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Judy Heinrich, EAP Regional Manager, MaryEllen Farrell, OPEIU Local 30

Kaiser Permanente

August 4, 2011

Partnership Perspectives for a Healthy Workforce

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Introduction to Kaiser Permanente

• Integrated health plan• Nonprofit, group practice prepayment program• Serves the health care needs of 8.8 million

members in nine states and the District of Columbia.

• 38 hospitals and 500 medical offices• Employees approximately 160,000 people

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Population Profile for SCALDemographics

YE 2010

# Employees 52,759

Average Age 43 yrs

% Female 78%

Average Tenure 9 yrs

Ethnicity:

Asian 28%

African American 13%

Hawaiian/Pacific Islander 1%

Latino 29%

Native American Indian 1%

White 29%

Other <1%

Population Risk Levels%

Baseline%

Current Change

Low (0-2 Risks)

Moderate (3-4 Risks)

High (5+ Risks)

Prevention Lifestyle Risk*YE

2009

Body Mass Index (BMI) 67.5%

Tobacco Use 9.2%

Cholesterol 38.2%

Blood Pressure 9.2%

PIH-Chronic Condition** YE 2009 %Cost KP BMk %Cost

Diabetes 6.7% 13.1% 7.2% 17.2%

Depression 9.7% 19.8% 6.3% 16.5%

Coronary Artery Disease 0.5% 1.5% 0.8% 3.2%

Heart Failure 0.3% 1.7% 0.5% 4.4%

Asthma 1.0% 1.9% 0.6% 1.2%

Back Pain 8.4% 8.4% 5.7% 5.4%

>2 major Chronic condition 3.2% 9.6% 2.6% 12.4%

1 major Chronic condition 18.3% 30.7% 15.7% 28.8%

Screening YE 2009 KP BMk

Breast Cancer 89.3% 88.2%

Cervical Screening 87.3% 86.3%

Colorectal Screening 71.1% 68.9%

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Health and Productivity is a Growing Concern for Employers

Top 3 Business Issues

Source: Two Roads Diverged: Hewitt’s Annual Health Care Survey, 2008

Profitability

Competitive Positioning

Managing Cost

2007

Competitive Positioning

Keeping employees healthyto improve productivity

Managing Cost

2008

More than one-fourth of large employers (29%) in Mercer’s 2008 survey report that workforce health is a core company value.

Once workforce health is embraced as a core value it influences decisions ranging from cafeteria food selections to benefit offerings.

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5

$96

$230

$355

$0

$50

$100

$150

$200

$250

$300

$350

$400

participated all years partcipated in some ofthe years

never participated

Cost

s pe

r yea

r

Source: Yen L., Schultz A. B., Schaefer, C., Bloomberg S., Edington D. W. (2010) "Long-term return on investment of an employee health enhancement program C.,at a Midwest utility company from 1999 to 2007", International Journal of Workplace Health Management, Vol. 3 Iss: 2, pp.79 - 96

Comprehensive Employer Health and Wellness Works

Cost Increases per Year by Participation Status in a Long term andComprehensive Health and Wellness Program(Lost work time, pharmacy and medical costs)

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How HWF Supports the KP Business Strategy

• Most Affordable• Decreased health care costs• Improved attendance• Improved productivity• Decreased injury and illness

• Best Quality/Best Service• Improved health outcomes for KP employees• Decreased absenteeism• Improved productivity• Improved recruitment/retention• Decreased injury and illness• Increase use of kp.org and online tools• Model employer group for customers

• Best Place to Work• Improved health/reduced risks• Increased involvement and engagement• Improved morale • Employees feeling valued and supported• Improved recruitment/retention• Increased job and life satisfaction

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Program Guiding Principles

• Comprehensive approach (something for everyone)

• Start where you are• Be the healthiest you can be• Support each other to stay healthy

