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For over 13 years HERO has been a national leader in the
creation of Employee Health Management:
Research, Policy, Strategy, Leadership and Infrastructure. |
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Workshops
Home � 2010 HERO Forum � Register � 2010 Workshops � CEU
Travel/Hotel � Special Features � The Health Project � Agenda
Keynotes
Now, More Than Ever: The Amplified Importance of Employee Health as a Key Business Strategy Post Health Care Reform
The legislated reforms in the last 2 years will substantially improve health care access for many Americans. At the same time, the reform debate has highlighted the need for further major modifications in how the overall health of the whole US population is secured. While the drive for improved health care delivery is anticipated from public programs such as MediCare and MediCaid, business leaders and their employees have a linked but unique set of strategic challenges and opportunities demanding active innovation, value demonstration and wide implementation. Novel approaches to collaboration, partnership, and integration among employers, consumer/patients, payers and providers will be required to achieve the necessary program development, documentation of impact and rapid and aggressive sharing of new learning.
Learning Objectives
After the conclusion of the session, participants should be able to:
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Appreciate the amplified strategic implications for business of
planning for health in the post health reform era
- List the necessary partners for a successful health
strategy including employers, payers, providers, and patients
- Recognize the required data and analytic tools to guide improvement and demonstrate value for a health strategy
About our Keynote
Paul
J. Wallace, M.D.
Medical Director for Health and Productivity Management Programs
Senior Advisor, Avivia Health
Kaiser Permanente
Paul Wallace, M.D., has focused his practice, teaching and research on evidence based medicine, technology assessment, performance measurement, and disease management. With Kaiser Permanente since 1989, he has led its Care Management Institute and worked with the organization’s New Technology, Research, Guidelines and Diversity Committees. He now provides clinical leadership to Kaiser Permanente’s Health, Wellness and Productivity Management efforts. He has advisory and leadership roles with several national health care organizations including AcademyHealth, the Institute of Medicine, the National Committee for Quality Assurance (NCQA), the Center for Medicare and MediCaid Services, The Center for Information Therapy, and DMAA: The Care Continuum Alliance.
About the Company
Kaiser Permanente began at the height of the Great Depression with a single inventive young surgeon and a 12-bed hospital in the middle of the Mojave Desert. When Sidney Garfield, MD, looked at the thousands of men involved in building the Los Angeles Aqueduct, he saw an opportunity. He borrowed money to build Contractors General Hospital; six miles from a tiny town called Desert Center, and began treating sick and injured workers. But financing was difficult, and Dr. Garfield was having trouble getting the insurance companies to pay his bills in a timely fashion. To compound matters, not all of the men had insurance. Dr. Garfield refused to turn away any sick or injured worker, so he often was left with no payment at all for his services. In no time, the hospital’s expenses were far exceeding its income. Enter Harold Hatch, an engineer-turned-insurance agent. Hatch suggested that the insurance companies pay Dr. Garfield a fixed amount per day, per covered worker, up front. This would solve the hospital’s immediate money troubles and, at the same time, would enable Dr. Garfield to emphasize maintaining health and safety rather than merely treating illness and injury. Thus, “prepayment” was born. For the princely sum of five cents per day, workers were provided this new form of health coverage. For an additional five cents per day, workers could also receive coverage for non-job related medical problems. Thousands of workers enrolled, and Dr. Garfield’s hospital became a financial success.
People-Purpose-Performance: Barry-Wehmiller’s Vision of
People-Centric Leadership
At Barry-Wehmiller, we believe that business enterprise has the
opportunity to become the most powerful, positive influence on our
society by providing a cultural environment in which people can realize
their gifts, apply and develop their talents, and feel a genuine sense
of fulfillment for their contributions in pursuit of a common
inspirational vision. We aspire to a culture in which “we measure
success by the way we touch the lives of people” and are committed to
sending our team members home each day healthy, safe and fulfilled.
Founded on that vision, Barry-Wehmiller’s wellness program has become a
clear demonstration of the power of people-centric leadership to touch
lives where we live and work. Barry-Wehmiller Chairman and CEO Robert
Chapman will share his experiences in bringing this vision to life. He
will focus on Barry-Wehmiller’s people-centric leadership model and the
power of inspirational leadership to impact lasting change in the lives
of those we touch.
