InterContinental
New Orleans, Louisiana
October 1 - 3, 2007 ________________________________________________________________________

KEYNOTES
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How the New Orleans Energy Provider Coped With Katrina and Maintained EHM Programming and Services

Renae Conley – President & CEO, Entergy-Louisiana

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The devastation of Katrina was the worst weather related disaster in the history of the United States. As a result, hundreds of thousands of individuals, hospitals, businesses, and other operations were without electrical power and natural gas. The response of Entergy – Louisiana was extraordinary. New offices had to be established, workers had to establish other methods of communication, the community had to be assured that electrical power and natural gas services were on the way. In this process, Entergy executive management made the decision that the employee health management programs were needed during these times of catastrophe more than ever. Leading this change, was Renae Conley, President & CEO of Entergy – Louisiana. During this Keynote discussion, Renae will describe the magnitude of the storm-levee related problems on Entergy operations, the reorganization process, and other challenges. She will provide details about why and how she and other executives pulled together to keep the employee health management programs and services operational in order to enhance employee moral, energy, and productivity. This is a rare opportunity to interact with a corporate executive who explains how to keep EHM programs operating through times of tragedy.

Learning Objectives

At the conclusion of the Keynote, participants should be able to:

1. Assess the impact of catastrophic weather and other factors on the operations of a large energy company.
2. Describe the thought and decision making process executives can use to determine the importance of EHM programming during unusual working conditions.
3. Explain three factors that are critical to the continuation of EHM operations in times of disaster.

About the Facilitator

Renae Conley – President & CEO, Entergy-Louisiana – Renae became President & CEO of Entergy-Louisiana in 2000. She is responsible for the companies electric distribution systems, customer services, regulated and governmental affairs, economic development, and financial performance. Prior to joining Entergy, Renae was President of Cincinnati Gas & Electric. In 2004, she was recognized for the second consecutive year as a “Key Woman in Energy in the Americas”, a national honor bestowed on female executives for their contributions to the industry. In the wake of Hurricane Katrina and Rita, she was taped by Governor Kathleen Blanco for the Board of Directors for the Louisiana Disaster Recovery Foundation. Renae has her under graduate degree and MBA from Ball State University.

About the Company

Entergy-Louisiana (www.entergy.com)

Entergy is a provider of electricity and gas to 2.6 million customers in Arkansas, Louisiana, Mississippi, and Texas. These services are managed, delivered and maintained by about 14,500 employees. Entergy-Louisiana experienced unique problems and challenges caused by Katrina and the breach of the levees; and responded in an extraordinarily efficient way.

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NCQA Moves into the Arena of EHM Quality and Certification

Phyllis Torda, PhD – VP, Product Development - NCQA

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NCQA is a leader in the establishment of health quality standards, certification, and accreditation. The Health Plan Employer Data and Information Set (HEDIS) is used by more than 90% of Americas health plans to assure performance on important health care and services. NCQA is now in the process of moving into the arena of employee health management (EHM) quality and certification issues. HERO has interacted with NCQA to help introduce them to the EHM discipline and make meaningful contacts. This Workshop will discuss why NCQA is expanding into the field of EHM and how they plan to do it. Preliminary details of how the quality standards are established and monitored will be discussed. The question of how NCQA will address program certification will be presented. The impact of NCQA involvement in EHM quality and certification could have significant impact on the future of the EHM discipline. You will have the opportunity to be among the first to know the details as discussed by NCQA.

Learning Objectives

At the conclusion of the presentation, participants should be able to:

1. Explain the role that NCQA has had in the establishment of health care quality standards and certification.
2. Describe the plans and objectives that NCQA has created to move into the area of employee health management quality standards and certification.
3. Discuss the impact NCQA involvement in employee health management quality and certification could have on the growth and success of employee health management.

About the Facilitator

Phyllis Torda, PhD – VP, Product Development - NCQA - Phyllis Torda is Vice President for Product Development at the National Committee for Quality Assurance (NCQA). She is responsible for NCQA’s efforts to develop new ways of evaluating the quality of health care provided by organizations and professionals. She is also responsible for updating requirements for current programs and she leads NCQA’s strategic planning. Other major initiatives under her direction have included developing performance-based accreditation of managed care organizations that takes into account organizations’ HEDIS results; developing accreditation and certification programs for disease management programs; developing accreditation for preferred provider organizations and developing consumer-friendly health report cards.

About the Company

NCQA (www.ncqa.org)

NCQA is a not-for-profit organization dedicated to improving health care quality. NCQA’s programs and services reflect a straight forward formula for improvement: Measure, Analyze, Improve, and Repeat. The annual NCQA reporting of performance against such measures and standards has become a focal point for the media, consumers, and health plans.

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A Corporate President’s Thoughts on Employee Health Management

John Burke – President – Trek Bicycle Corporation

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There is a universal connection with riding a bicycle for exercise or pleasure, and the good health that results. The question will be addressed if this influences the health of Trek employees. For this Keynote, John will discuss his personal and corporate interest in employee health management. This will include the investments that Trek makes in human capitol, and what he expects relative to the documented impact on health improvement and financial outcomes. Consideration will be also be given to some of the details of the Trek program, especially the use of the Presidents Challenge, which is a web based fitness program run by the PCPFS. This will be an opportunity to hear from a corporate executive who is part of a company that manufactures products associated with pleasure, exercise, and health, who also has high interest in the health, well being, and productivity of the employees.

Learning Objectives

At the conclusion of the presentation, participants should be able to:

1. Describe John’s personal and corporate commitment to optimal health & well being.
2. Discuss the main components of the Trek Bicycle employee health management (EHM) program.
3. Explain what John and Trek Bikes expect in return for the investments made in the EHM programs and services.

