Building a Culture of Health at WaMu

Washington WellnessCoordinators’ Workshop – Tumwater, WA June 8, 2007

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WaMu – Who are We?

Health & Wellness Mission and Vision

Our Legacy Health Promotion Model

A Comprehensive and Strategic Approach to Health

Questions and discussion

Today’s Agenda

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WaMu Vision and Mission

Vision

                 

To be the national leader in consumer and small business banking.                                                      

Mission

                 

To build strong, profitable relationships with a broad spectrum of consumers and businesses.

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Simpler banking with more smiles.

Core Values:FairCaringHumanDynamicDriven

Core Values:FairCaringHumanDynamicDriven

Our Brand Promise and Core Values

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~50,000 benefit-eligible employees ~50,000 benefit-eligible employees

39% of our employees are under age 30 39% of our employees are under age 30

~63% Female; 37% Male~63% Female; 37% Male

1,000 – 1,400 new hires/month 1,000 – 1,400 new hires/month

~ 1/3 of employees are in top 13 sites ~ 1/3 of employees are in top 13 sites

Average age: 36 Average age: 36

Who are WaMu Employees?

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Pregnancy is the highest claims category for females 18-35Pregnancy is the highest claims category for females 18-35

50% of diseases are lifestyle-related; major risks include inactivity, overweight, and poor diet50% of diseases are lifestyle-related; major risks include inactivity, overweight, and poor diet

Cancer, heart disease, diabetes, depression, and anxiety are among the top six by costCancer, heart disease, diabetes, depression, and anxiety are among the top six by cost

What Are Their Key Health Issues?

Strains and sprains are among the highest claims categories for males 18-35Strains and sprains are among the highest claims categories for males 18-35

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Vision: To deliver innovative high quality benefits at the best value

Mission: Engage our consumers through the efficient delivery of cost-effective quality programs and services which promote their health, wealth, productivity, and wellness

Guiding Principles

Cost: Effectively manage health benefit costs and maximize

value Customer Focus: Deliver valued programs and resources with superior customer service Continuous Improvement: Drive efficiencies through integration and operational excellence Compliance: Ensure compliance with all applicable regulations Competitive: Ensure our benefit programs are competitive

Health & Wellness Strategy – Vision and Mission

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Health Promotion in Transition

Legacy Model Past Efforts

Phase IInitial Focus

Phase IICurrent and Ongoing

Focus“What feels right – warm and fuzzy”

Activities – Wellness perceived as “fluff” Focus on recreational pursuits Onsite, high-touch activities Limited reach/ penetration

Focus –“Strategic and integrated ”

Initiatives – Integrate with WaMu Health Online, self-service Enterprise-wide, location independent Success measures based on outcomes

Focus –“Healthy workplace culture”

Initiatives – Integrate prevention focus into plan design Healthy workplace policy enhancements Focus on lifestyle, work/life management

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Education, end-of-life resources

Condition-based centers of excellence

Procedure-based centers of excellence

Disease management programs

Appropriate plan enrollment and utilization

Consumer-directed health plan options

Health advocate models

Demand management education, web-based tools

EAP, 24-hour nurse line, lifestyle coaching

Health/lifestyle improvement modules, incentives

Health Quotient, health screenings, preventive care

AcuteTrauma

Chronic Condition Support

High Risk

Worried Well

Functional Impairment

Low Risk

Str

ate

gic

Init

iati

ves

Total Population Health Management

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One stop source for all your health and wellness needs

▪ enroll in benefits or make life event changes

▪ learn about WaMu benefit programs and resources

▪ use the WebMD tools to make informed decisions

▪ confidential and secure

WaMu Health Navigation

My Current Benefits

WebMD Tools and Resources

WaMu Wellness Programs

WaMu Benefits Info and Forms

Enroll/Change

My Benefits

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Cancer Resource Services

Patient Physician

Predictive Modeling

Work/Life Assistance Program

WaMu Health

Advocate Team

WaMu Health

Advocate Team

Healthy PregnancyProgram

Wellness Programs

24-Hour Nurse Line

Notification

Disease Mgmt

Programs

Transplant Resource Services

Inpatient Care

Coordination

HQ/HRA WaMu Health

Claims/ Customer

Care

Health Management Delivery Model

Disability Management

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Program Design – Key Initiatives

▪ Enhance health improvement programs with more robust behavior change coaching (stress, back care, weight management)