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Healthy Workforce Strategy:The Seven Pillars of a Successful Health and Wellness Program*

to health and

wellness as a

strategic

imperative

COMMIT

senior

leadership

& senior

management

participation &

commitment

SECURE

and engage

HWF

Champions(i.e., build an

implementation

infrastructure)

IDENTIFY

needs and

deliver

interventions

and programs

based on that

assessment

ASSESS

Provide

reward and

recognition

REWARD

and evaluate

achievement

of goals and

impact of

interventions

MEASURE

Provide

customized

communications

to promote

awareness and

participation in

HWF programs

COMMUNICATE

*Based on:Wellness Council of America benchmarks for an effective employer based, health promotion program.Employer Health Asset Management: A Roadmap for Improving the Health of Your Employees and Your Organization, The Change Agent Work Group. 2009.Zero Trends: Health as a Serious Economic Strategy, Eddington, D. Health Management Research Center, University of Michigan, 2009.

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Program Goals Framework*

1. Awareness 2. Participation3. Satisfaction4. Behavior change5. Health outcomes6. Productivity

Adapted from: O’Donnell, M. P. Health Promotion in the Workplace, Delmar Thomson Learning, third edition, 2002.

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Partners in Health• Health Education• Sales and Marketing/HealthWorks• Occupational Health• Public Affairs• Community Benefit• Human Resources/EAP• Labor• Physicians• Administration

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What is the Labor Management Partnership

• The Labor Management Partnership is Kaiser Permanente and the Coalition of Kaiser Permanente Union's strategy for high performance. We use the Value Compass, which puts the member at the center of every decision, to guide efforts to improve service, the quality of care and eliminate waste that drives up costs. These achievements are created by unit-based teams that include frontline managers, workers and physicians working together to ensure each patient has the best possible experience. This team environment also makes KP a great place to work.

• How does it work?• Partnership brings frontline managers, workers and physicians together to

make full use of each individual's expertise. These different perspectives help to bring about solutions that address systemic issues. Frontline employees, who do the job every day, are able to offer innovative solutions to the problems at hand. Stewards and union team co-leads are evolving into work-unit leaders. Managers are moving away from directing work and into coaching and mentoring roles. Physicians are supported by all staff in providing high-quality, compassionate, patient-centered care. For members and patients, the entire care experience improves.

• Unit-based teams• As of 2010, all employees represented by a Coalition union are working with

managers and physicians in unit-based teams. A unit-based team, which includes all the members of a natural work group, focuses on improving performance in that area by finding efficiencies and better ways of doing day-to-day work. UBTs support regional business priorities.

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Unit Based Teams• Unit-based teams, negotiated as part of the 2005 National Agreement,

are the platform for performance improvement across Kaiser Permanente. A team includes all the participants in a natural work unit or department, including supervisors, union stewards and staff members, physicians, dentists and managers. The team supports the regional business strategy and goals for performance, service quality, efficiency and growth. Because teams increase consistency and standardization of treatment, they improve care.

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2012Continually enhance culture & environment

Expand health promotion and wellness offerings

Achieve national recognition

Healthy Workforce Timeline

Engage all employees

Raise health risk awareness

Population-based programs

Establish baseline metrics

Lay solid foundation for long-term success

2010Implement additional programs and services

Continue engagement efforts

Enhance metrics

2011

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Recent Honor

• NBGH Best Employers for Healthy Lifestyle Award Ceremony

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2011 Programs• Healthy cooking videos*• Healthy Eating tips*• Colorful Choices

• Employee Assistance Program• Meditation @ kp.org/listen*

Eat Well

MoveMore

HandleStress

Prevention

HealthyWorkplace

HealthyCommunities

Total Health

• Kpwalk.com• Thrive Across America• 30 Day Challenge

• KP.org• Flu vaccination

• Healthy Living Help Line*• SUCEED, Total Health Assessment*

• Healthy Meetings* • Farmers Markets• Healthy Picks• Drink to your Health

• KPCares.org• Community Giving• Beyond our Doors

*Learn more at kp.org/healthyworkforce

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HWF Engagement & ParticipationHealthy Living Program – Completed YE 2010