Facilitator

John Burke – President – Trek Bicycle Corporation - John Burke has been President of Trek Bicycle Corporation since 1997. Prior to his appointment, Mr. Burke served as Trek’s Vice President of Sales & Marketing from 1986-1997. In addition to overseeing Trek’s worldwide business, he serves as Chairman of President George W. Bush’s President’s Council on Physical Fitness & Sports, and sits on the board of the Bike Belong Coalition and the Midwest Athletes Against Childhood Cancer Fund. An avid athlete, John is a two-time Ironman Wisconsin finisher, and a three-time finisher of the Boston Marathon. In addition to cycling and running, he also enjoys golf and tennis.

About the Company

Trek Bicycle, Inc. (www.trekbikes.com)

With five employees and one product, in 1976 Trek Bicycle was established in a rented barn in Waterloo Wisconsin. Over a period of 10 years, Trek expanded from a provider of steel framed road bikes to mountain bikes and a wide assortment of biking accessories. In 1997, following a diagnosis of cancer, Trek and the U.S. Postal Team signed Lance Armstrong as a professional bike racer. In 1999, Armstrong won the first of seven Tour de France championships riding a Trek Bike. Today, Trek is a worldwide corporation on the cutting edge of art and science of world class professional bike racing, as well as riding for pleasure and fitness.

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WORKSHOPS
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BEHAVIORAL CHANGE – TOBACCO CESSATION DELIVERED TO MULTIPLE LOCATIOn

(Workshop Core Component Emphasis)

Facilitated By Boeing Company

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Workshop Summary

Despite policy and long-term attention to the topic, tobacco remains a significant population health issue and continues to impact employers’ health care costs and productivity. Barriers to program entry and suboptimal promotion and/or program quality may be reasons for our inability to lower tobacco rates to desired levels. On the positive side, many new cessation technologies have been introduced that are intended to boost tobacco cessation program participation and quit rate. The application of these technologies is showing promise in attracting smokers to programs and in their success rate. Michael will discuss the attention being given to tobacco cessation in a large manufacturing company with employees in 48 states and 70 countries. The discussion will include partnering with a supplier to make use of scientifically-proven cessation techniques, how to best deliver the program globally, how policy and cessation programming can synergize, and how to continue to communicate the programs to attract those ready to quit.

Learning Objectives

At the conclusion of this session, participants should be able to:

1. Analyze the health and financial impact of tobacco on their population, including a quick method of calculating ROI.
2. Distinguish the new tobacco cessation techniques that are significantly impacting program attraction, adherence, and quit rates.
3. Apply cessation program promotional strategies within their population that will maintain or increase program registrations over time.

Facilitator

Michael Brennan, MS, MBA – Manager, Corporate Wellness Program – Boeing Company – Michael has been promoting health at the Boeing Company for 22 years. He is currently the program manager for Company Wellness Programs. In this position he chairs the Company Wellness Committee, a group chartered to form “One Boeing Wellness Program” from four merged companies (Boeing, McDonnell-Douglas, Rockwell, Hughes). Over the past seven years this group has worked to combine the long-standing site programs with newer technologies designed to reach more members of the Boeing community with tools which address issues along the wellness continuum. In his current role Michael works closely with the corporate benefits community in providing company-wide programs which complement offerings through employee medical plans. In addition, his company wellness team strives to integrate allied internal services to create a “health culture” and to maximize outcomes.

About the Company

Boeing Company (www.boeing.com)

Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. As a provider to NASA, Boeing operates the Space Shuttle and the International Space Station. Boeing is the FORTUNE 26 Company with about 159,000 employees in the U.S. and 70 other countries.

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INTEGRATION AND PRODUCTIVITY MANAGEMENT
(Workshop Core Component Emphasis)

Facilitated by: DIRECTV

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Workshop Summary

DIRECTV has invested in an integrated health and productivity management strategy and a commitment to a culture of health for their workforce. This innovative DIRECTV corporate health initiative is part of a three year CDC – Cornell University research study. The integrated health and productivity strategy included health risk assessment, wellness and lifestyle management, on-line and telephonic coaching programs, 24/7 telephonic nurse-based decision support, as well as on-line and telephonic disease management. In fact, one of the interventions included an aligned incentive strategy around quality and prevention among the employees and their treating physicians. This may be the first physician pay for performance initiative that included absenteeism and Presenteeism components. Compelling findings from the CDC-Cornell-DIRECTV study will be discussed, which demonstrates a significant improvement in health status and reduction in health risks, as well as a reduction in total cost (medical/pharmacy and productivity costs) through this integrated health and productivity investment in human capital.

Facilitator

Himaya Veazie - Corporate Manager, Wellness Affairs, Absence Management, and Worker’s Compensation - Himaya is responsible for program design and administration of absence management; health and productivity analysis; and wellness program design and management. He joined DIRECTV in 2002 from CORE, Inc., an absence management firm, where he served as an account executive from 1997 to 2002. In this position, he managed large case clients ranging from 2,000 to 65,000 employees, including Hughes, Apple Computer, SBC, and Chrysler. Himaya holds a bachelor’s degree in political science from California State University, Long Beach. A Certified Professional in Disability Management, he has been a member of the Southern California Chapter of the Disability Management Employer Coalition since 1998.

Learning Objectives

1. Describe the Business Value of Health and the full cost impacts (medical+pharmacy+presenteeism+absenteeism costs) of health conditions
2. Delineate the components of the interventions of an Integrated Population Health and Productivity Enhancement Strategy
3. Define the metrics and the approach of making the Business Case to the C-Suite of the full Value of an Investment in Health and Productivity Enhancement
4. Demonstrate validated results from a CDC study on the reductions of the burden of illness and burden of health risk as a result of an employer investing in a culture of health and Integrated Population Health and Productivity Enhancement.