About our Keynote
Robert
H. Chapman
Chairman and CEO
Barry-Wehmiller Companies, Inc
Robert Chapman has served as Chairman and CEO of family-owned Barry-Wehmiller Companies since 1975. Mr. Chapman’s commitment to people-centric leadership, continuous improvement and disciplined growth has helped transform Barry-Wehmiller into a well-balanced and financially solid company with dedicated team members working together to realize a vision articulated as “Achieving Principled Results on Purpose.” Over the past two decades, Barry-Wehmiller has leveraged a strategic combination of acquisition and organic growth initiatives to become a leading provider of manufacturing technology and engineering consulting solutions to a global customer base. In 2008, annual revenues topped $1 billion for the first time in the company’s 123-year history, continuing a pattern of 20% compound growth in revenue and share value over a 20-year period. Through the economic challenges of the past year, Barry-Wehmiller continued to focus on its vision of people, purpose and performance, and remained committed to its team members worldwide. As a result, Barry-Wehmiller experienced 11% growth in share value in 2009, and entered 2010 poised for record success.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Define the elements of corporate culture
- Explain the role of a sustainable business model in building a
people-centric culture
- Describe the process for successfully building a corporate culture
About the Company
Barry-Wehmiller Companies, Inc. is a diversified global supplier of manufacturing technology and services across a broad spectrum of industries. Through our vision of “Achieving Principled Results on Purpose,” we remain committed to the creation of a business legacy that blends our unique focus on people-centric leadership with disciplined operational strategies and purpose-driven growth. This strategy has sustained a healthy pattern of nearly 20 percent compound annual growth for more than 20 years and has helped transform Barry-Wehmiller into a well-balanced and financially solid company with revenues surpassing $1 billion and more than 5,400 team members around the world.
Audience/Panel Discussions
The Power of Corporate Culture (General Session)
The importance of EHM corporate culture is well understood. Accomplishing this goal is not easy to achieve. This Discussion brings together a small, mid-size, and large company that have the most successful corporate culture oriented EHM programs in the country. They will explain how it was accomplished and you will learn how to enhance your level of corporate culture.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Summarize the role of leadership
in creating a culture of health in your organization
- Identify key policy, environmental, worksite culture, and work
climate factors in creating a culture of health
- Describe the role of communications n creating a culture of
health
- Discuss the importance of culture change in the success of an employee health management strategy
| Moderator: | |
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David Anderson, PhD is Senior Vice President and Chief Health Officer for StayWell Health Management, a leading national provider of health management programs and services. David is the primary architect of StayWell’s health risk assessment and targeted health behavior-change intervention models. He continues to oversee the scientific and technical refinement of the company’s risk-assessment, behavior-change, and cost-impact estimation programs. He has conducted groundbreaking evaluations of the effectiveness and cost impact of StayWell programs, including several landmark studies of medical claims impact. 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. David earned his PhD in Social Psychology from the University of South Dakota. |
| Panelists: | |
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Fikry
Isaac, MD, MPH, FACOEM is the Executive Director,
Global Health Services, Johnson & Johnson Health and Chief
Medical Officer, Wellness & Prevention. Fikry leads the
development of wellness strategies, policies, guidelines, and services
worldwide (Occupational Medicine, Employee Assistance Program
(EAP) and Wellness). For nearly 10 years, Dr. Isaac has
been driving the comprehensive Total Health program that has
reduced the company’s healthcare costs and improved the health
of employees. Fikry has been with Johnson & Johnson since
1989. In addition to his MD, he received his degree of
Master of Public Health in Occupational Medicine from the
Medical College of Wisconsin in May 2001 and is a Fellow of the
American College of Occupational and Environmental Medicine
where he chairs the Pharmaceutical Section and the Corporate
Health Achievement Award. He also serves on several boards
including the Eastern Division of the American Cancer Society
and the Global Health & Benefits Institute. |
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Bob
Soroosh, MBA, is Director of Benefits for Affinia Group Inc., a
leading manufacturer of automotive components. Bob is the primary architect of
Affinia’s Partners in Health integrated benefit plan, which in its first year of
implementation achieved both a reduction in medical and drug costs (in excess of
15%) and an improvement in the health risk profile of people covered under the
plan. Affinia’s consumer-driven health plan and its health management plan are
linked together by a Covenant. Employees who sign the Covenant agree to
participate in a screening and risk assessment. As an incentive, they receive a
$1,000 lower annual premium for their medical and drug coverage. Prior to
Affinia, Bob held management positions with the Clevite division of Dana
Corporation, as Vice President of Organizational Development and Director of
Training. Bob earned his Executive MBA from the University of Colorado, and
completed a BA in Communications at Baylor University. |
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Hank
Orme joined Lincoln Industries in May 1999 after retiring from a 33-
year career with Whirlpool Corporation. After graduating from Indiana
University with a BS in Business Administration, Hank joined
Whirlpool as a management trainee and worked in several
departments, including human resources, sales and operations.