# Enrolled %

Sat Lev

Balance - % %

Breathe - % %

Nourish - % %

Relax - % %

Care for Your Health - % %

Pain Care - % %

Back Care - % %

Diabetes Care - % %

Overcoming Depression - % %

Overcoming Insomnia - % %

Total 4,297 8.48% -%

Telephonic Coaching

# Enrolled

# Finished

Sat Lev

Smoking %

Weight/ Healthy Eating %

Physical Activity %

Stress Management %

Total -

Workplace Culture***

’09%Fav

’10 %Fav

KP supports healthy/balanced life (Ppl Pulse) 83% 83%

Participation Rates - YE 2010

Campaign#

Enrolled Rate

Total Health Assessment** 13,565

26.77%

Thrive Across America** 7,925 14.5%

KP.org** 74.3%

EAP

YE2009

YE 2010

Total Services Utilization 7.8% 10.0%

Overall Client Satisfaction 4.4 4.5

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**

% % % % % % % % % % % % % % Count

ExerciseDocumenting exercise vitals

Days per w eekAge 18-64 74.0 74.8 80.1 85.8 68.4 72.0 64.0 75.9 80.0 67.2 85.4 79.6 48.1 73.8 43,902

Minutes per dayAge 18-64 68.6 67.7 74.2 73.1 54.0 58.1 55.1 63.8 69.5 55.4 71.7 63.7 40.8 62.9 43,902

Frequency of exerciseAge 18-64

0 Days per w eek 36.9 37.3 38.4 38.2 42.8 32.9 32.9 33.2 41.3 29.7 37.5 34.8 30.4 35.5 32,3881-4 Days per w eek 47.1 46.0 43.2 43.8 41.2 47.0 48.9 48.2 42.2 47.9 44.1 48.1 46.7 45.8 32,3885+ Days per w eek 15.9 16.7 18.4 18.0 16.0 20.2 18.3 18.5 16.5 22.5 18.4 17.1 22.9 18.8 32,388

Duration of exerciseAge 18-64

<30 Minutes per day 39.6 38.7 41.3 29.1 29.3 22.4 27.5 29.8 37.3 18.7 28.6 20.2 25.3 29.3 27,60030-59 Minutes per day 34.4 35.8 34.3 40.6 36.1 42.1 39.5 40.5 37.2 44.0 41.0 42.5 43.3 39.8 27,60060+ Minutes per day 26.0 25.5 24.4 30.3 34.6 35.5 33.0 29.7 25.5 37.3 30.5 37.3 31.4 30.9 27,600

150 Minutes per w eek or moreAge 18-64 34.4 32.3 33.9 40.1 42.9 44.8 41.8 39.9 35.5 49.7 40.0 45.0 45.2 40.6 27,480

* KP Employees as defined by Healthy Workforce KP Employer Account Structure** Count of SCAL KP Employees w ith off ice visits during the measurement period (denominator)

KPSC Employee’s Exercise Levels*(% meeting guideline of 150 minutes per week)

*Source: Medical office visit, vital signs (two validated questions by medical assistant). Report prepared by Department of Clinical Analysis.

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Moving More:Thrive Across America

• 7,981 registered for the program

– 16% registration rate– 20% program completion rate

• 53% increase in number of days per week exercise

– 3.2 days to 4.9 days• 31% increase in number of

minutes per day exercise– 20 minutes per day to 38 minutes

per day• 42% lost weight• 62% increased energy• 97% want to do it again!

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Promotion of Healthy Workforce via insidekp@ Southern California

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Healthy Workforce Website:Access to Programs, Resources and Tools

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Healthy Meeting Resources and Tools

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Healthy Eating Resources and Tools

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Healthy Cooking VideosAvailable at kp.org/healthyworkforce

• 6 episodes each accompanied by tip sheet with– Recipe– Shopping List– Tips and shortcuts– Nutrition Information