About the Company

DIRECTV, Inc., the nation's leading satellite television service provider, provides television services to more than 15.5 million customers through exclusive content, industry-leading customer service and superior technologies. DIRECTV is approximately 39 percent owned by News Corporation (NYSE: NWS).

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BEHAVIORAL CHANGE RESEARCH - OBESITY
(Workshop Core Component Emphasis)

Facilitated by: Dow Chemical Company

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Workshop Summary

(Koop Award Winner) – This Workshop will review the design and implementation of moderate and high intensity interventions for the Environmental Approaches to Obesity Prevention and Management, which is a joint project with the National Institute of Health (NIH). This research effort is called “The Dow Lighten Up Project”. Twelve Dow Chemical manufacturing and research/development locations in Louisiana, Texas, New Jersey, and West Virginia serve as study sites (a total of 10,618 eligible employees). Moderate intensity interventions are being offered at four company sites. These interventions include inexpensive environmental changes, such as signs encouraging the use of stairs, healthy choices in cafeterias, a weight management tracking program, labels denoting healthy vending machine items and individual level rewards/recognition. High intensity interventions (above and beyond moderate level interventions) are being offered at five company sites. These interventions include engagement of senior managers in the development of a worksite culture that is broadly supportive of improved health among Dow employees, the development of site goals tied to health improvement, senior leadership training, and workgroup and team leadership rewards/recognition. The three locations serving as control groups are subject to Dow's existing core health promotion program consisting of individually-oriented interventions. Discussion will provide insight into critical features of the interventions such as: Organizing cross-disciplinary teams to assist in health and productivity efforts; Utilizing existing communication channels to disseminate information; Leveraging corporate resources to achieve maximum program outcomes and employee participation and; Designing and implementing environmental interventions within an existing corporate culture.

Learning Objectives

1. Describe the design and implementation of moderate and high intensity environmental interventions aimed at reducing obesity and overweight in the workplace.
2. Articulate the importance of senior leadership engagement and establishing a culture conductive to health for successful program outcomes.
3. Identify the results that should be expected from those efforts.

Facilitator

John White, PhD – Regional Health Director – John has worked in preventive health profession 19 years. The last 16 years has been with Dow Chemical. He is the Senior Prevention Specialist, serving on Dow’s Global Prevention Ergonomic and Injury Prevention Teams. In addition, John is on the core team that designed and is now implementing “The Dow Lighten Up Project”. He has an under graduate and PhD from the University of Mississippi.

 About the Company

Dow Chemical Company (www.dow.com), the FORTUNE 43 Company, is a diversified chemical company that harnesses the power of science and technology to improve living. Dow has 42,000 employees who deliver products and services in 175 countries. These products and services include the provision of fresh water, food, pharmaceutical, paints, packaging, and personal care products.

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PARTICIPATION AND INCENTIVES

(Workshop Core Component Emphasis)

Facilitated by Eastman Chemical Company

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Workshop Summary

This session will examine Eastman Chemical Company's philosophy and approach toward using incentives within its integrated health model. A variety of incentives are used to drive participation in health risk management programs and motivate employees to make needed behavioral and lifestyle changes. Examples of creative use of financial incentives that have resulted in high participation levels will be shared, as well as how these financial incentives can be designed for use from year-to- year while maintaining their effectiveness. Specific attention will be given to health risk assessments, lifestyle coaching and disease management programs, and health screening events. Specific examples will be provided about how Eastman uses health-related data from various sources to target its programming to improve health outcomes. This includes data from health risk assessments, medical and pharmacy claims, and productivity surveys. The value of integrating health risk data with an aggregated claims data base to identify specific population health needs will be demonstrated. Methods for identifying high risk employees through the application of risk clusters will also be presented. The presenters will share successful use of targeted marketing to employees to ensure that health screenings are attended by those most at risk.

Learning Objectives

At the end of each session, attendees will be able to:

1. Describe how to identify participants who would benefit from targeted health risk and chronic condition management programming
2. Identify effective incentives and how they may be used to motivate employees to participate in and complete behavioral modification programs.
3. Recognize how to leverage an integrated model to enhance outcomes through effective data design and vendor involvement.

Facilitators

David Sensibaugh, MBA – Director, Integrated Health – David has devoted his entire professional career to the fields of human resources, including personnel services, compensation and employee benefits. He has been with Eastman Chemical for 25 years. Under his leadership, the mission for the Eastman Integrated Health Organization is to integrate all health related services in order to improve the health of employees, covered dependents, and retirees. David has an undergraduate and MBA from Virginia Tech.

Lloyd Herlong – Integration Partners Manager – Lloyd is the primary relationship manager for vendors that provide health related services for health risk management and wellness, 24-hour nurse line/EAP, occupational medicine, data aggregation, process measurement, and pharmacy safety and quality. Lloyd has worked at Eastman for 28 years. He has a degree in Industrial Engineering from Auburn University.

About the Company

Eastman Chemical Company ( www.eastmanchemical.com )

Eastman Chemical Company manufactures and markets chemicals, fibers, and plastics worldwide. It provides key differentiated coatings, adhesives, and specialty plastic products. Eastman is the largest producer of PET polymers for packaging,
and a major supplier of cellulose acetate fibers. The company, which was founded in 1920, is in the FORTUNE 500, with 12,000 employees.

