1. - 1 - Health Risk Management/Wellness Best Practices for Success presented by: Dina Fonzone, MA.Ed., MCHES, CORA, CWP Vice President - Health Risk Performance Group – Health Risk Management Note: The information contained in this presentation is the property of Scott Benefit Services and cannot be reproduced or utilized without permission. Copyright 2013© All Rights Reserved.

2. - 2 - WELLNESS is a JOURNEY not a DESTINATION.

3. - 3 - Five Best Practices - Health Risk Management/Wellness 1.“The Re-Frame- Our Blind Side” 2.“The Destination Postcard” 3.“Do 2 or Do 4” 4.“The MoA – Mechanism of Action” 5.“Built to Happen or Built to Last?” SBS Copyright 2013© All Rights Reserved.

4. - 4 - Best Practice #1 “The Re-Frame – Our Blind Side” Organizational & Human Capital Asset Management (HCAM)™ SBS Copyright 2013© All Rights Reserved.

5. - 5 - RECOGNITION There is a problem. There is a problem. INTERVENTION Implementation Execution Action Implementation Execution Action Best Practice #1 - Re-Framing our Blind Side “Biggest Loser Contest” “Biggest Loser Contest” Winning Team 200 lbs. lighter! Leadership role – peripheral. Plan of checklists, details, action-items and activities. Measurement is program- specific. Short-term PROGRAM Begins when it ENDS. Action measures - Weight Measurement (before & after) Intervention Measurement Intervention Measurement Narrow & Controlled

6. - 6 - ACUTE HEALTH EVENT Symptoms Signs Choices & Decisions (Autonomy, Mastery, Purpose) Reaction Line Health Risk Performance Triangle BUSINESS PRACTICES & POLICIES Prevalence Severity 1% 79-80% 15% {Prevention 5% {

7. - 7 - Health Screenings Pedometers Environmental Wellness Audits Risk Factors On-site Clinics Lunch & Learns Predictive Modeling Health Risk Assessments Achievement Incentives Newsletters Health Coaching Disease Management Nutritionists Preventive Screenings Wellness Social Networking Premium Incentives On-Line Wellness Programs Wellness Teams Carotid Artery Scans Biggest Loser Competitions Wellness Program Compliance Medication Compliance Health Screenings Most costly Risk Factors Health Education Immunizations Employee Assistance Programs On-site Chaplin Programs Flu Shots Tobacco Cessation RX’s Tobacco Cessation Programs Stress Management Programs Gym Memberships Vending Machines Massage Therapy Reduced Health Care Costs Lower Insurance Premiums Reduced Absenteeism Tobacco Free Workplace Readiness to Change Motivational Interviewing Mobile Mammograms Health Videos Medical Self-Care Needs & Interests Surveys

8. - 8 - Cultural Messages? “When you are healthy we all benefit through lower claims costs….” Nutrition Classes and Individual counseling sponsored by employer. “Biggest Loser Contest….” Doughnuts provided in meetings. Soft drinks and vending machines with candy, pastries and junk Outside vendors permitted to bring in candy, pastries, biscuits….. Designated on-site tobacco use areas “Non-Tobacco use incentive….. “Company walking trails….” “Exercise, but NOT at work or on company time. No messages of encouragement – e.g. use the stairs “Wellness tools through our health plan are available for your use.” “Get your preventive exam, however you need to take time off without pay, or use PTO/Vacation Time.” “We care about you, and your family, that is why your health is important to us.”

9. - 9 - Best Practice #1 Organizational & HCAM Health Management Lunch & Learns Newsletters EAP On-Line Health Education Modules Health Risk Assessment Health Coaching Health Screenings On-site Clinic Health Fair Wellness Incentives Disease Management Wellness Social Networking Health Plan Renewal +20% Overweight EE’s 50% Smokers 19% Vending Machine Poor Choices 95% Productivity -5% Organization & Human Capital Asset Management (HCAM) LeadershipLeadership Business Strategic Priorities – Goals & ObjectivesBusiness Strategic Priorities – Goals & Objectives Organizational PoliciesOrganizational Policies Supportive EnvironmentSupportive Environment Benefit ProgramsBenefit Programs Performance Reward & Incentive Structures Performance Reward & Incentive Structures SBS Copyright 2013© All Rights Reserved.

