2. Realizing the Promise and Competitive Advantage of a Thriving and Sustainable Workplace and Workforce Strategies for 2013 and Beyond The University of Michigan Edington Associates Dee W. Edington October 10, 2012

3. Health Promotion – The value of meeting patients where they are The University of Michigan Edington Associates Dee W. Edington October 10, 2012

4. dedicated to improving the health of people in western new york Leadership Buffalo 2012

5. Mission Dedicated to improving the health of people in Western New York Goals Empower all in the WNY community to take responsibility for and act on their own wellness Facilitate the development of a community-wide standard for the promotion of wellness Work with physicians and provider organizations to enhance access to care and improve quality of care Initiate dialog with government leadership to promote policy change

6. Board of Directors Kevin Donovan Northeast District Energy Corporation Donald Boswell WNED-TV Channel 17 Karen Blount, RN, PNP BlueCross BlueShield of WNY Michael Cropp, MD Independent Health Michael Edbauer, DO Catholic Medical Partners Stephen Edges, MD, FACS Roswell Park Cancer Institute John Fudyma, MD State University of New York at Buffalo George Gellman The Benchmark Group Pastor Richard Hague, Jr Mount Erie Baptist Church Maureen Hurley Rich Products Maureen Millane, PhD Daemen College Debra Quinn Consumer Patrick Reen Consumer Thomas Rosenthal, MD State University of New York at Buffalo Dan Scully Buffalo Medical Group, PC Arthur Wingerter Univera Healthcare

7. Three Core Disciplines

8. Targeted Interventions For Every Aspect of Health

9. Does low health status present a threat to your organization or community? Does high health status present a competitive advantage for your organization/community?

10. Business/Community Problem Currently, most costs associated with workplace, workforce and community performance are growing at an unsustainable rate and a threat to the organization/community How are we going to be successful in this increasingly competitive world without a healthy and high performing workplace, workforce and communities? How can we turn costs into an investment?

11. What if you worked for the best company you could imagine: an organization that was a high performing and an employer of choice. What words would you use to describe the workplace and the workforce? VISION for 2013 and Beyond

12. Who is your target audience and what to they look like?

13. Estimated Health Risks Health Risk Measure Body Weight Stress Safety Belt Usage Physical Activity Blood Pressure Life Satisfaction Smoking Perception of Health Illness Days Existing Medical Problem Cholesterol Alcohol Zero Risk High Risk 41.8% 31.8% 28.6% 23.3% 22.8% 22.4% 14.4% 13.7% 10.9% 9.2% 8.3% 2.9% 14.0% OVERALL RISK LEVELS Low Risk = 0-2 risks Medium Risk = 3-4 risks High Risk = 5 or more OVERALL RISK LEVELS Low Risk = 0-2 risks Medium Risk = 3-4 risks High Risk = 5 or more From the UM-HMRC Medical Economics Report Estimates based on the age-gender distribution of a specific corporate employee population

14. Estimated Health Problems Self -Reported Allergies Back Pain Cholesterol Heart Burn/Acid Reflux Blood Pressure Arthritis Depression Migraine Headaches Asthma Chronic Pain Diabetes Heart Problems Osteoporosis Bronchitis/Emphysema Cancer Past Stroke Zero Medical Conditions Health Problems 33.2% 26.9% 16.2% 15.2% 14.5% 10.7% 9.4% 7.0% 6.4% 3.8% 3.3% 1.8% 1.7% 1.3% 0.7% 31.9% From the UM-HMRC Medical Economics Report Estimates based on the age-gender distribution of a specific corporate employee population

15. 1640 (35.0%) 4,163 (39.0%) 678 (14.4%) Risk Transitions (Natural Flow) Time 1 – Time 2 High Risk (>4 risks) Low Risk (0 - 2 risks) Medium Risk (3 - 4 risks) 2,373 (50.6%) 21,750 (77.8%) 4,546 (42.6%) 10,670 (24.6%) 4,691 (10.8%) 27,951 (64.5%) 11,495 (26.5%) 5,226 (12.1%) 26,591 (61.4%) 892 (3.2%) 1,961 (18.4%) 5,309 (19.0%) Modified from Edington, AJHP. 15(5):341-349, 2001 Average of three years between measures

16. 23,043 (34.0%) 25,856 (20.3%) 6,936 (10.2%) Cost Transitions (Natural Flow) Time 1 – Time 2 High Cost ($5000+) Medium Cost ($1000-$4999) Low Cost (<$1000) 37,701 (55.7%) 119,271 (74.1%) 75,500 (59.1%) 127,644 (35.8%) 67,680 (19.0%) 160,951 (45.2%) 130,785 (36.7%) 73,427 (20.6%) 152,063 (42.7%) 9,438 (5.9%) 32,242 (20.0%) 26,288 (20.6%) N=356,275 Non-Medicare Trad/PPO Modified from Edington, AJHP. 15(5):341-349, 2001

17. Low Costs are Associated with Risks and Age Annual Medical Costs Med Risk Age Range High Non-Participant Edington. AJHP. 15(5):341-349, 2001

18. Total Threat Medical/Hospital Drug Absence Disability Worker’s Comp Effective on Job Recruitment Retention Morale Disease Health Risks The Economics of the Total Threat to Organizations and Communities relative to High or Low Health Status Low or No Risks Where does the Threat turn into a competitive advantage? increase decrease