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REMOTE LOCATIONS & COPING WITH CATASTROPHE (KATRINA)
(Workshop Core Component Emphasis)

Facilitated by Entergy

View Vicki Darlington presentation
View Bob Irvings presentation
View Kevin Gardners presentation

Workshop Summary

Providing comprehensive employee health management programs and services is a major challenge for a multi-state power company because a large number of employees are in remote locations. Learn the Entergy methods to including all employees. The details of program health and economic outcomes will be discussed. Katrina and the breech of the levees in New Orleans was a devastating occurrence for Entergy, because the provision of electricity and natural gas was impossible. Employees were moved out of the city. Cash flow was reduced to zero. Executive management mandated that the employee health management programs would remain operational. This Workshop discusses how it was done.

Learning Objectives

At the conclusion of this session, participants should be able to:

1. Explain a strategy to provide employee health management programming and services to individual employees who are in remote locations.
    
2. Delineate three problems that can be anticipated following a major natural disaster.
    
3. Describe the most important activities that are necessary to maintain employee health management operations immediately following a catastrophic storm.

Facilitators

Vicki Darlington, MPH - Vicki draws on 20+ years of communications and managed health care experience, serves as the (corporate) team lead for ENSHAPE, Entergy Corporation's integrated wellness program. Vicki, along with partner vendor Health Fitness Corporation, work to ensure the program positively impacts the health of its approximately 14, 000 employee workforce located in the mid-Atlantic, northeastern and southwestern United States. Vicki holds a Master of Public Health in Health Systems Management from Tulane School of Public Health & Tropical Medicine and a BA from the University of New Orleans in Political Science. She volunteers in her free time for the women's Emergency Transitional Shelter Program established in New Orleans' devastated Upper Ninth Ward post-Katrina to meet the needs of homeless women and children.

Robert C. Irving, AIC, ARM - Until recently, Bob managed the Workers’ Compensation and Liability Claims Programs for Entergy Corporation, a Fortune 500 company, Bob joined Entergy in 1998 after working several years in the insurance industry, with extensive disability management experience as a disability claims manager for a large insurance company.

Bob holds a Master of Science in Business Administration Degree from Boston University and a Master of Science in Finance Degree from Bentley College Graduate School. He has earned several insurance industry designations including Associate in Life and Health Claims (ALHC) from the International Claim Association, Health Insurance Associate (HIA) from the Health Insurance Association of America and Associate in Claims (AIC) and Associate in Risk Management (ARM) from the Insurance Institute of America.

Kevin Gardner - Kevin is the Director of TotalRewards, the benefits program at Entergy Corporation, a position he has held since May of 2005. He is responsible for all compensation and benefits programs across the Entergy system for its 14,200 employees. Prior to assuming his current position, he was Director of Human Resources for Entergy’s nuclear “northeast” (or it’s non-regulated) fleet of plants headquartered in White Plains, NY. Kevin was graduated from the University of South Florida with a MBA in 1989.

About the Company

Entergy-Louisiana (www.entergy.com)

Entergy is a provider of electricity and gas to 2.6 million customers in Arkansas, Louisiana, Mississippi, and Texas. These services are managed, delivered and maintained by about 14,500 employees. Entergy-Louisiana experienced unique problems and challenges caused by Katrina and the breach of the levees; and responded in an extraordinarily efficient way.

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INTEGRATION & VENDOR COORDINATION

(Workshop Core Component Emphasis)

Facilitated by Goldman Sachs

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Workshop Summary

This Workshop features a description of offerings within “GS Wellness Exchange”, which is thought to be a cutting edge employee health management (EHM) program design plan of the future. Included are on-site health centers, fitness centers, physical therapy, child care, flexible work arrangements, along with recreational opportunities with a focus on vendor partnerships and how to leverage integration across multiple vendor and providers to create unique and best in class EHM programs and services. An important part of these activities are regular vendor meetings where the GS Wellness Exchange managers and all vendors discuss EHM program goals, objectives, and desired outcomes.

Learning Objectives

At the conclusion of this session, participants should be able to:

1. Identify strategies to foster integration in program delivery among various vendors.
2. Formulate action plans and take aways to further cross-promote and market service offerings among various providers.
3. Define the concept of “integration” and how this relates to design and development of wellness offerings.

Facilitators

Lilly Maisel, MA – Associate, Wellness & Human Capitol Management –  Lilly has been with the Wellness Group for over seven years as a generalist focusing on aiding implementation and delivery of wellness and work/life programs. She is currently responsible for managing the day-to-day and vendor aspects of the on-site Wellness facility-based operations in the U.S. which include: fitness centers, physical therapy units, health centers, lactation rooms, child care centers, and business continuity spaces. Lilly received her M.A. in Industrial/Organizational Psychology from New York University in 2004.

Nancy Adams-Kenny, RN – VP, Wellness & Human Capitol Management – Nancy joined Goldman Sachs in 2001 as the Global Disability Manager for the Wellness Exchange and is currently the head of all U.S. based Wellness services. Over the past six years, Nancy has leveraged her 20 years of case management and clinical experiences to help the GS Wellness Exchange become a leader in corporate wellness. Since joining the firm, Nancy has held multiple positions, including Global Disability Manager, Global Manager of Health Services and most recently as the Head of Wellness for the Americas. Prior to joining Goldman Sachs, Nancy was the Director of Artisan, a PPO, and case management company.
 

Laura Young – VP, Wellness & Human Capitol Management –
Laura is a Vice President at Goldman Sachs. She joined the firm in April of 2001 in the Wellness Exchange group of the Human Capital Management Division. She became the co-head of the Wellness Exchange for the Americas in 2004, and Global COO for Wellness in 2006. Her focus is on business planning, strategic growth, and operational consistency from region to region. She received her MA from Adelphi University and BS from Ithaca College.

