Oregon Public Employee Benefits Board HERO Scorecard Results · 2020-06-27 · Oregon Public...

Oregon Public Employee Benefits BoardHERO Scorecard ResultsAugust 2019

Theresa Cross, MS RDNWellness Manager, OHA, Pubic Employees’ Benefit Board

Kay Zimmerli, CWPMSenior Workforce Health Consultant, Kaiser Permanente

In collaboration with: Steven Noeldner, Ph.D., M.S.Senior Consultant, Total Health Manager, Mercer

AGENDA

PEBB Wellness & HEM program evolution HERO Scorecard – Purpose & Insights What drives health behavior PEBB HERO Survey Results Trendline PEBB HERO Scorecard – Recommendations Culture of Health Priorities & Next Steps

2 | © 2019 Kaiser Foundation Health Plan, Inc. All rights reserved.August 16, 2019

UnhealthyBehaviors

HealthRisks

ChronicDisease

HealthCare

Costs

PEBB Wellness Programming Evolution PEBB continues to be at the forefront of maximizing health for its 41,000 employees through its patient-centered philosophy. PEBB's health

engagement strategy addresses key medical challenges: weight–management, tobacco use, and chronic conditions/metabolic risk factors. Assessments and engagement. Starting first with employees, the program has expanded and evolved over time. Covered family members

may now access resources and support (e.g., WW, tobacco cessation, diabetes prevention). Analyzing results via a custom employee survey report along with medical records data compiled by Kaiser Permanente, and claims data

prepared by Mercer, the state initially showed improvements in BP, cholesterol and weight loss, compared to baseline and Oregon general population data. Recent trends have seen fluctuating results and adjustments due to changes in testing methods.

Timeline– 2012: Health Engagement Model (HEM) launched. Composed of a health assessment – including measuring waist circumference

and participating in two health actions. Participants were also expected to work with their medical providers to address their individual risk factors. Those who elected not to participate, or did not fulfill the requirements, paid a monthly premium contribution surcharge. 71% HEM participation rate the first year. (Completed baseline HERO Assessment v3)

– 2013: HEM requirements modified; removed reporting requirement for health actions, added a more sophisticated medical plan design and a contribution discount (reward) for participation. (Completed HERO Assessment v3)

– 2014: PEBB added supports to address depression, alcohol and substance abuse, and added an exercise and gym reimbursement to sustain healthy behavior change.

– 2015: Governor’s Executive Order on State Agency Employee Wellness drafted.– 2016: HEM program Spousal/Significant Other participation sunsets due to changes in GINA guidelines. – 2017: Governor’s Executive Order signed, developing a pathway to create supportive workplace structures, policies, and system for

accountability and evaluation. State Wellness Manager appointed. Wellness Coordinating Council formed.– 2018: Agencies complete their first, two-year wellness strategic plans. HEM participation reaches 81%.– 2019: New Employee Wellness Survey launches, an evolution from a phone survey to a census recruitment of all state agency

employees (18,886 respondents, analysis underway). (Completed HERO Assessment v4.1)


The HERO Health & Well-being Best Practices Scorecard in Collaboration with Mercer©

Health Enhancement Research Organization (HERO): is a national non-profit that conducts high-quality workforce health research, focusing on the impact of workforce health on healthcare costs.

The HERO vision is to promote a culture of health and performance through employer leadership.

The Purpose of the Scorecard is to: checklist of health and well-being best practices

benchmarking against other organizations

evidence-based assessment of health management strategies


DRIVERS OF HEALTH

What affects employee health

Environmental and social

factors

Medical care

Family history and genetics

Personal behaviors

What drives behavior change

Awareness and education Motivation

Skills and tools

Strategic workplace supportPolicy and environment

20%

30%

10%

40%


Source: McGinnis et al, Health Affairs, 2002

Comparative Data/Section

6 | © 2019 Kaiser Foundation Health Plan, Inc. F All rights reserved.August 16, 2019

0 5 10 15 20 25 30 35

Measurement & Evaluation

Participation Strategies

Program Integration

Programs

Organizational & Cultural Support

Strategic Planning

National Average Large Employers > 5,000 Government OR PEBB

HERO ASSESSMENT version 4.1

SectionNationalAverage

Large Employers

>5000 EEGovt.