In the 13 years prior to retiring from Whirlpool, he was
responsible for the operations of different business units,
beginning with the aftermarket unit in 1986. Next, he
started Whirlpool’s tele-services unit, which today has more
than $500 million in sales. In his last position at
Whirlpool, he was in charge of the company’s China operations
and resided in Shanghai from 1995 to 1999. He joined Lincoln
Industries in April, 1999 and was named the company’s president
in October, 2001. Hank’s biggest contributions to Lincoln
Industries’ success have been his impact on the company’s growth
and culture. As a result, the company has experienced
remarkable growth and five times has been named one of the 25
Best Companies to Work for in America. His commitment to
wellness is significant. Under his leadership,
Wellness is part of Lincoln Industries business strategy and
wellness excellence is a high priority for all the people of
Lincoln Industries. |
Employee Health Management Research in the Workplace - Where are we now and where do we need to go? (General Session)
This
session will “take the pulse” on the overall state of scientific
evidence related to the impact of employee health management (EHM)
programs using a Structure-Process-Outcomes framework. An emphasis
will be placed on “practice-based research” focused on real-world
questions that require credible answers. The moderator will begin
by synthesizing what is known in the field, comment on evidence gaps,
and frame provocative questions on where future inquiries need to be
directed. Additionally, this session will address some of the
methodological and practical barriers to conducting rigorous
evaluations, producing generalizable findings, and sharing knowledge.
After an opening introduction by Dr. Goetzel which sets the tone for the
panel, each contributor will be asked to identify current “innovative”
research likely to be noticed by researchers and policy makers outside
the health promotion community. Next, panelists will talk about
what they think are the priorities for future research in the area, to
be concluded in the next three years. Panelists will also comment
on the best ways to conduct such research, and include thoughts on
methods and funding sources. Each panelist will have 10 minutes to
present. The session will then open up the floor for discussion on
research methods and priorities.
Learning Objectives
After the conclusion of the session, participants should be able to:
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Cite three major studies conducted in the past five years that have significantly influenced the EHM field.
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Identify three major gaps in worksite research that need to be addressed in the near future.
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Report three study designs that will attract the attention of researchers and policy makers outside the health promotion community.
| Moderator: | ||
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Ron Goetzel, PhD - Director of the Emory University Institute for Health and Productivity Studies (IHPS) and Vice President of Consulting and Applied Research for Thomson Reuters. 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 Thomson Reuters 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. | |
| Panelists: | ||
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Nicolaas
P. Pronk, Ph.D., M.A., FACSM is Vice President of Health
Management at HealthPartners, a large non-profit, member-governed integrated
health system in Minneapolis, Minnesota. He is also a Senior Research
Investigator at the HealthPartners Research Foundation. Nico is responsible for
the design, development, and evaluation of health promotion, disease prevention
and disease management programs at HealthPartners. Nico has executive
leadership responsibilities for the Health Behavior Group; a
business unit that provides health promotion, disease prevention
and disease self-management products and services to employers
and health plans across the U.S. He is widely published in the
scientific literature and is currently an Editorial Board member
for several scientific journals. Nico serves on committees for the National Institutes of
Health, the American College of Sports Medicine and the National Committee for
Quality Assurance. |
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Leslie M. Yee, M.D., M.P.H., F.A.C.P., is
President of Skylark Health Strategies, Ltd., a consultancy
providing Health & Productivity Management, International &
Occupational Health, and New Business Development services to
Fortune 500 companies and other organizations. Les worked
from 1990 until 2009 for the Procter & Gamble Company, a global
consumer products corporation with over $80 billion in sales and
over 138,000 employees in over 80 countries. Within
Procter & Gamble, Les served for almost 15 years as its
Corporate Medical Director. He has professional
publications, as well as presentations at many national and
international scientific conferences, in a wide range of
health-related topics. He also serves on a number of
academic and corporate scientific advisory boards. |
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Elizabeth Rula, PhD,
is the Principal Investigator of Health Outcomes Research at the
Healthways Center for Health Research. In this role, she
leads research on the effectiveness of programs aimed at
improving population health and well-being and in the
identification and testing of innovative approaches to advance
Healthways programs. She earned her doctorate in Pharmacology
from Vanderbilt University.
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Employee Health Management
Innovation
(General Session)
The Employee Health Management industry is growing rapidly. The level of program sophistication, acceptance and accountability continues to be more demanding. Innovation will play a vital role in moving this growth forward. This discussion brings together EHM industry experts to interact with to learn what innovations are most important and how to apply these innovations to increase the effectiveness of one’s program.