About the Company

Goldman Sachs (www.goldmansachs.com)

Founded in 1869, Goldman Sachs is a leading global investment banking, securities, and investment management firm. The company provides a wide range of services worldwide to a substantial and diverse client base including corporations, financial institutions, governments, and high net-worth individuals. Offices are operated in New York, London, Frankfurt, Tokyo, Hong Kong, and other locations. There are 21,000 employees.

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EHM GLOBAL APPLICATION

(Workshop Core Component Emphasis)

Facilitated by: Johnson & Johnson

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Workshop Summary

(Two-Time Koop Award Winner) – The Johnson & Johnson (J & J) Global Health Services mission is to optimize medical services, which enhances health and productivity on a world wide basis. A decentralized corporate structure allows for a corporate-led approach that provides over arching goals, standards, and guidelines, while allowing operating companies to implement local solutions. Several important efforts are: 1) The World Wide Tobacco Free Workplace Policy, and 2) The Global Workplace Policy on HIV/AIDS. Thirteen health service offerings have been identified as fundamental to creating, promoting, and sustaining a culture of health. Realizing the professionals who are responsible for globalizing health have varying backgrounds, J & J corporate assists operating companies by developing guidelines to assist in the implementation of the menu of services. A vital component to Global Health Services is assessment and evaluation. One of these tools is a global HRA. In conclusion, the development of global goals and metrics helps J&J to create, promote, and sustain a culture of health, affect the health of employees, and subsequently, the effectiveness and work performance of the company.

Learning Objectives

1. Identify the key strategies and tactics that are required to provide effective global EHM programming and services.
2. Describe two methods to evaluate the outcomes of global application efforts.
3. Recognize how cultural differences across different countries will impact the success or failure of EHM programming.

Facilitator

Jennifer A. Bruno - Worldwide Director, Wellness & Health Promotion – Jennifer is the Worldwide Director of Wellness & Health Promotion for Johnson & Johnson Family of Companies. She leads the health promotion component of the integrated health and wellness related services and develops strategies for global implementation of general health promotion initiatives based on country, region, and individual operating company health needs. Jennifer provides leadership, guidance, support, and delivery of quality health programs and services including the Health Risk Assessment, targeted health risk interventions, health promotion and education, and environmental/cultural support programs. Jennifer has been with Johnson & Johnson for over 20 years.

About the Company

Johnson & Johnson (J&J) (www.jnj.com), the FORTUNE 32 Company, is the world’s most comprehensive and broadly based manufacturer of consumer, pharmaceutical, medical devices, diagnostic, and health care products. The 230 operating J & J companies have about 116,000 employees in 57 countries around the world.

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INCENTIVES AND CORPORATE CULTURE

(Workshop Core Component Emphasis)

Facilitated by Motorola

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Workshop Summary

(Two-Time Koop Award Winner) Preventative care has traditionally been Motorola's highest healthcare priority. Known as an innovator in employee healthcare, Motorola developed several new choices, resources, and incentives for 2007. This program, known as "LIVESMART", is Motorola's long-term commitment to building healthier, more engaged employees. Learn how the program rewards employees for taking steps to achieve and stay healthy in four categories: Health screening/self-care, nutrition/weight management, exercise/stress management, and health outcomes. Betty-Jo will share how earned points are converted to dollars to help pay for future medical expenses.

Learning Objectives

At the conclusion of this presentation, participants should know how to:

1. Execute a comprehensive education communication strategy that supports and drives true “healthcare engagement” among employees;
2. Implement an integrated incentive program to engage participants to change behavior and improve their health;
3. Integrate wellness into benefit design to drive health improvement, health consumerism, and long-term cost management.

Facilitator

Betty-Jo Saenz, MPH, MBA – Practice Leader, U.S. Healthcare - Motorola – Betty-Jo leads Motorola’s U.S Healthcare Strategy Practice team. With over 14 years of diverse healthcare and wellness experience, including 12 at Motorola, she has implemented numerous benchmark business practices, policies, and procedures at Motorola. The outcomes were successful healthcare programs designed to result in “healthy people”, excellence in customer satisfaction and favorable return on investment. Betty-Jo has a MPH, MBA. Her leadership, vision, and successful history in integrating benefit design and wellness strategy resulted in Motorola receiving three top healthcare industry awards - C. Everett Koop National Health Award, Wellness Council of America Platinum Award, and National Business Group on Health Best Employers for Healthy Lifestyles.

About the Company

Motorola -( www.motorola.com )

Since 1928, Motorola has been committed to innovation in communication and electronics. Today, Motorola is a global communications leader powered by, and driving seamless mobility. In 2007, CRO (Corporate Responsibility Officers) magazine named Motorola as number 4 on its list of 100 Best Corporate Colleague Companies based on governance, diversity, employees, environment, human rights, and product.

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EHM FOR A MEDIUM SIZE COMPANY WITH MULTIPLE LOCATIONS

(Workshop Core Component Emphasis)

Facilitated by Miller, Canfield, Paddock & Stone, PLC

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Workshop Summary

This Workshop centers on delivering effective EHM programming and services to a mid-sized company, whose employees are highly trained legal professionals, where the ability to minimize health related absenteeism is critical to the success of the organization. This interactive Workshop will explain the process of designing, implementing, managing, and monitoring an EHM program that is successful and sustainable as a core value of the organization. The details of what has and what has not worked will be discussed. In addition, ideas and experiences of other mid-sized companies involved in a Detroit metro wellness consortium will be discussed. The Workshop will provide outcomes from the standpoint of health improvement and productivity.