▪ Introduce tobacco cessation and disease management treatment programs

▪ Partner with Ergonomics group to develop an ergonomics education module

▪ Promote the Healthy Pregnancy program ▪ Enhance workplace lactation support

program for moms returning to work

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Healthy Workplace - Key Initiatives

▪ Implement HR and workplace policies that support and sustain healthy behaviors (i.e. smoke-free workplace, lactation policies)

▪ Facilitate physical activity in workplace environment and facilities (stairway use, bike lockers, walking route maps)

▪ Promote healthy food choices (vending machine subsidies, selection of healthy options in cafeterias)

▪ Subsidize or make available lifestyle improvement programs at a discount (WeightWatchers, health club membership, tobacco cessation programs)

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Incentives – Key Initiatives

▪ Healthy Rewards can encourage employee engagement, participation and behavior change

▪ Tailor incentive program to corporate culture and organizational objectives

▪ Fine tune to incorporate recognition and perks (flexible time or time off, or merchandise items) for individuals achieving premium levels

▪ Integrate with plan design – rewards, such as lower deductibles, extra flexible benefit credits vs penalties, such as higher deductibles

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Plan Design – Key Initiatives

▪ Provide full coverage for preventive care ▪ Provide coverage for nicotine replacement

therapy (NRT)▪ Include coverage for risk intervention programs

(tobacco cessation, obesity management)▪ Consider premium reduction for individuals who

meet health criteria (smoke-free, HQ score, etc.)▪ Introduce CDHP plan option to foster consumer

engagement

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Integration is the Key

Seamless and transparent user experience: ▪ Single point of access for both web-enabled and

phone-based resources▪ HRA data (high-risk triggers) to Health Advocate team

for outreach▪ Integrated communications with health plan partners

(newsletter, postcards, etc.)▪ Data interchange between health plan and WebMD to

populate Personal Health Record, decision support tools

▪ Integration between disability management vendor and Health Advocate programs

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Health and Wellness Brand Identity

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Health & Wellness Communications

Smart MUvesIntroductorybrochure

Smart MUves NewsletterOpen Enrollment edition

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Communications Campaign

Smart MUves Campaign▪ Launch campaign which helped tie it all together▪ Materials were eye-catching, informative, consistent

with our brandIncentives

▪ Smart MUves Sweepstakes– 13,000 employees completed Health Quotient to

be entered in the sweepstakes from Oct. 1 – Nov. 31

▪ Scavenger Hunt– More than 5,000 employees submitted answers for

a chance to win one of five $100 gift certificates

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Smart MUves Health Check Station

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Health Fair Screening Results

0%

20%

40%

60%

80%

100%

Glucose Cholesterol Blood Pressure

High

Moderate

Low

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▪ Participation measures: % HQ completion, health improvement program participation, flu shots

▪ Health improvement: health risk change, increased self-efficacy, Healthy People 2010

▪ Satisfaction measures: satisfaction with benefits, health management programs

▪ Impact measures: % current with preventive care▪ Utilization measures: healthcare trend, ETG

(episode treatment group) cost reduction▪ Workplace productivity: reduction in disability,

absenteeism/presenteeism

Measuring the Effectiveness: Health Scorecard - Outcome

Measures

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Population Health Improvement

60

80

100

120

140

Risk Score Prospective Risk Score

2004 2005

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Employee FeedbackHealth & Wellness Survey

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Smart MuvesHealth Check

Flu Shots/ HealthScreening

Onsite FitnessClasses

Weight Watchers@ Work

Onsite Seminars Walking/ ActivityChallenge

Employees rating Important/ Very Important for making lifestyle change

n=450

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Healthcare Cost Improvement

$0

$5

$10

$15

$20

$25

$30

Asth

ma

Canc

er

Diabe

tes

Heart D

isea

se

Men

tal H

ealth

Obesit

y

Child

bear

ing

Jul04-Jun05 Jul05-Jun06

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Bridging the Gap between Health Promotion and Disease/Cost

Management▪ Assume a longer term view; gather

longitudinal data▪ Focus on sustained behavioral impact, best

demonstrated over the long term▪ Expand the scorecard to include leading

indices that precede financial gains (health risk reduction, compliance, migration in stage of readiness)

▪ Broaden the spectrum of targeted population to “get ahead of the disease state” (prevention vs management)

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Q & A

Questions?