Learning Objectives
After the conclusion of the session, participants should be able to:
- List the breakthrough innovations in EHM for the next 12-18
months
- Apply these new techniques to their programs
- Describe the role that social networking will play in delivering these innovations
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Moderator: |
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John Harris, M.Ed., FAWHP, is
Vice-President Innovations and Chief Wellness Officer for Healthways, Inc. In leading Innovations he is responsible
for envisioning the solutions of the future and proving their
viability. As Chief Wellness Officer he serves as the
primary wellness authority within Healthways, contributing to
prevention efforts throughout the organization. John was
formerly an Executive Vice President of Axia Health Management,
and was the
co-founder of Harris HealthTrends, an entrepreneurial
corporation specializing in the prevention of disease and the
reduction of health care costs. He served as its CEO for over 18 years. Under his leadership
Harris HealthTrends grew from several employees to over 300,
grossing nearly $13 million in 2005, and performing work in all
50 U.S. states and six countries. |
| Panelists: | |
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Dennis Richling, MD is Senior Medical Director and Vice President for Trustmark. In this role he serves as the company's medical visionary, setting strategic medical direction, and providing clinical oversight and educational training for Trustmark’s healthcare and claim professionals. As the former medical director of wellness for a health management company, Dr. Richling has the hands-on experience to address the variety of needs of Trustmark’s health plans, while crafting clinical direction for the company’s newer consumer health advice initiatives. Dennis received his Medical Degree from Creighton University School of Medicine in Omaha, Neb. He is also a graduate of the Harvard Business School’s Program for Management Development. |
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Diane Hettinger
is the Director of Health & Wellness for Prudential. With over
twenty-five years as an Occupational Health Nurse. She is instrumental in fostering a culture of health to
positively impact workforce productivity, as well as, employee
physical, emotional/mental, financial and spiritual health and
wellbeing. Diane received a Bachelor of Science degree from Hartwick College in Oneonta, NY where she majored in Nursing and
minored in Coaching Competency. She has a Master in Public
Health from Rutgers University and attended an Executive
Management Program at the University of Pittsburgh. Diane has
been certified as an Occupational Health Nurse Specialist and is
a Certified Employee Benefit Specialist. |
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Rebecca Kelly, PhD, RD is an Assistant Professor and Director of Health Promotion and Wellness for the University of Alabama. She is a nationally recognized expert in the field of corporate wellness, health and productivity, and performance nutrition. Additionally, she is a registered dietitian, exercise physiologist and certified diabetes educator. Rebecca has developed over 15 signature health programs including diabetes education, work conditioning, as well as a wellness screening model used for predicting health care costs and productivity. The innovative health management programs have successfully reduced health care costs, improved productivity and resulted in positive returns of investment. Rebecca completed both her doctoral and master's degrees from the University of Alabama at Birmingham. |
EHM
Incentives
and Legal Issues Relative to Health Care Reform (General Session)
The recently passed health care reform bill is certain to have significant impact on the growth of EHM programs and the expanded use of incentives with these programs. Whether you are an EHM provider, a large employer, small business or a health plan, the new Affordable Care Act has a provision that will impact you. This session will review specific provisions that are law, the timing and potential applications of new incentive regulations to multiple stakeholders. Two of the panelists will share a legal perspective on the types of incentives employers can use in conjunction with their wellness programs with examples of guidelines for employers to follow when implementing incentives. Our discussion will address the expanded allowable incentive amounts of total medical premiums and discuss insights on how EHM program design with incentives will be impacted by the new legislation and new laws affecting small businesses and EHM programs.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Recognize
the impact of healthcare reform on the use of wellness incentives
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Explain how the new provisions may impact the total medical premium
amount
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Apply new incentive program provisions into your current and future
EHM program design strategies
| Moderator: | |
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Sue Lewis is President of Lewis Health Strategies, LLC, and has over 20 years of experience in the healthcare and population health management industry with expertise in strategic planning, business development, product development and marketing. Previously Sue was Senior Vice President of IncentOne where she led the company’s healthcare incentive administration division. Additionally, Sue worked at Optum, a Specialty Health Division for UnitedHealth Group, where she held several leadership positions in sales, business development and wellness products. Sue has also held executive sales and marketing positions at Gordian Health Solutions and StayWell/Mosby Publishing. Sue earned her B.S. degree from the University of Vermont and her M.Ed. from The George Washington University. |
| Panelists: | |
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Jesse Hercules, J.D. is the President of Extracon
Science LLC, a technology company that incorporates Social
Networking and Digital Coaching into Team Challenge programs for
walking, physical activity, and weight management. Jesse
graduated from Northwestern University with a Bachelor’s degree
in Industrial Engineering, and a second major in Economics.
