Worksite Health and its implications in public health
Transcript of Worksite Health and its implications in public health
8/8/2019 Worksite Health and its implications in public health
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Joy Dixon
11/24/10
Workplace Health and itsimplications in public health
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Focus on Worksite health promotion
Target population ± Big Bend area employers
- Resources to provide adequate services and support to employees
± Community members
± Influence local and state employers to provide services
± Can pressure policymakers to advocate modifications in company policy
Subject and population of Interest
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Worksite Health is health promotion designed to enable
working people to develop good health and good health-
related behaviors (Thomsson & Menckel, 1997).
Often ignored in the presence of other public health concerns
(i.e. diabetes, HIV/AIDS, etc).
Affect community as nearly one-half of U.S. households
contain working adults.
Problem StatementDefinition and Affected population
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Extends beyond employee
Initiatives can positively affect families of participatingemployees by emphasizing better health habits.
Studies by the University of Michigan and Johnson & Johnson
show that employers can save : $269 a year for every employee who progresses from couch potato to fitness enthusiast;
$1,200 a year on employees who reduce their cholesterol levels from 240 milligrams to190 milligrams, and
$177 a year for every employee who goes from obesity (more than 30 pounds
overweight) to a healthy weight.
Problem Statement cont.Issue significance
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Health Promotion success stories
COMPANY PROGRAM MONEY SAVED
State-of-the-
art health
clubs
$282.00 for each
employee enrolled
Health risk
appraisals
promoting life
style changes
$3.6 million dollars
per year
Health risk
appraisals
promoting life
stype changes
$20 million dollars
over ten years(estimated)
Health risk
appraisals
promoting life
style changes
$13 million dollars
per year
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( Wisconsin,2007)
Assessment of Workplace HealthThree primary components
Phase 1:
Assessment of Current WorksiteEnvironment and
Policy
Phase 1:
Assessment of Current WorksiteEnvironment and
Policy
Phase 2:
Employeesurvey/insight
Phase 2:
Employeesurvey/insight
Phase 3:
Gathering of current data
Phase 3:
Gathering of current data
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A committee should be formed to facilitate assessment in developing
potential workplace health promotion programs.
Completing the assessment allows the committee to identify workplace
strengths and improvement areas.
Provides committee more information to recommend changes to workplace
more supportive of healthy habits.
The assessment will serve as a baseline level for the follow-up evaluation in
the future.
Assessment of Workplace Health
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Assessment cont.
Teamwork
Subcommittee responsible for completing theassessment
Ideal group contains diversity with representation
from various areas and organizational levels
Big Bend Worksite Health Initiative:
Employees f rom various dept.
HR staff
Onsite Occup. Nurse or Med. Personnel
CEO or their designee, VP, or Exec. Dir.
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Materials needed to determine priority
Assessment committee Worksite assessment tool
Employee survey tool
Knowledge and access to additional data
Goal for Big Bend Worksite Health Promotion
Increase Physical activity and positive dietary change among Big bend
employees to reduce prevalence of obesity
Assessment cont.Priority and Goal Setting
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The checklist is compromised of 3 components:
Categories General Worksite Components
Health screening and disease prevention and management
Physical Activity
Nutrition
Mental Health and Stress Management
Tobacco Use
Emergency Medical Response Plan
Assessment ComponentsWorksite Wellness Assessment Checklist
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The checklist is compromised of 3 components:
Current Status Lets the committee know whether the organization has a wellness
component, is in the process of instituting one, or does not have one at
all.
It serves as a baseline gauge for evaluation in the future
Potential Priorities
Serves to indicate which components the committee might want to
focus on that are either currently in process or do not exist.
Typically used after the assessment, employee input surveys, and the
available data is reviewed.
Assessment ComponentsWorksite Wellness Assessment Checklist
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The purpose is to gain insight about the company employees
and their health habits and interests
Are often distributed in paper or electronic form
Focus groups or informal interviews with employees to
another source
Focus groups should also be formed with upper management
to inspect perception differences between senior management
and mid-level and low level employees
Assessment ComponentsEmployee Input
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Utilized to accurately evaluate the state of an employer¶s
workplace health
Data includes absentee rate, workers compensation claims,
health claims data, and employee demographic information
Has two fold purpose: Will assist in deciding what major health issues affect the employees to better target
those issues Serves as a reference point to see if the new programming made an impact on the
organizations and its employees
Assessment ComponentsIdentification of available data
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Implemented by the Arkansas Department of Health to encourage wellness
among state health employees
Participants completed a health risk assessment at baseline and again after
1 year that assessed diet and physical activity, other health risk factors, and
readiness to make behavioral changes
Utilized web-based wellness program to improve nutritional health
behaviors of public-sector employees
Intervention cont.The Healthy Employee Lifestyle Program (HELP)
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Encouraged behavior change through 3 main approaches:
1) providing an overall wellness report with tips for improving health
2) rewarding health behaviors with points redeemable for incentives, and3) providing education and peer support
Arkansas had substantial handle occur during implementation
± Arkansas reformed state policies and organizational structures responsible for health
programs in Arkansas
± Media outlets applauded the state¶s multiple efforts to improve health by promoting
nutrition and physical activity(Philyaw, Phillips, Cornell, Mays, & Adams, 2009)
Such policies would serve employees of Florida well as an incentive
for employers to develop worksite health interventions
Intervention cont.