Learning Objectives

At the conclusion of this session, participants should be able to:
 

1. Identify what steps must be taken to establish a wellness program that is based on measurable outcomes, reaches participation levels at the 70% level and is sustainable over multiple years.
2. Articulate a methodology for determining the impact of a wellness program on the productivity of a company

3. Express how to partner with wellness service providers to achieve and maintain a successful program.

Facilitator

Bill Parsons, MA – Director, Administration & Human Resources – Miller, Canfield, Paddock & Stone, PLC – Bill joined Miller, Canfield in 1984. Prior to this, he was administrative manager for Brown, Colman, and Dement, which merged with Miller Canfield. He is a member of the Legal Administration Section of the American Bar Association for the state of Michigan (of which he served as President from 2004-2005). Bill has an MA degree from Western Michigan University.

About the Company

Miller, Canfield, Paddock & Stone, PLC (www.millercanfield.com)

Miller, Canfield, a legal firm, traces its history back to 1852. The firm has nearly 900 employees, of which about 450 are attorneys and paralegals. Headquarters are in Detroit, Michigan, with offices spread throughout the state. In addition, there are offices in New York, Massachusetts, Florida; Ontario, Canada, and three cities in Poland.

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WEB BASED PHYSICAL FITNESS PROGRAMMING

(Workshop Core Component Emphasis)

Facilitated by President’s Council on Physical Fitness and Sports

View joint President's Council presentation
View Trek President's Council Program presentation
View Pioneer President's Council Program presentation

Workshop Summary

This Workshop provides an overview of the work of the President’s Council on Physical Fitness and Sports and the fitness tracking tool and exercise program called the President’s Challenge. The President’s Challenge is a web based program that encourages all Americans to make being active a part of their everyday lives. The Challenge is designed to appeal to kids (ages 6-12), teenagers (13-17), adults (ages 18-64), and seniors (ages 65+). Corporations that have utilized the President’s Challenge will provide case study reports of activities and results of using the President’s Challenge program at the workplace.

Learning Objectives

At the conclusion of this session, participants should be able to:

1. Assess the impact of obesity in the workplace
2. Utilize simple tools such as the President’s Challenge website to increase exercise and reduce obesity
3. Create other exercise related programs using the President’s Challenge website.

Facilitators

Jerry Noyce – Vice Chairman – Health Fitness Corporation - Jerry serves as Vice Chairman of Health Fitness Corporation (HFC). He joined HFC in 2000 as CEO and President. Jerry expanded HFC’s business base by acquiring Health & Fitness Division of Johnson & Johnson Health Care Systems Inc. and later, HealthCalc businesses. In January, 2007, HFC created a new senior executive management structure. “The Office of the Chair,” consisting of the Chairman of the Board, the Vice Chairman, and the President and CEO. Under this plan, Jerry assumed the responsibility for identifying new market opportunities for the company including international expansion along with identifying and coordinating merger, acquisition, and strategic partnership opportunities. In addition, Jerry is a member of the President’s Council on Physical Fitness and Sports.

William Greer, MBA – VP, Benefits – Kellogg Company – Bill Greer is Vice President, Benefits for Kellogg Company and is responsible for plan design and administration of all Kellogg benefit programs in the U.S. as well as consulting on major benefit activities outside the U.S. His specific responsibilities include plan design, improving employee health and productivity and managing the administration of all benefit activities including the People Services Center, a call center dedicated to providing support to 25,000 employees and retirees in the U.S. Prior to assuming his current responsibilities, Bill worked in various benefits and compensation positions for Kellogg and prior to that worked in finance and accounting for the Firestone Tire & Rubber in Akron, Ohio. In May 2006, Bill was appointed by President Bush to the President’s Council on Physical Fitness and Sports to help promote physical fitness in the workplace. Bill received his M.B.A in Finance and Real Estate from Indiana University and his B.S. in Finance from Miami University.

Melissa Johnson, MS, Executive Director of the President's Council on Physical Fitness and Sports - Appointed by President George W. Bush Melissa  manages the activities, staff and operations of the Washington, DC-based Council, an advisory committee to the President and the Secretary of the U.S. Department of Health and Human Services (HHS). The Council supports the President's HealthierUS initiative, which encourages Americans to be physically active every day. Prior to her present appointment, Ms. Johnson served as Director of the California Governor's Council on Physical Fitness and Sports (1997-2002), which was chaired by California Governor Arnold Schwarzenegger. Ms. Johnson has a Masters of Science degree in Health/Fitness Management from American University in Washington, D.C. and a B.S. Degree from UCLA in Kinesiology.

About the Organization

President’s Council on Physical Fitness and Sports (www.fitness.gov)

The precursor to the PCPFS, the President’s Council on Youth Fitness was established in 1956 by President Dwight Eisenhower after becoming aware that U.S. children were less fit than European youth. President Kennedy expanded the mandate and the name was changed to the PCPFS. Today, there are 20 members of the PCPFS. Several are well known athletes, like Eli Manning, quarter back for the New York Giants, Mary Lou Retton, Olympic Gold Medalist, and Andy Roddick, world-class professional tennis player. Joining these PCPFS members are three HERO Think Tank members: Cathy Baase, MD, Jerry Noyce, and Bill Greer, MBA. One of the Forum Keynote speakers is John Burke, who is Chairman of the PCPFS.

