of your organization q. Create an Operating Plan q. Evaluate Outcomes

Resources & Toolkits • CDC Wellness at Work: http: //www. cdc. gov/features/workingwellness/ • Healthy Arizona Worksite Program (HAWP): http: //healthyazworksites. org/ • WELCOA: https: //www. welcoa. org/services/build/welcoas-sevenbenchmarks/ • Minnesota Department of Health Worksite Wellness Toolkit: http: //www. health. state. mn. us/healthreform/ship/implementation/w orksite/apprps 4 toolkit. pdf • Wisconsin Department of Health Services Worksite Toolkit: https: //www. dhs. wisconsin. gov/physical-activity/worksite/kit. htm

Questions? Nicole B. Stec City of Mesa Employee Health and Wellness Manager Nicole. stec@mesaaz. gov (480) 644 -2573

Back Slides

3. Create a Cohesive Wellness Team Wellness Committees Establishing, supporting and maintaining a wellness committee provides opportunities for all employees to: ◦ Create a healthy worksite ◦ Foster collaboration and partnerships ◦ Establish healthy lines of communication between staff, supervisors and top management Formally meet and plan activities to promote good health Promotes participation, advocates for worksite policies and environments that support improved health

5. Implementation: Wellness Program Design 2 ND PHASE: INVOLVEMENT d. V are tl Ou ve siti • Employee Health and Wellness Manager, Wellness Committee • Wellness Center • Wellness Digital Platform • Employee Benefits Trust KPIs • Diabetes Education: Complete four sessions with 75 attendees • CDSMP Classes: Complete three sessions with at least 10 participants • Health Coaching: Conduct at least 150 sessions • Fitness Partners: Establish 1 -2 partners • Interactive Challenge: Capture at least 380 • Health Fair HRA & Biometrics: Complete 570 assessments k Cultural Climate oo Sh Po isio n April – December 2016 ◦ Diabetes Education Classes ◦ CDSMP Classes ◦ Health Coaching ◦ Interactive Challenge ◦ Establish Fitness Partnerships ◦ Host October Health Fair Resources Sense of Community 29

5. Implementation: Wellness Program Design Resources 3 RD & 4 TH PHASES: INTEGRATION & SUSTAINMENT • ◦ ◦ Employee Health and Wellness Manager, Wellness Committee Monthly & Quarterly activities/events • Wellness Center Continued engagement • Wellness Digital Platform, Inside. Mesa, Wellness Website Incentive Program • Budget for incentive program Achievement KPIs • Increased staff awareness of Wellness Program and Wellness Center • Establish Incentive Rewards Program • Meet criteria for HAWP Gold Level • Apply for AHA Fit-Friendly Worksite Gold Level Award • Positive changes in biometric measures seen from 2016 to 2017 HRA and screening 30

What is Wellness? Definition: Wellness is an active process through which people become aware of, and make choices toward, a more successful existence. 1 1 National Wellness Institute

Examples of Wellness

Workplace Wellness Committee Establishing, supporting and maintaining a wellness committee provides opportunities for all employees to: ◦ Create a healthy worksite ◦ Foster collaboration and partnerships ◦ Establish healthy lines of communication between staff, supervisors and top management Definition: ◦ Team of employees who formally meet and plan activities to promote good health for themselves and fellow coworkers ◦ Represents employees from all organizational levels ◦ Creates and maintains open lines of communication between committee and employees ◦ Promotes participation, advocates for worksite policies and environments that support improved health ◦ Serves as a leader/champion for wellness activities at the worksite