PEBB(Q2-2019)

1. Strategic Planning 10 12 9 92. Organizational & Cultural Support 23 24 22 203. Programs 21 27 21 294. Program Integration 5 6 5 55. Participation Strategies 22 28 20 336. Measurement & Evaluation 9 11 8 14Total Score 90 108 85 110

Benchmark report averages, Q2-2019 results

Points

Chart1

Measurement & EvaluationMeasurement & EvaluationMeasurement & EvaluationMeasurement & Evaluation

Participation StrategiesParticipation StrategiesParticipation StrategiesParticipation Strategies

Program IntegrationProgram IntegrationProgram IntegrationProgram Integration

ProgramsProgramsProgramsPrograms

Organizational & Cultural SupportOrganizational & Cultural SupportOrganizational & Cultural SupportOrganizational & Cultural Support

Strategic PlanningStrategic PlanningStrategic PlanningStrategic Planning

OR PEBB

Government

Large Employers > 5,000

National Average

14

8

11

9

33

20

28

22

5

5

6

5

29

21

27

21

20

22

24

23

9

9

12

10

Sheet1

HERO ASSESSMENT version 3

SectionPEBB 2013PEBB 2012National 13National 12Max Points% max

1. Strategic Planning751163.6%

2. Leadership Engagement15173345.5%

3. Program Level Mgmt17112277.3%

4. Programs40285671.4%

5. Engagement Methods43286764.2%

6. Measurement & Evaluation851172.7%

Total Score1309420065.0%

HERO ASSESSMENT version 4.1

SectionPEBB 2019National 2019Max Points% max

1. Strategic Planning9102045.0%

2. Organizational & Cultural Support20235040.0%

3. Programs29214072.5%

4. Program Integration551631.3%

5. Participation Strategies33225066.0%

6. Measurement & Evaluation1492458.3%

Total Score1109020055.0%

Version 3 vs Version 4; How it changed: Broadened the “Leadership Support” section (renamed “Organizational Support”). New questions on incentives and intrinsic reward strategies New questions on engagement strategies, mobile apps and devices, challenges, and socialnetworking strategies Updated questions on program design, including more detailed questions on lifestyle coaching New questions on program integration, including disability programs Expanded “Outcomes” section

Sheet2

OR PEBBNational Average

Strategic Planning910

Organizational & Cultural Support2023

Programs2921

Program Integration55

Participation Strategies3322

Measurement & Evaluation149




Programs2921



Sheet3

National AverageGovernmentLarge Employers > 5,000OR PEBB




Programs21212729



Sheet3

OR PEBB

Government


Sheet4

OR PEBB

Government


National Average

National Average

Government


OR PEBB

Section 1: Strategic Planning0.45

Section 2: Organizational & Cultural Support0.4

Section 3: Programs0.725

Section 4: Program Integration0.3125

Section 5: Participation Strategies0.66

Section 6: Measurement & Evaluation0.58

HERO SCORECARD SURVEY RESULTS & RECOMMENDATIONS

Oregon Public Employee Benefit Board


Stoplight guides

keep

it up

build

on th

is

need

s atte

ntion

RecommendationsKey Focus Areas


keep

it up

Programs

Participation Strategies

build

on th

isMeasurement & Evaluation

Strategic Planning

need

s atte

ntion

Organizational & Cultural Support

Program Integration

Legend >60% 45-60%

Keep it Up – 72.5%Programs: assesses specific health management programs offered through a health plan or specialty vendor, or via internal resources.

Continue Doing:– Lifestyle management and behavior change support programs

e.g. weight management, physical activity, social connections, financial, stress, mental and emotional health

– Strengthen awareness and program promotions emphasis on well-being

Consider Developing:– Create Biometric Know Your Numbers (screening awareness) campaign.– Promote social connections

e.g. organized volunteer activities, peer challenges/support


Keep

it u

p

Keep it Up – 66%Participation Strategies: strategies aimed at encouraging members to participate and to become more engaged in their well-being.