The Healthy Employee Lif estyle Program (HELP) cont.
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Will utilize components from Assessment of Health Risks with Feedback
(AHRF) and Healthy Employee Lifestyle Program
Handle: Governor Crist issued an executive order which encouraged the
development and implementation of worksite health promotion programs
( Executive order # 07-52, Section 3. K-O)
Tactics to garner employer support: empowerment activities, education, and
incentives.
Intervention cont.
Big Bend Worksite Health Initiative
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Online component : To maintain communication and empowering participants to be proactive in
modifying health behaviors.
Incentives and Rewards component: Participants report health behaviors using a Web-based
reporting system, accumulate points for healthy behaviors, and redeem points for incentives.
Education component : Will be provided with bimonthly healthy cooking demonstrations, wellness
workshops, and ³One Step At a Time´ signage encouraging stair usage.
Program components and tools
Big Bend Worksite Health Initiative
11
22
33
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Purpose : To determine the efficiency of health promotion in the workplace and its
impact on decreasing absenteeism turnover and healthcare costs to the company.
All organizations will contractually commit to the participatory evaluation process
and the use of resources to not exceed over $25,000 for a three month period.
Businesses that can not afford $25,000 will offer in-kind resources, such as people,
skills, and time.
Evaluation and MaintenanceStep 1: Identification of Evaluation Purpose and Commitment to
ParticipatoryEvaluation
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An independent, outside team will conduct the evaluation.
Team will consist of 3 faculty members from the Florida A & M University
Institute of Public Health from the division of Environmental Health, as well as
Health Education and Behavioral Science.
These individuals will be ex pected to objectively determine whether the program¶s
goals were met.
Their role will be to analyze the worksite health program and provide feedback on
their findings.
Evaluation and Maintenance
Step 2: Build and Evaluation Team
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The goals will be illustrated through the following logic model:
Evaluation and MaintenanceStep 3: Articulate the Organizing Effort¶s Goals and Objectivesand Identify indicators of Change and Progress
Inputs
Management Support
Communication System
Work group
Advisory Committee
Activities
Early Activities
F ormative Research:
y Employee assessment
y Policy audit
y Environmental
y assessment
y Medical claims info
Later Activities
Employee interest
documented
Program developed with
intervention selected
Policies developed
Evaluation plan
Outputs
Policies
implemented
and promoted
Program launched
and
interventions
Implemented
% of total
employees
participating in
program
Outcomes
S hort- term
Indicators
Increased
awareness of
program, risk
factors and
related health
Conditions
Improved health
and work-related
attitudes
Change in
knowledge,
attitudes and
beliefs
Increased
organization
commitment
Outcomes
Intermediate
Indicators
Self-report of
risks
Modification
Increase in
physical activity
Decreased
Absenteeism/
% Turnover
Outcome
Long- term
Indicators
Improved
physiological
measures
Blood pressure
Weight/BMI
Body fat
Blood cholesterol
Decreased health
care utilization
Decreased health
care costs
Flexible time for
exercise policy
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Survey will distributed to employees to track their weight maintenance
before and after the Big Bend Worksite Health initiative.
The human resources staff will work with the evaluators to determine anyvariance in absenteeism or turnover rates.
Evaluation and MaintenanceStep 4: Collect Data and Track Progress
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Evaluators will analyze the findingsfrom the employee surveys as well as
absenteeism/ turnover rates
to ascertain whether program
met its goals.
Evaluation and MaintenanceStep 5. Analyze and Interpret Data Collectively
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Data will be presented to:
± Senior management of the participating businesses, as stakeholders.
± Organizations like the Wellness Council of America to highlight the
work being done in North Florida, given results are positive
±Institutions such as Florida A&M University and Florida StateUniversity should be aware of the findings for academic purposes.
Evaluation and MaintenanceStep 6: Communicate Results to Relevant Audiences
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Big Bend Worksite Health Initiative¶s subcommittee will redefine
objectives, adjust the intervention design, or alter methods to develop a
better worksite program, as needed according to evaluation team¶sfindings.
It is hoped that the employers will adapt company policy for flexible
time to allow employees an opportunity to perform physical activity
onsite or attend a wellness workshop.
Evaluation and MaintenanceStep 7: Translate Findings into Actions, Systems, or Policies
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Maintenance is necessary for sustainability after the initial organizers have
moved on
Plan consists of continuous monitoring of sick leave at most worksites and
regular (yearly) health check-ups of employees to be incorporated in
company health policy.
Recommended that small set of biological indicators and/or a questionnaireshould be included for continuous health monitoring.
Maintenance Plan
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Gives insight into long term in health changes
Automatically measures health changes due to newly implemented policy or intervention
elements Can be utilized as a bench-mark of company¶s health policy.
Contributes to the employee¶s and societal perception of the company¶s commitment to
occupational health management
Creation of Big Bend Worksite Health Coalition
Will involve participating organizations, local health insurers, and Big Bendemployees to continue the Big Bend Worksite Health initiative
Provide resources to organization interested in the implementation of worksite
health programs.
Maintenance Plan cont.
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THANK YOU!