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INTEGRATION AND SELF-RESPONSIBILITY

(Workshop Core Component Emphasis)

Facilitated by Union Pacific Railroad

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Workshop Summary

(Four-Time Koop Award Winner) This Workshop will give an overview of Union Pacific’s approach to health and how the culture of the organization impacted the company’s approach to health management. In this session, you will learn how Union Pacific integrated its programs into the total safety culture and developed tools that engaged local management into taking responsibility for the health of the work unit. Marcy will discuss how Union Pacific used data regarding safety and productivity to help drive its programs and what the future plans and initiative are for Union Pacific. The Union Pacific health improvement program includes a contract fitness facility network with over 575 contracted facilities, a risk identification, and intervention program, health education programs, incentive programs, on-site fitness facilities and targeted grant study participation. The Union Pacific Health Improvement Program is the recipient of several national awards including the C. Everett Koop National Health Award, The Well Workplace Gold and Platinum Award, The Corporate Health and Productivity Management Level I and II Award, The Best Employer Platinum Award and the Innovation in Prevention Award.

Learning Objectives

At the conclusion of this session, participants should know how to:

1. Evaluate how health management and productivity programs can be integrated into the existing culture of their organizations.
2. Discuss opportunities to help drive management to understand the importance of health to productivity and business objectives and take a role in improving the overall health of the organizations.
3. Assess how data can be used to help integrate programs into existing company structures.

Facilitator

Marcy Zauha – Director, Health & Safety – Union Pacific Railroad – Marcy joined Union Pacific Railroad in 1987. During her 19 years with Union Pacific, Marcy has worked in the areas of Disability Management, Medical Health Administration, and Safety and Prevention Programs including Health Improvement and Alertness Management. In her current role, she is responsible for the integration of health improvement programs into current operating structures and benefits plan designs. She is also involved in cultural issues such as policy development, vendor selection, and the integration of prevention into company operating and measurement structures.

About the Company

Union Pacific Railroad (www.uprr.com )
 

Union Pacific Railroad is the largest railroad in North America, covering 23 states across two-thirds of the U.S. UPRR moves a wide variety of products, including chemicals, coal, food, forest products, grain materials, minerals, automobiles, and auto parts. The company has a rich history of employee health management excellence, having received the C. Everett Koop Award four times. There are 51,300 employees.

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2006 KOOP Award Winner

Facilitated by USAA

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Workshop Summary

(2006 KOOP Award Winner) The USAA “Take Care of Your Health” program, the sole 2006 Koop Award Winner, is a comprehensive, multi-discipline and integrated employee health management program. Available to employees are: on-site fitness centers, healthy food choices in cafeterias and vending machines, 20 minute wellness breaks twice a week and substantial incentives. Evaluation methods are based on risk impact and cost outcome measures linked in a data warehouse with multiple health-related cost measures (i.e. – medical claims, absence, disability, and workers compensation). In addition, programs are tracked by comparing health outcomes to Health People 2010. Employees are reimbursed for preventive examinations, and pays for dependent participation in smoking cessation, weight management, and fitness center programs.

Learning Objectives

At the conclusion of this presentation, participants should know how to:

1. Explain the key program components that are required to receive the Koop Award, or other national recognition.
2. Describe the operations of an employee health management data warehouse.
3. Discuss methods that are successful in getting dependent participation in selected programs.

Facilitator

Peter Wald, MD, MPH – Vice President, Enterprise Medical Director - USAA – Peter joined USAA as Assistant Vice President, Wellness, in December 2002. He is a physician executive with 19 years experience in population health care management, medical data infrastructure, occupational and preventive medicine, and medical toxicology. He is the lead author of “Physical and Biological Hazards of the Workplace”, currently in its second edition, and has published numerous peer reviewed articles in occupational medicine and toxicology. Prior to joining USAA, Peter was employed by WorkCare, where he served as Principal Medical Director responsible for the design and implementation of outsourced occupational health strategies and services for large and medium sized employers. Prior to that, he served as Corporate Medical Director for ARCO, responsible for managing worldwide medical operations and Mobil Oil, where he served as Western Region Medical Director.

About the Company

USAA (www.usaa.com)

USAA is a member-owned, full service insurance-finance company that caters to those in the U.S. military and their spouses. Some of the services provided is life insurance, property and casualty insurance, investments, banking, credit cards, and financial planning and advice. USAA has about 5.6 million members and nearly 22,000 employees who are located in six U.S. cities, London, and Frankfurt.

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AUDIENCE-PANEL DISCUSSION

Employee Health Management: What Really Works?

view this presentation - Goetzel
view this presentation -Anderson
view this presentation - Pronk 

Audience-Panel Discussion Summary

Advances in the sophistication, acceptance, and effectiveness of employee health management (EHM) programming and services have grown exponentially over the past several years. As with any endeavor, some methodologies are more effective than others. The panelists are highly published thought leaders. They will present their interpretations on what the peer reviewed and published literature reports on what really works relative to EHM design, health assessment, behavioral change, integration, incentives, outcomes, and other EHM goals. Since each of the facilitators are involved on a daily basis in the design, delivery, and monitoring of EHM programs, they will compare how their practical experiences on what really works compares with what is reported in the literature. This is a rare opportunity to interact with five of the countries EHM experts and walk away with a clear understanding of the most effective and proven approaches to build and operate an effective EHM program. To assure your involvement, there is adequate time for audience comments, critique, questions, and answers.

Learning Objectives

At the conclusion of the Audience-Panel Discussion, participants should be able to:

1. Describe what employee health management (EHM) program design has the greatest impact on health status and financial outcomes.
2. Identify frequently used EHM efforts or approaches that have little or moderate impact on health status and financial outcomes.
3. Describe the three most important and essential characteristics of a highly successful EHM program.

Moderator

Tami Collin - Senior Consultant - Mercer Human Resource Consulting - Tami is in the Chicago office of the Health Care and Group Benefits practice and a member of the Mercer National Health and Productivity Management Practice. Her role is to assist clients in finding dollars unnecessarily spent on health care, disability, and lost time. In this capacity, she develops strategies and executes plans that impact health care costs and improve productivity. Prior to joining Mercer Human Resource Consulting, Tami was regional manager for WellMed, Inc.