19. Medical and Wellness Strategies in 2012 and Before Wait for Disease or Health Risks and then Treat In Quality terms this strategy translates into “wait for defects and then fix the defects”

20. The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level of thinking at which we created them. - Albert Einstein

21. Where do we need to go in 2013 and beyond? TO A NEW LEVEL OF THINKING… (Deming, Drucker, Blanchard…)

22. Vision for Zero Trends “…organizations ensure a sustainable and thriving workplace and workforce…” Zero Trends was written to be a transformational approach Based upon over 800 Publications and Presentations

23. Strategies for 2013 and Beyond Integrate the Whole Person into the Environment and Culture (Follow the lead of Safety and Quality) (…in Quality terms this strategy translates into “fix the systems that lead to the defects”) (Deming, Drucker, Blanchard)

24. Characteristic of a Champion Company and Community Strategic Vision Systematic Strategy Systemic Solutions Sustainable Policies VISION: “…organizations ensure a sustainable and thriving workplace and workforce”

25. Create a Thriving and Healthy Create a Thriving and Healthy WorkForce Champion Company Gains in Organizational Objectives Health Status Economics Absence Worker’s Comp. Presenteeism Financial Metrics Engaged Workers Recruitment Retention Happiness Company Visibility Social Responsibility 1981, 1995, 2000, 2006, 2008, 2011 Dee W. Edington Create a Supportive Environment and Culture Create the Vision and Strategy Move Healthy Well- Being into the Culture Senior Leadership Operations Leadership Self-Leadership Recognize Positive Acts Quality Assurance Thriving and Sustainable Workplace and Workforce for 2013 and Beyond: Strategic

26. Five Fundamental Next Practice Pillars Pillar 3: Self- Leadership Pillar 4: Reward Actions Pillar 5: Quality Assurance Pillar 1: Senior Leadership Pillar 2: Operations Leadership Strong Vision Committed Leadership Courage Build Culture of Wellness Build the Brand Train all Levels Create Winners One step at a time Don’t get worse Build Self-Efficacy Build Self-Leaders Reward Positive Actions Reinforce Every Touch Point Continuous Improvement Feedback Sustainable Strategic, Systematic, Systemic and Sustainable Communication and Enrollment Engagement and Culture Economics Performance Prevention and Wellness CaseManagement Disease Management Programs Along the Health Continuum Program Impact Champion Company Self-leaders Health Status Communication, Engagement &Culture

27. Lifestyle Scale for Individuals and Populations: Self-Leaders Chronic Signs & Symptoms Feeling OK Premature Sickness, Death & Disability High-Level Wellness, Energy and Vitality Edington. Corporate Fitness and Recreation. 2:44, 1983, Modified 2009

28. Supportive Self-Leader Supportive Community Supportive Family and Friends Supportive Workplace 21 st Century Living and Thriving Assessment Determinates of Living and Thriving Living and Thriving Assessment

29. Self-Leadership and High Performance PersonalPersonalControl OptimismOptimism Self-leadership ResilienceResilience Confidence / Self- efficacyConfidence / Self- efficacy Self- esteemSelf- esteem KnowledgeKnowledge Health LiteracyHealth Literacy Negotiation SkillsNegotiation Skills Vitality/energy/Vitality/energy/Vigor ConsumerismConsumerism EngagementEngagement Social Support Social Support – Colleagues – Community – Family Environment and cultureEnvironment and culture Other possible characteristics: Change, Integrity, Trust, Thrive, Enthusiasm, Ethical, Spiritual, Creative, Flexible, Low-Risk Health Status Purpose-Values-Mission-Vision ©2010: Edington Associates

30. Implementation

31. CEO Training Courses Senior Leaders Human Resource GAP All Managers Analysis Wellness Champions All Employees Metrics Environmental Audit Resilience Concepts of Change Vision Decision Making Perception of Culture Self-Leadership Commitment Wellness Programs Focus Groups Reward Positive Actions Steering Attention to Gaps Team ES and Outcome Integrated Database Corporate Positioning System Enterprise Strategy

32. Corporate Positioning System Where do you want to go? (Vision Objectives) Are we there yet ? (Success Metrics) Where are you today? (Gap Analysis) How do you get there ? (Training, Modules, Wellness) Roadblocks, Detours ? (Ongoing Evaluation) Are you on track? (Real Time Tracking) Online platform with views for all stakeholders in the organization Senior Leaders Operations Leaders Managers All Employees

33. Summary

34. Summary advice for Organizations and Communities Don’t get worse Help the healthy people stay healthy

35. © 2011 Edington Associates, LLC What’s Your Vision? Create a Strategy Vision from Leaders Healthy System & Culture Champion Everyone a Self- Leader Reward Sustained Results Progress in All Areas Comprehensive Traditional Do Nothing Speech from Leader Reduction in Risks Reduce Health Risks Reward Achievement Change in Risk & Sick Costs Inform Leader Programs Targeting Risks Health Risk Awareness Change in Risks Status Quo Senior Leadership Operational Leadership Self- Leadership Reward Positive Actions Quality Assurance Status Quo Reward Enrollment

36. What’s the Point

37. Thank you for your attention Please contact us if you have any questions Phone: (734) 998-8326 Email: dwe@edingtonassociates.com Website: www.edingtonassociates.com Edington Associates LLC North Campus Research Center 1600 Huron Parkway, Ann Arbor MI 48109 Twitter, Facebook, LinkedIn