Continue Doing:– Evaluating/evolving HEM program– Maintain reward/surcharge strategies

Consider Developing:– Branding wellness-related communications– Targeted communications & action plans

board, union leaders, agency business managers, wellness champions talking points for mid level managers and front line staff

– Increase frequency of employee communications templated communications for agencies


Keep

it u

p

Build on This – 58.3%Measurement & Evaluation: methods for assessing PEBB’s health and well-being programs.

Continue Doing:– Monitoring physical health risk data– Monitoring healthcare utilization & cost data– Tracking program participation data

Consider Developing:– Share results. Include performance data, goals, and progress

i.e. PEBB board, PMAC, PEBB covered entities, business reps or stewards– Develop reporting dashboard

Increase reporting frequency Expand access to reports (e.g. Wellness Council, Entities, Employees)

– Evaluate opportunities to include spouses


Build

on

this

Build on This – 45%Strategic Planning: process of defining strategy or direction, and making decisions on allocating resources.

Continue Doing:– Using HERO Scorecard results for strategic planning.– Using medical & pharmacy data (disability data when available).

Consider Developing:– Create formal PEBB strategic plan for your health and well-being program.

Involve key stakeholders (planning and execution) Include measurable objectives (short and long term) Develop tactical roadmap

– Leverage PEBB annual survey/feedback– Connect agency-level organizational goals – Integrate employee retention & absentee data (DAS dashboard?).


Build

on

this

Needs Attention – 40%Organizational & Cultural Support: create a culture of health, including leadership support. “Culture” = key values, assumptions, understandings, and norms.

Continue Doing:– Expand employee wellness champions and ambassadors access to resources– Acknowledge & share best practices

Consider Developing :– Strengthen leadership support and participation

training opportunities Institute policies and practices

– Strengthen built environment resources & processes Stress and emotional health Built environment Worksite food options Integrate physical activity breaks


Need

s at

tent

ion

Needs Attention – 31.3%

Program Integration: the degree to which PEBB’s health and well-being programs are integrated with each other.

Continue Doing:– Including safety & injury-prevention elements – Evaluating carrier and vendor hand off policies

(e.g. Diabetes Sustainable Relationships for Community Health/SRCH project initiated).

Consider Developing :– Explore health outcomes and chronic conditions processes (apply SRCH model?)– Referral process flows and tracking – Integrate safety and disability data to better align & integrate programs – Aspirational:

Create a consolidated wellness portal/platform


Need

s at

tent

ion

“Daring leaders work to make sure people can be themselves and feel a sense of belonging.”

Brené Brown, PhD MSWAuthor of Dare to Lead and Daring Greatly

Creating a Culture of HealthPriority Action Steps for PEBB

Wellness: what’s on the horizon?

– Diabetes Prevention (SRCH project)

– Takeaways from HERO Assessment

– 2020 HEM renewal– Employee Wellness Survey– PMAC well-being

explorations

Oregon Public Employee Benefits Board�HERO Scorecard Results�August 2019AGENDAPEBB Wellness Programming EvolutionThe HERO Health & Well-being Best Practices Scorecard in Collaboration with Mercer©Slide Number 5Comparative Data/SectionHERO SCORECARD SURVEY �RESULTS & recommendationsRecommendations�Key Focus AreasKeep it Up – 72.5%�Programs: assesses specific health management programs offered through a health plan or specialty vendor, or via internal resources.�Keep it Up – 66%�Participation Strategies: strategies aimed at encouraging members to participate and to become more engaged in their well-being.�Build on This – 58.3%�Measurement & Evaluation: methods for assessing PEBB’s health and well-being programs.�Build on This – 45%�Strategic Planning: process of defining strategy or direction, and making decisions on allocating resources.Needs Attention – 40%�Organizational & Cultural Support: create a culture of health, including leadership support. “Culture” = key values, assumptions, understandings, and norms.�Needs Attention – 31.3%��Program Integration: the degree to which PEBB’s health and well-being programs are integrated with each other.Creating a Culture of Health�Priority Action Steps for PEBB

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