Panelists

Ron Goetzel, PhD - VP, Consulting & Applied Research – Thomson Medstat
Director – Cornell University Institute for Health & Productivity Studies - At Medstat and Cornell, Ron is responsible for leading research projects and consulting services focusing on the relationship between health and well-being, and work related productivity. He is nationally recognized and widely published in the areas of return-on-investment (ROI), data analysis, program evaluation, outcomes research, and health and productivity measurement. Ron has served as Principal Investigator for projects supported by Medicare, NHLBI, and CDC, as well as dozens of business organizations, including HERO. Before joining Medstat in 1995, he was with Johnson & Johnson Health Care Systems. He has doctoral and M.A. degrees in Applied Social Psychology from New York University.

Nico Pronk, PhD – VP, Health & Disease Management; Executive Director – HealthPartners Health Behavior Group – As a Senior Research Investigator at the HealthPartners Research Foundation, Nico conducts research in the areas of behavior change, population health improvement, and the impact of system-level change on health-related outcomes. He is Chairman of the American College of Sports Medicine Interest Group for Worksite Health Promotion. Nico has published over a dozen books and book chapters, and over 100 scientific articles in the areas of exercise and physical activity, behavioral change, and the impact of health risk factors and the integration of health management strategies in population health initiatives. He has a doctoral degree in Exercise Psychology from Texas A & M University.

David Anderson, PhD – VP, Program Strategy & Development – StayWell Health Management - David is the primary architect of StayWell’s health risk assessment and targeted health behavior-change intervention models and oversees the scientific and technical refinement of the Company’s assessment and behavior change programs. David shares senior management responsibility for strategic planning and has consulted on customer programs honored with over 40 WELCOA Gold and C. Everett Koop National Health Awards. He has conducted research on the effectiveness and cost impact of StayWell programs, and co-authored several important publications. In addition to his strategic, scientific, and technical leadership, David has held a variety of management positions during his time at StayWell. Prior to StayWell, David held management and consulting positions with Control Data Corporation. During his ten-year tenure there, he played a major role in creating one of the first successful corporate health management programs.

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Employee Health Management from the Perspective of Benefits Executives

view this presentation - Sabin
view this presentation - Soroosh
view this presentation - Snyder
view this presentation - Greer

Audience-Panel Discussion Summary

Total integration of employee health management (EHM) programming and services is becoming more and more mainstream. This has diminished some of the problems of corporate siloing. The organizations facilitating this Audience-Panel Discussion are on the cutting edge of blending all elements of EHM into the health care plan. The facilitators will discuss why they had interest in integration, how they did it, and the results they have experienced. The outcomes have been extraordinary. For example, two of these programs have recorded 96+% participation by employees and covered dependents in a comprehensive program for years 1and 2. In addition to sharing program results, the facilitators will discuss their opinions on what an integrated EHM benefits plan will look like in the year 2012. Speculating on the increasing role of EHM in health care plan design over the next 5 years is an interesting and intriguing journey. There will be ample time for audience comments, critiques, questions, and answers.

Learning Objectives

At the conclusion of the Audience-Panel Discussion, participants should be able to:

1. Explain the traditional barriers to the inclusion of employee health management (EHM) programming and other prevention oriented services into the corporate benefits plan.
2. Describe the strategies and tactics that have been successful in the merging the employee health management (EHM) and other health oriented services into the benefits plan.
3. Collect, analyze, and document the health and financial benefits of a totally integrated benefits plan.

Moderator

Margaret Sabin, MHSA – CEO, Sutter Health Partners & VP, New Product Development – Sutter Health - Margaret was named one of the Bay area’s “100 Most Influential Women in Business” by the San Francisco Business Times, for 2003 and 2004. Before joining Sutter Health, she was CEO of the Marin General and Novato Community Hospitals. Previous positions include: CEO of the Yampa Valley Medical Center (Steamboat Springs, CO) and CEO of Swedish Medical Center (Englewood, CO). Margaret currently leads a team (Sutter Health Partners) that is responsible for assisting the Sutter health system, which has over 40,000 employees, to become fully self-insured and for implementing a lifestyle management and disease management program. She has a Masters of Health Services Administration from George Washington University.

Panelists

Bob Soroosh, MBA - Director, Benefits Administration - Affinia Group - Bob has over 15 years experience in the after market automotive parts business. During this time, he has been Director of Training for Clevite Engine Parts and Director of Benefits Administration at the Affinia Group. He has an undergraduate degree from Baylor University and MBA from the University of Colorado. Bob is recognized as an innovator in the area of benefits administration. Affinia has approximately 12,500 employees who are located in 19 countries.

Don Snyder, MPHA - Director, Corporate Benefits & Health Services - Alcon, Inc. - Don’s responsibility is global…U.S. employee benefits, worker’s compensation, disability management, and occupational health, which includes over-sight of the company medical clinic. He also provides design review for benefits programs around the world. He has 27 years work experience, which includes benefits management at Beech Aircraft and Alcon, Inc. Don has an undergraduate degree from Wichita University and an MPHA from the University of Alabama. Alcon, Inc. has about 13,000 employees and sales in more than 180 countries.

William Greer, MBA – Vice President, Benefits – Kellogg Company – Bill is responsible for plan design and administration of all Kellogg benefit programs in the U.S. His specific responsibilities include benefits plan design and enhancing employee health and productivity. In addition to managing all benefits activities, he is also responsible for the People Services Center, which is dedicated to providing support for 25,000 employees and retirees in the U.S.

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