He led software and hardware technology projects at GE Aircraft
Engines for several years, and worked in intranet and extranet
technology projects with Waterstone Consulting. He
received his law degree from the University of Mississippi Law
School. |
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Jason Eliot, JD, SPHR is the Administrative
Director of Human Resources for INTEGRIS Health, Inc., the
largest health care provider in the State of Oklahoma with 11
hospitals and almost 10,000 employees across the state.
Jason is responsibile Compensation, Benefits, Wellness,
Employee Health, HRIS, Payroll, HR Customer Service and two
onsite Child Care Facilities. Previously, Jason was Legal
Counsel for INTEGRIS with responsibilities for all HR and
Employment law matters. Jason received his bachelors
degree in Economics and Political Science from Westminster
College in Fulton, Missouri and received his law degree from
Washington and Lee University in Lexington, Virginia. |
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Doug Knoop, MD, MHA, FACS, CPE is Executive Medical Director and Executive Vice President for Charlotte-based Healthstat, Inc. Dr. Knoop has extensive clinical experience, having practiced for over 20 years as a board-certified otolaryngologist—head and neck surgeon. While in active practice, he earned his Master’s degree in Healthcare Administration from the University of Kentucky, after which he was awarded the David A. Winston Postgraduate Fellowship in Health Policy. Following his year of health policy study in Washington, DC, he served as a medical director with several managed care companies, and recently retired as Senior Medical Director for Blue Cross Blue Shield of North Carolina. |
General Session
A Million Voices: From Health to Well-Being Interventions
Over the last several years many data sources have contributed to a better understanding of population health management. The HERO Scorecard, the Gallup-Healthways Wellbeing Index, and other private and public data sources have all contributed. This has lead to the understanding that changing the health behaviors of large populations requires a broader view which includes physical, emotional, and social approaches. The question is, how do we help professionals in the field gain this more comprehensive understanding, and as a result design and deliver new interventions that leverage what has been learned? This presentation will address new data sources, what they are telling us, and what the interventions of the near future are likely to include
Learning Objectives
After the conclusion of the session, participants should be able to:
- Determine the data sources that are reshaping the
population health management industry.
- Identify specific examples of the likely population
health management interventions of the future, how they
will work, and the outcomes they are likely to produce.
- Articulate findings in the filed and how they will drive physical, social, and emotional interventions.
About the Speaker
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John Harris, M.Ed., FAWHP, is Vice-President Innovations and Chief Wellness Officer for Healthways, Inc. In leading Innovations he is responsible for envisioning the solutions of the future and proving their viability. As Chief Wellness Officer he serves as the primary wellness authority within Healthways, contributing to prevention efforts throughout the organization. John was formerly an Executive Vice President of Axia Health Management, which was acquired by Healthways in late 2006. He was the co-founder of Harris HealthTrends, an entrepreneurial corporation specializing in the prevention of disease and the reduction of health care costs, and served as its Chief Executive Officer for over 18 years. Under his leadership Harris HealthTrends grew from several employees to over 300, grossing nearly $13 million in 2005, and performing work in all 50 U.S. states and six countries. Through the development of multiple sales channels, Harris HealthTrends developed a base of over 100 clients and helped shape the prevention industry into what it is today. |
"HOW TO” do it Workshops
The Workshops are a central focus of the Forum. Each Workshop is 75 minutes. The corporate EHM thought leaders who facilitate the Workshops use about half the time to discuss the details of their award winning EHM program design and documented outcomes. The remaining time belongs to you, the participant so you can drill down deep into the details of how to design and operate an exemplar EHM program. Following is a cross section of confirmed Workshops:
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Barry-Wehmiller Companies The presentation covers Barry-Wehmiller’s wellness initiative, “Take time to Take Care”, which was introduced in 2006 with a combination of leadership support, a network of local wellness champions, incentives for results and healthy habits, unique technology, and year-round program of activities. Barry-Wehmiller’s unique people-centric culture and the use of participant satisfaction, outcomes, and medical claims data to drive the program have all combined to produce measureable results which will be shared and discussed in this interactive presentation. Learning Objectives After the conclusion of the session, participants should be able to:
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Barry-Wehmiller Companies, Inc. is a diversified global supplier of manufacturing technology and services across a broad spectrum of industries. Through our vision of “Achieving Principled Results on Purpose,” we remain committed to the creation of a business legacy that blends our unique focus on people-centric leadership with disciplined operational strategies and purpose-driven growth. This strategy has sustained a healthy pattern of nearly 20 percent compound annual growth for more than 20 years and has helped transform Barry-Wehmiller into a well-balanced and financially solid company with revenues surpassing $1 billion and more than 5,400 team members around the world. |
Children's Hospital and Health Systems
Children’s Hospital and Health System launched their employee health management program five years ago. It has grown from an activities based program to a hybrid outcomes based program. Management has continued to challenge their employees to take their health and participation to the next level. Learn how Children’s designed their year long credit earning wellness program to incent employees to take care of themselves and earn an insurance premium reduction. Listen to the lessons learned in program design. Participate in the interactive discussion about the importance of culture, consistency in messaging and the interrelatedness of wellness and benefits and team building through collaboration.
