Changing Behavior Miller Canfield’s “MC Fit” Program

Changing Behavior  Wellness programs used to be only viewed as “Fortune 500” benefit - on site fitness facilities - company medical staff - available staff to perform ROI

Changing Behavior Large company ROIs were impressive: - J&J – $8.55 million per year - Pitney Bowes - $2.5 million per year - UNUM – cost savings plus accumulation of knowledge about preventing disabilities

Changing Behavior Migration of wellness programs to smaller/mid-size employers: - Rising health costs, impacts hit harder - Aggregate claims data more available (despite HIPAA) - More information about effectiveness of low- cost programs/incentives

Changing Behavior  Migration of wellness programs to smaller/mid-size employers (cont’d): - Increased community resources - Rise of online health resources  SHRM* reports that small companies typically have higher participation rates than large companies *Society of Human Resource Management

Changing Behavior Wellness Programs – Essential Elements -Assess Your Population -Secure Leadership Commitment -Take a “Broad Brush” Approach -Think Global/Act Local -Develop Compelling Incentives -Explore External Resources -Track and Evaluate Results/Calibrate

Changing Behavior Assess Your Population -Examine aggregate claims data to determine prevalent chronic conditions -Assess diversity of population – work styles, work locations, overall cultural norms -Conduct wellness screenings - Biometric screening - Health Risk Assessments

Changing Behavior Secure Leadership Commitment - Provide leadership with assessment information, sample ROI ($3/$1 preventive; $7/$1 chronic) - Engage their vigorous/visible support of initiatives - Link to firm’s strategic priorities as much as possible - Ensure leaders regularly communicate wellness philosophy – even easier in service industries

Changing Behavior Take a “Broad Brush” Approach -Try to find programs, incentives that appeal to healthy and at-risk populations -Common initiatives – flu shots, wellness coaching, newsletters, gym membership discounts, lunch and learns on general health (nutrition, stress management) -Customized – weight management, smoking cessation

Changing Behavior Think Global/Act Local -While senior mgt. support is important, success depends on local (e.g. office) participation -Local emphasis leads to greater participation Ann Arbor – Mystery Walks Detroit – “Greatest Loser” Troy - Healthy Eating Ann Arbor/Windsor – Exercise competition

Changing Behavior Develop Compelling Incentives -Cash incentive for completing health risk assessment -Discounts on gym memberships/exercise equipment -Weight management/smoking cessation program reimbursement -Accumulate exercise “points” and redeem for apparel, exercise gear

Changing Behavior Explore External Resources -Community Resources (e.g. Oakland County Wellness Coalition) -Current Vendor Resources (e.g. Employee Assistance Program) -Charitable Organizations (e.g. ACS, ADA, AHA) -Community Partners (e.g. Visiting Nurse Association)

Changing Behavior Track and Evaluate Results/Calibrate - Wellness not the “silver bullet” to arresting health claims costs, but what’s the cost of not forging ahead? -Important to stay in close contact with health care providers and obtain data and narrative from them -Internal and external “best practice” sharing important