Healthy Workplaces, Healthy Communities ORC Meeting

Agenda Brief history of the HWHC initiative and where we are What was learned at the HERO executive/thought leader convening for development of the business case for corporate involvement in population health Linkages to the culture of health metrics project (RWJ) Stakeholder updates Open dialogue

Brief History of the HWHC Initiative Business case for employer investment in community health Environmental scan Executive convening Business case development Dissemination and linking to other efforts Next steps

– Reduce healthcare spending Lower need and demand for health care – Reduce illness burden Fewer cases, improved function – Make healthy choices easy choices Environmental and policy changes – Maintain or improve economic vitality Healthy communities complement vibrant business and industry – Increase healthy longevity Today’s youth may live shorter and less healthy lives than their parents – Prepare the future workforce A healthy workforce through education and skill building Community Preventive Services Task Force: Why Community Health Improvement Is Important

Markets $ Goods / Services Macro Economic Concept Model 5 30% 10% 40% 20% Health Behaviors Clinical Care Social & Economic Factors Physical Environment Health Factors EDUCATIONINFRASTRUCTURE SOCIETAL PRIORITIES Critical to Business Success HEALTHCARE Essential to the Creation of Health Positive Health Outcomes Performance and Productivity Safety Attract and Retain Talent Engagement and Satisfaction $ Business (Generates $) Employee Wages Common Resource Pool Gross Domestic Product Catherine Baase, M.D.

Community Health and Business Leadership “Sustainable firms generate higher profits and stock returns, suggesting that developing a corporate culture of sustainability may be a source of competitive advantage for a company in the long run.” -Eccles, et al Sustainability includes health and a connection to the community…

Healthy Workplaces, Healthy Communities – A HERO initiative – An executive convening to learn about the business case and major barriers to engaging with community health initiatives – Informed by an environmental scan commissioned by the IOM Population Health Roundtable Learning about the Business Case

Phase 1: Environmental scan of current tools, existing collaborations and measures. Scan involved interviews of employers and community members, peer reviewed literature review and grey literature. Report was submitted to RWJF. Phase 2: Identify core set of metrics and convening meeting of subject matter experts to discuss metrics and develop set of recommended metrics. Final deliverable will be a report. Timing for this fall, to be completed by end of Phase 3: Test metrics at sites across the country with report back to RWJF. Need to consider who is best suited as facilitators – health plans, hospitals, universities, etc. To be completed by August Phase Project

Environmental Scan The Why Improve health of family members to further reduce health care costs Influence other levers and drivers of health care costs beyond the workplace setting Enhance corporate reputation Healthy vibrant communities that draw new talent and retain current staff Environmental Scan The Why

54 executives and thought leaders participated in a 1-day meeting World Café style meeting organized around small group conversation focused on questions that matter Attendees included/represented: – Business leaders (56%) – NGOs (20%) – Federal institutions (9%) – Foundations (6%) – Hospitals (5%) – Academic institutions (4%) The HERO World Café

HERO World Café Results

There is great variability in understanding The cost of health care concerns A shared commitment for action is needed A powerful articulation of the business case is needed We need a “Roadmap for Action” HERO World Café Overall Impressions

Moving Forward Business Case Development and Evolution Compliance- Driven CharitableStrategicSystemic Adapted from: Visser W. J Bus Systems, 2010; A New CSR Frontier. BSR, 2013; HERO: Role of Corporate America in Community Health, 2014 e.g. meeting minimal regulatory standards for worker safety e.g. corporate giving campaigns that enhance company brand, image e.g. core business and management systems deployed to generate health and business value e.g. systemic solutions designed to intentionally generate population health, business value, and address social determinants of health

Business Case Development Why?Why not? Regulatory/Legal, Financial, and Moral/Ethical Considerations Decision to invest in community What-to-do? How-to-do-it Collective action Evidence of effectiveness Metrics and performance incentives Stakeholders and partners Trusted and Respected Convener creation of shared values, vision, and long-term commitment

Dissemination Presentations – IOM Website development Publications – Managed Care Outlook – Various newspaper articles – Peer-reviewed papers Other…

Thank You “Be Community Boldly” -Marjorie Carter