Next Practices and Best Places to Work with Dee Edington
1. HPCareer.net ---Health Promotion Live
Health Management as a Serious
Business Strategy
Achieving Zero Cost
Trends and A Best
Company to Work for
THE UNIVERSITY OF MICHIGAN
HEALTH MANAGEMENT
RESEARCH CENTER
Dee W. Edington
2. What if you worked for the best
company you could imagine.
A company that was a high
performing company and a best
company to work for.
What words would you use to
describe the workplace and how
would you describe the workforce?
3. Business Problem
Currently, most costs associated with
workplace and workforce performance
are growing at an unsustainable rate
How are we going to be successful in
this increasingly competitive world
without a healthy and high performing
workplace and workforce?
How can we turn costs into an
investment?
4. UM-HMRC Corporate Consortium
ďź Ford ďźSteelcase (H)
ďź Delphi ďźProgressive (H)
ďź Kellogg ďźJPMorgan Chase (H)
ďź We Energies ďźAffinity Health System (H)
ďź General Motors ďźSW MI Healthcare Coalition (H)
ďź Crown Equipment
ďź Delphi Automotive
*The consortium
ďź Southern Company
members provide
ďź University of Missouri health care insurance
ďź Medical Mutual of Ohio for over two million
ďź Florida Power and Light individuals. Data are
ďź St Lukeâs Health System available from three to
ďź St Joseph Health System 20 years.
ďź Allegiance Health System Meets on First
ďź Cuyahoga Community College Wednesday of each
ďź United Auto Workers-General Motors December in Ann Arbor.
ďź American Construction Benefits Group
Wisconsin Education Association Trust
ďź Australian Health Management Corporation
5. HPCareer.net ---Health Promotion Live
Health as a Serious Business and Economic
Strategy
February 25, 2011
Natural Flow of a Population High Risks and High Costs
Health as a Serious Business and
Business Case
Economic Strategy
Change the Economic Assumptions from Treating
Mission Disease to the 21st Century Assumptions about
Creating and Maintaining Healthy Populations
Engage Champion Companies in Systematic, Systemic
Solution and Sustainable Five Pillars which Promote a Healthy
and High Performing Workplace and Workforce
6. Section I
The Current Healthcare Strategy
Natural Flow
Wait for Disease and then Treat
(âŚin Quality terms this strategy
translates into âwait for defects
and then fix the defectsâ âŚ)
7. Estimated Health Risks
Health Risk Measure High Risk
Body Weight 41.8%
Stress 31.8% From the UM-HMRC Medical
Safety Belt Usage 28.6% Economics Report
Physical Activity 23.3%
Estimates based on the age-
Blood Pressure 22.8%
gender distribution of a specific
Life Satisfaction 22.4% corporate employee population
Smoking 14.4%
Perception of Health 13.7%
Illness Days 10.9% OVERALL RISK LEVELS
Existing Medical Problem 9.2% Low Risk 0-2 risks
Cholesterol 8.3% Medium Risk 3-4 risks
Alcohol 2.9% High Risk 5 or more
Zero Risk 14.0%
8. Risk Transitions
(Natural Flow) High Risk 2,373 (50.6%)
Time 1 â Time 2 (>4 risks)
4,691 (10.8%)
1,961
Medium Risk (18.4%) 5,226 (12.1%)
(3 - 4 risks)
892
4,546 10,670 (24.6%) 1640 (35.0%) (3.2%)
(42.6%)
678
11,495 (26.5%) (14.4%)
5,309 (19.0%) 4,163 (39.0%)
27,951 (64.5%)
Average of three years Low Risk 26,591 (61.4%)
between measures (0 - 2 risks)
21,750 (77.8%)
Modified from Edington, AJHP. 15(5):341-349, 2001
9. Total Medical and Pharmacy Costs
Paid by Quarter for Three Groups
9000
Serious Cost The 20-80 rule is
8000 Medium Cost always true but
7000
Low Cost terrifically flawed
as a strategy
6000
5000
4000
3000
2000
1000
0
Q_12 Q_10 Q_8 Q_6 Q_4 Q_2 Q0 Q2 Q4 Q6 Q8 Q10 Q12
Musich,Schultz, Burton, Edington. DM&HO. 12(5):299-326,2004
10. Costs Associated with Risks
Medical Paid Amount x Age x Risk
Annual Medical $11,909 $11,965
Costs $10,785
$7,991
$12,000
$5,710 $8,927
$5,114 $7,989
$9,000 $6,625 $8,110
$6,636
$4,620
$6,000 $3,353 $5,212
$2,565 $3,800
$2,944 $5,756 High
$3,000 $1,414 $4,613
$3,734 Med Risk
$2,193 $2,740 Non-Participant
$1,776
$0 Low
19-34 35-44 45-54 55-64 65-74 75+
Age Range
Edington. AJHP. 15(5):341-349, 2001
11. Section II
Build the Business Case for the
Health as a Serious Economic
Strategy (200+ Publications)
Engage the Total Population to get
to the Total Value of Health
Complex Systems (Synergy & Emergence)
versus
Reductionism (Etiology)
12. Excess Diseases Associated with Excess
Risks (Heart, Diabetes, Cancer,
Bronchitis, Emphysema
Percent with
Disease
100.0% 80.00%
80.0%
56.40%
61.40%
60.0%
25.30%
40.0% 32.00%
High
20.0% 9.50%
18.60%
Med Risk
3.00% 10.50%
0.0% Low Risk
Less than 45 45 to 64 Greater than
65
Age Range
Musich, McDonald, Hirschland, Edington. Disease
Management & Health Outcomes 10(4):251-258, 2002.