Learning Objectives
After the conclusion of the session, participants should be able to:
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Create a program that strongly supports behavior change
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Explain where a culture of wellness can be supported and the challenges yet to be addressed
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Discuss the importance of a strong infrastructure in the building of wellness teams.
About the Company Children's Hospital and Health System is a health care organization – and so much more. We're a team of professionals dedicated to one simple mission: helping kids and their families. Some of us are on the front lines of patient care. Others work in vital, behind-the-scenes roles. And some of us serve children, families and communities throughout the state as social workers and health educators. Together, we are one of the top pediatric health care systems in the nation. Relating Best Practice Scores to Strategic Planning This interactive workshop will provide practical information and guidance about how to use best practice scores and benchmarks to develop a strategic EHM plan. It will reference the HERO EHM Best Practice Scorecard in Collaboration with Mercer™ and the HERO Scorecard Benchmark Report© as tools that can be used in the strategic planning process. Current results from the HERO Scorecard database will be used to demonstrate the value of creating a specific, written strategic plan for your organization’s EHM program that includes program goals and targets. Learning Objectives After the conclusion of the session, participants should be able to: 1. Utilize best practice scores and
benchmarks for strategic planning |
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About the Speaker
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Cisco Systems
(2009 Koop Award Honorable Mention)
Information technology and data-driven strategy are at the heart of
HealthConnections, Cisco’s award-winning health-enhancement program
designed to improve the health and wellbeing of Cisco employees and
families. To achieve these goals, Cisco emphasizes prevention, primary
care and management of chronic conditions to reduce healthcare demand
and increase productivity.
HealthConnections is an integral part of a global benefits strategy, and
the team, six full-time employees and over 50 partners, operates under
Cisco’s Global Health Engagement organization. Cisco’s comprehensive
program focuses on Resilience and Life Balance as core values leading to
healthier, more fulfilling lives and greater performance.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Recognize a health enhancement strategy that fosters workforce
resilience
- Identify key performance measures for program effectiveness
- Describe how an industry leading high tech corporation has embedded health into its culture
About the Speaker
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Lisa Jing is currently Senior Program Manager on Cisco’s Global Health Engagement team where she develops strategies and implements programs to enhance the health and well-being of Cisco employees and their families. Lisa’s key areas of focus are integration of mental / behavioral health with medical care, development of industry leading metrics to track outcomes, leading Cisco’s Healthy Partners Council, and Communications support for the HealthConnections initiative. She’s also exploring how health and well-being contribute to overall employee engagement. Lisa holds an M.A. in Counseling Psychology from Loyola Marymount University and a B.A. in Psychology from the University of California, San Diego. Her early career includes clinical counseling and crisis intervention, healthcare marketing, technical recruiting, and human resources. |
About the Company
At Cisco customers come first and an integral part of
our DNA is creating long-lasting customer partnerships and working with
them to identify their needs and provide solutions that support their
success. The concept of solutions being driven to address specific
customer challenges has been with Cisco since its inception. Husband and
wife Len Bosack and Sandy Lerner, both working for Stanford University,
wanted to email each other from their respective offices located in
different buildings but were unable to due to technological
shortcomings. A technology had to be invented to deal with disparate
local area protocols; and as a result of solving their challenge - the
multi-protocol router was born. Since then Cisco has shaped the future
of the Internet by creating unprecedented value and opportunity for our
customers, employees, investors and ecosystem partners and has become
the worldwide leader in networking - transforming how people connect,
communicate, and collaborate.
L.L. Bean (2009 Koop Award)
L.L.Bean started its Employee Wellness Program in 1982, well
before it was commonplace in the industry. Throughout the past 25+ years
we have achieved success and experienced failure. Some programs have
worked well and others have not lasted. One thing we know for sure, the
Employee Wellness Program has had a positive impact on the health of our
employees.
During this presentation we will discuss how L.L. Bean reduced their
smoking rates from 23% in 1985 to 7% in 2009, which factors have been
most effective in improving health, how our health risk appraisal
program achieved an 85% participation rate, and the resulting return on
investment for the first two years of the HRA program.
Learning Objectives
After the conclusion of the session,
participants should be able to:
- Identify which components of a corporate wellness program are
most critical to its ultimate success
- Discover how L.L. Bean achieved and maintained an 85%
participation in their Health Risk Appraisal program
- Explain the Return on Investment L.L. Bean received from
implementing their Healthy Lifestyles program
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Susan Tufts, Director, Health and Wellbeing, Susan has managed the Wellness Program at L.L. Bean for the past 25 years. L.L. Bean’s Wellness program has been successful because it reflects the values of our company. Health and Safety are an integral part of how we work and who we are. Significant accomplishments include reduction in employee smoking rates from 24% in 1985 to less than 7% in 2009; tobacco free grounds, subsidized healthy offerings in our cafeterias and vending machines and a comprehensive health risk assessment program that is integrated with our Benefits plan. We have experienced significant reduction in health risk factors, and impressive cost savings – evaluated through multiple claims analyses. Susan has degrees in Nursing, Athletic Training and Exercise Physiology/Cardiac Rehabilitation |
About the Company
L.L. Bean, Inc. has been a trusted source for quality apparel, reliable outdoor equipment and expert advice for more than 95 years. Founded in 1912 by Leon Leonwood Bean, the company has grown from a one-man operation to a global organization with annual sales of $1.5 billion. The company headquarters are in Freeport, Maine, just down the road from our original store.
Lowe's
(2009 Koop Award Honorable Mention)
Life Track Health Management Program: Innovations and Best
Practice Implementation and Design
This interactive session will provide a description of the evolution of
the Lowe's Total Health Management Program known as Life Track.
The discussion will highlight the rationale behind the program design,
the process of adding new components, and lessons learned during the
multi-year implementation process. We will also discuss several of
Lowe's innovative programs such the value based design prescription drug
programs, medical tourism, mobile health screening units and remote
monitoring physical activity campaign. We will describe Lowe's
commitment to rigorous program monitoring and evaluation with candid
assessment of program value. Other topics covered will include
branding, communications, incentives, stakeholder engagement and vendor
management and integration.
Learning Objectives
After the conclusion of the session, participants should be able to:
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Identify 3 best practice approaches applied by Lowe's
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Describe at least 3 key elements to Lowe's member engagement strategy
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List 2 key elements to Lowe's measurement strategy
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Kyle Wendt, is Vice President of Benefits since 2008 after serving as Director of Benefits for Lowe’s since 2002. Kyle is responsible for employee health, medical and dental coverage, retirement and other key benefits programs for the company’s more than 215,000 employees. Kyle joined Lowe’s in 2002 with more than 20 years of human resources and benefits experience in both business and government. He is a Senior Professional in Human Resources (SPHR) and Certified Compensation Professional (CCP). Wendt has a bachelor’s degree in business administration and labor relations from Kansas State University. |
About the Company
Lowe's has been helping our customers improve the places they call home for more than 60 years. Lowe's operates more than 1,700 stores in the United States, Canada and Mexico. In 2009, Lowe's earned several notable industry distinctions, including being ranked 47 on the FORTUNE® 500 and was the first winner of the ENERGY STAR® Sustained Excellence Award in Retail.
Nissan
Only 4 years ago, different Nissan divisions responsible for design, engineering, manufacturing, sales, and financing offered separate benefit plans through separate administrators. There were different sets of communications, different levels of consumer engagement, and different expectations on the part of employees. Health care costs were increasing and attempts to address employee health and wellness were limited. Additionally, known issues of intense industry competitiveness and general overcapacity were looming on the horizon. We knew that something needed to be done with the Healthcare Benefits. Preparatory changes were made to our plans in 2008 and then in January 2009, LiveWell was introduced. LiveWell was the combination of Full Replacement Consumer Driven Health Plans and a Comprehensive Health Improvement Plan. With only 18 months behind us, we are far from declaring victory, but we continue to measure our efforts everyday not only in terms of dollars but also on the impact to our employees and their families
Learning Objectives
After the conclusion of the session, participants should be able to:
- Determine the need for a LiveWell type program for your
workforce
- Use broad-based communications to connect with employees
- Test the effectiveness with reporting and evaluation
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Marlin C. Chapman is Director, Compensation & Benefits/Human Resources Analytics, Nissan North America, Inc. He is responsible for benefits, compensation and human resource analytics for the Americas. Marlin joined Nissan in 1989 as a vehicle remarketing coordinator with Nissan Motor Acceptance Corporation, which provides financing and leasing services for Nissan products. Marlin joined Nissan Smyrna's management team in 1994 as section manager of the plant's lease vehicle administration group and was promoted to department manager in Human Resources in 1998. He was promoted to director in May 2000 and was responsible for compensation and benefits, vehicle administration, safety and medical, and human resources information systems at Nissan's manufacturing operations in Smyrna and Decherd, Tenn. Marlin assumed his current role in July 2006 at Nissan North America's headquarters in Nashville, Tenn. and received his bachelor's degree in human resources and finance from Austin Peay State University Clarksville, Tenn. |
About
the Company
Nissan endeavors to "enrich people's lives." This vision reflects our wish to create value that is distinctive of Nissan and to be a company that is valued by society. To this end, Nissan offices and employees worldwide are proactively implementing initiatives in areas such as education, the environment, and humanitarian assistance. Nissan is making these efforts as a corporate citizen and a member of the global community in order to develop a sustainable society for future generations. While these activities are carried out globally under our shared corporate vision, we are careful to give due attention to the local conditions and needs of the communities in the countries and regions where we work. Nissan of course brings economic benefits to the communities around our offices and plants by providing employment, but we also make great efforts to build solid relationships with those communities through our social contribution activities.