13. Excess Medical Costs due to
Excess Risks
$6,000
$5,520
Excess Costs
$5,000
Base Cost
$4,000 $3,321
$3,460
$3,039
$3,000 $1,261
$840
$2,199
$2,000
$1,000
$0
Low Risk (0-2 HRA Non- Medium Risk (3- High Risk (5+
Risks) Participant 4 Risks) Risks)
Edington, AJHP. 15(5):341-349, 2001
15. Change in Costs follow Change in Risks
Cost increased
$600
$400
$200
$0
Cost reduced
-$200
-$400
-$600
3 2 1 0 1 2 3
Risks Reduced Risks Increased
Overall: Cost per risk reduced: $215; Cost per risk avoided: $304 Actives:
Cost per risk reduced: $231; Cost per risk avoided: $320 Retirees<65: Cost
per risk reduced: $192; Cost per risk avoided: $621 Retirees>65: Cost per risk
reduced: $214; Cost per risk avoided: $264
Updated from Edington, AJHP. 15(5):341-349, 2001.
16. Medical and Drug Cost (Paid)*
$4,000
Slopes differ
P=0.0132
$3,500
$3,000
Paid
Non-Impr
Improved
$2,500
$2,000
Impr slope=$117/yr
Nimpr slope=$614/yr
$1,500
2001 2002 2003 2004
Year
Improved=Same or lowered risks
17. Business Case
Zero Trends follow
âDonât Get Worseâ
and
âHelp the Healthy People
Stay Healthyâ
18. The Economics of Total Population
Engagement and Total Value of Health
Total Value of Health
Medical/Hospital
Drug
Low or Health
Disease Absence
No Risks Risks
Disability
Workerâs Comp
increase Effective on Job
increase Recruitment
decrease Retention
Morale
Where does cost turn into
an investment?
19. Health and Wellness Programs
Healthier Better Gains for The
Person Employee Organization
1. Health Status
2. Life Expectancy
3. Disease Care Costs
Lifestyle 4. Health Care Costs
Change 5. Productivity
a. Absence
b. Disability
c. Workerâs
Compensation
d. Presenteeism
Health
e. Quality Multiplier
Management
6. Recruitment/Retention
Programs
7. Company Visibility
1981, 1995, 2000, 2006, 2008 D.W. Edington
8. Social Responsibility
20. In December of 2006 we celebrated the
first 30 years of our work: the Business
Case was solid, although not yet perfect.
Congratulations!
However, nothing has changed in the
population
No more people doing physical activity
No fewer people weighing less
No fewer people with diabetes
Why the disconnect between the business
case and the intervention outcomes?
21. 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
22. Where do we go next?
TO A NEW LEVEL OF THINKINGâŚ
23. ⌠to a Transformation from the Tired Old
20th Century Assumptions About Disease to
the New 21st Century Assumptions About
Healthy and High Performing Populations
From Health as the Absence of Disease to
Disease as the Absence of Health
From the Cost of Disease to
the Total Investment and Value of Health
From Individual Participation to
Total Population Engagement
From Behavior Change to
Integration of Health into the Culture
24. Section III
The Evidence-Based Solution:
Zero Trends
Integrate Health into the
Environment and the Culture
(âŚin Quality terms this strategy translates
into ââŚfix the systems that lead to the
defectsâ âŚ)
25. Vision for Zero
Trends
Zero Trends was
written to be a
transformational
approach to the way
organizations ensure a
continuous healthy
and high performing
workplace and
workforce
Based upon 175
Research Publications
26. Integrate Health into Core Business
Healthier Better Gains for The
Person Employee Organization
1. Health Status
2. Life Expectancy
3. Disease Care Costs
Lifestyle 4. Health Care Costs
Change Company Culture 5. Productivity
and Environment a. Absence
Senior Leadership b. Disability
Operations Leadership c. Workerâs
Compensation
Self-Leadership
Wellness Reward Positive Actions d. Presenteeism
e. Quality Multiplier
Programs Quality Assurance
6. Recruitment/Retention
7. Company Visibility
1981, 1995, 2000, 2006, 2008 D.W. Edington
8. Social Responsibility
27. Characteristic of a Champion
Company
Systematic Strategies
Make the Solutions Systemic
Make it Sustainable
28. Senior Leadership
Create the Vision
â˘Commitment to healthy culture
â˘Connect vision to business strategy
â˘Engage all leadership in vision
âEstablish the value of a healthy and high performing
organization and workplace as a world-wide competitive
advantageâ
29. Create the Vision Pillar 1:
Senior Leadership
Link to Company Mission:
Our mission is to create Shareholder value.