Pfizer, Inc.
(2010 Koop Award Winner)
Pfizer’s longstanding supportive corporate culture has been a ongoing
contributor to our ability to implement programs successfully. We
will look at the Healthy Pfizer health management program’s evolution
with a focus on the overall programs return on investment. We will also
focus on the corporate culture and its effect on program success. We
will include information on the communications, incentives and outcomes,
participation rates, health and cost outcomes.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Articulate how the Healthy Pfizer program attained high
participation rates
- Describe the health outcomes achieved and how those results tied
to continuous improvement in Pfizer’s programs
- Explain how participation and health outcomes can translate to
cost outcomes and the overall return on investment for the program
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Rick Bruno, is the Sr. Director, Health & Wellness at Pfizer. Rick has over twenty years of experience in the Health and Wellness Industry. Rick joined Pfizer in 1988 as a health and fitness specialist. Following a series of promotions within the Corporate Human Resources division he was named Sr. Director Health and Wellness in 2009. He is responsible for Pfizer’s on-site fitness centers, physical therapy, on-site clinics, ergonomics, health promotions, employee’s assistance and work/life programs. He was also an adjunct professor at Long Island University in the exercise science department. Rick received his BS in exercise science from SUNY Cortland and his MS in Exercise Physiology from Queens College. |
About the Company
At Pfizer, we apply science and our global resources to improve
health and well-being at every stage of life. We strive to set the
standard for quality, safety and value in the discovery, development and
manufacturing of medicines for people and animals. Our diversified
global health care portfolio includes human and animal biologic and
small molecule medicines and vaccines, as well as nutritional products
and many of the world's best-known consumer products. Every day, Pfizer
colleagues work across developed and emerging markets to advance
wellness, prevention, treatments and cures that challenge the most
feared diseases of our time. Consistent with our responsibility as the
world's leading biopharmaceutical company, we also collaborate with
health care providers, governments and local communities to support and
expand access to reliable, affordable health care around the world. For
more than 150 years, Pfizer has worked to make a difference for all who
rely on us
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Quest Diagnostics After the conclusion of the session, participants should be able to:
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About the Company Quest Diagnostics is People. Dedicated people who understand that behind every specimen and result there is a human life. Our employees play a critical role in healthcare delivery and enable better healthcare choices by providing unsurpassed diagnostic insights to our customers. Quest Diagnostics employees are dedicated to serving our customers, and Our Vision, Mission and Values guide everything that we do. |
In 2009, the State of Nebraska launched a new wellness initiative which includes a PPO medical plan featuring low premium rates, better coverage for preventative health care, reduced co-pays for diabetic prescriptions and smoking cessation meds at no cost…all of which is tied to an integrated wellness program. In doing so, Nebraska became one of the first States to offer a comprehensive plan for health coverage to encourage healthy lifestyles. The impact we are having on people's lives have been more than imagined. A huge amount of credit and success is due to the leadership and vocal support of Governor Dave Heineman.
Learning Objectives
After the conclusion of the session, participants should be able to:
- Describe how a culture of wellness can be installed in a state
government
- Identify key success elements in an integrated health and
wellness plan
- Determine the impact of executive support and communication on
enrollment
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Roger Wilson is Administrator of Central Services for Administrative Services with the State of Nebraska having responsibilities for the finances, human resources, payroll, and legal counsel services for the 14 Agency Divisions. These Divisions provide multiple services to State Agencies including State Buildings, Vehicles, Accounting Services, Computer Technology, Purchasing, and more. Roger joined the State as controller in September 2006 and in 2007 was asked to manage the State Benefits program. In 2008 he was promoted to his current position as Administrator with the addition of human resource and legal counsel services. In the three years of managing the State Benefits Program, he re-structured the benefit health plan designs, re-built financial stability of the self-insured products and re-aligned providers and consulting actuaries. In early 2009, Roger developed and launched a new concept for a statewide employee Wellness Program. |
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