We get value from creative and innovative products.
We get products from healthy and productive people.
Create the Vision:
Manage health as a strategic competency in order to
achieve:
ďź Improved Workforce Health & Performance
ďź Zero Trend in Annual Sick Care Expenditure Increases
A Vision is the over-riding principle that
guides the organization
Š2010: Health Transformation Group, LLC
Not for Distribution
29
30. Operations Leadership
Align Workplace with the Vision
â˘Brand health management strategies
â˘Integrate policies into health culture
â˘Engage everyone
âYou canât put a changed person back into the same
environment and expect the change to holdâ
31. Population Health Benefit Strategy
Sickness Management
--reduce errors
--coordinate services
Disease Management
Health Management --stay on protocol
--healthy stay healthy --donât get worse
--donât get worse
Where is the economic strategy?
32. Integrate all of the outsourced
partners
Integrate all of the internal
resources
Coordinate all of the resources
towards a healthy and high
performing environment and culture
(follow the safety and quality
strategies)
33. Promote Self Leadership
Create Winners
â˘Help employees not get worse
â˘Help healthy people stay healthy
â˘Provide improvement and
maintenance strategies
âCreate winners, one step at a time and the first step
is donât get worseâ
34. Self-Leadership and High Performance
⢠Environment â˘Purpose-Values-Mission-Vision ⢠Consumerism
and culture ⢠Engagement
â˘Personal â˘Resilience â˘Optimism
Control
Self-leadership
â˘Confidence â˘Self- â˘Vitality/
/ Self- esteem Vigor
efficacy â˘Social
â˘Knowledge Support
â˘Health Literacy âColleagues
â˘Low-Risk Health Status
â˘Negotiation Skills âCommunity
âFamily
Other possible *constructs: Change, Vision, Trust, Thrive,
Enthusiasm, Ethics, Energy, Spirituality, Creativity, âŚ
Š2010: Edington Associates
35. Population-Based Resources
Weight Management Business Specific Modules
Physical Activity Career development
Stress Management Communications
Safety Belt Use Financial Management
Smoking cessation Social/Information Networks
Nutrition Education
Disease Management Clinic or Medical Center
On-Line Information Ergonomics
Nurse Line
Newsletters Vision
Dental
Behavioral Health & EAP Hearing
Pharmacy Management Chiropractic
Complementary Care
Case Management Integrative Medicine
Absence Management Physical Therapy
Disability Management
36. Recognize Positive Actions
Reinforce the Culture of Health
â˘Reward champions
â˘Set incentives for healthy choices
â˘Reinforce at every touch point
âWhat is rewarded is what is sustainedâ
38. Quality Assurance
Outcomes Drive the Strategies
â˘Integrate all resources
â˘Measure outcomes
â˘Make it sustainable
âMetrics to measure progress towards the vision,
culture, self-leaders, actions, economic outcomesâ
39. High Level Indicators for
Each Pillar
Pillar 1: Pillar 2: Pillar 3: Pillar 4: Pillar 5:
Senior Leadership Operations Leadership Self-leadership Recognition Quality Assurance
Senior Leader Operations Employee Self- Reinforcement Risk and Cost Trend
Engagement Index Engagement Index Leadership Index Index Index
Indicator of overall Indicates degree to Indicator of the Indicates degree In early stages,
effectiveness of which desired employee to which whether approach is
senior leaders components are in engagement level: recognition is on track to impact cost
(vision, resources, place (policy, Making progress offered at every and risk trends and
active participant, culture, and towards self- possible touch approach is âbending
communications, environment leadership actions point. the trendâ for risks
support, etcâŚ) alignments. towards a healthy and costs.
workforce. Is the company on the
way towards a Best
Company to work for.
Š2010: Health Transformation Group, LLC
41. Overall Business Strategy Pillar 2:
Operations Leadership
What is your vision? Recognize
Senior Operational Self- Positive Quality
Leadership Leadership Leadership Actions Assurance
Vision Healthy Everyone Recognize Progress
Champion from System & a Self- Positive in All
Leaders Culture Leader Actions Areas
Speech Reduce Change in
Reduction Reward Risk &
Comprehensive from Health
in Risks Achievement Sick Costs
Leader Risks
Programs Health
Inform Targeting Reward Change in
Traditional Risk
Leader Risks Enrollment Risks
Awareness
Do Nothing Status Quo Status Quo Status Quo Status Quo Status Quo
42. New Tools for the Transformation
Next Generation Health Risk Assessments
Corporate Culture and Environmental
Audit and Gap Analyses
Where do Employees go after Work?
Community and Home
From Best Practices to Next Practices
43. Characteristic of a Champion
Company
Systematic Strategies
Make the Solutions Systemic
Make it Sustainable
44. Thank you for your attention.
Please contact us if you have any questions.
Phone: (734) 763 â 2462
Fax: (734) 763 â 2206
Email: dwe@umich.edu
Website: www.hmrc.umich.edu
Dee W. Edington, Ph.D. , Director
Health Management Research Center
School of Kinesiology
University of Michigan
1015 E. Huron Street
Ann Arbor MI 48104-1689