10. - 10 - Best Practice #2 “The Destination Postcard” Vision SBS Copyright 2013© All Rights Reserved.

11. - 11 - Your Businesses Wellness Destination Postcard? 1. Articulate the organization’s core idea. 2.Don’t Zoom Out - Choose 3.Make the Vision Concrete 4.Show why Employees Should Care about it. 5.Consider a single focus What’s your DESTINATION What’s your VISION? Source: Heath & Heath, Fast Company Copyright© 2009. SBS Copyright 2013© All Rights Reserved.

12. - 12 - Best Practice #2 – The Destination Postcard - VISION ABC Company Wellness Vision Statement (Revised) We believe THE first responsibility of ABC Company is to provide individual growth and positive health opportunities for our employees making, selling, delivering and supporting our products. 5 Simple Steps - VISION 1. Articulate the organization’s core idea. 2. Don’t Zoom Out - Choose 3.Make the Vision Concrete 4.Show why Employees Should Care about it. 5.Consider a single focus Source: Scott Benefit Services Client Sample Vision and, Heath & Heath, Fast Company Copyright© 2009. ABC Company Wellness Vision Statement To improve the health and well-being of ABC Company employee’s lives through health education and activities that will support positive lifestyle change thereby resulting in improved employee productivity and morale and healthcare cost savings for ABC Company. SBS Copyright 2013© All Rights Reserved.

13. - 13 - Best Practice #3 “Do 2 or Do 4?” Collaborative Planning “Give me a fish, I’ll eat for a day. Teach me how to fish, I’ll eat for a lifetime.” –Author Unknown SBS Copyright 2013© All Rights Reserved.

14. - 14 - “Do 2 or Do 4” – Readiness to Change PRECONTEMPLATION Resisting Change. Action-based programs are inappropriate 40% (n=200) CONTEMPLATION Thinking about change. Intention exists, IF the balance between the benefits of change (pros) outweigh the cost of the change (cons).” Action-based programs are inappropriate. 40% (n=200) PREPARATION Getting Ready. Intention to change exists in the next month. Individuals have a plan of action. Recruiting for Action. 20% (n=100) N=500 Mainstream thought – Change = Action 80% of an AT RISK Population isn’t ready for “action-oriented programs”. N=500 SBS Copyright 2013© All Rights Reserved.

15. - 15 - Best Practice #3 – Collaborative Planning Assess Population Needs (e.g. – needs and interest surveys, HRA) Create and engage a Wellness Team Wellness Strategic Plan –Vision –Strategic Business Goals and Objectives –Intervention Selection – Plausibility Indicators –A timeline –A budget –Communication plan –Implementation plan –Evaluation – MoA –Continuous Improvement SBS Copyright 2013© All Rights Reserved. *This is not a reference for incentives – e.g. premium incentives etc…

16. - 16 - Best Practice #4 “The Mechanism of Action (MoA)” Evaluation “A goal without a plan is just a wish.” ~ Antoine de Saint-Exupery SBS Copyright 2013© All Rights Reserved.

17. - 17 - Return-on-Investment Summary SBS Copyright 2013© All Rights Reserved.

18. - 18 - Best Practice #4 The Mechanism of Action (MoA) - Evaluation The Required Mechanisms of Action Population Improvement Return-on-Investment (ROI) Organizational Culture Identification Methods Participation Rate Participant Value/Satisfaction Engagement Rate Health Behavior Change Indicators Target Population Defined Plausibility Indicators SBS Copyright 2013© All Rights Reserved.

19. - 19 - Best Practice #5 “Built to Happen or Built to Last” Sustainability SBS Copyright 2013© All Rights Reserved.

20. - 20 - Time X Participation *2008 Survey – “Most serious challenge is maintaining employee motivation over time.” Source: ERIC/NAM & IncentOne 2008 “Built to Happen or Built to Last?” SBS Copyright 2013© All Rights Reserved.

21. - 21 - DO INCENTIVES MOTIVATE PEOPLE? YES DO INCENTIVES CHANGE BEHAVIOR ? NO Reference: Punished by Rewards – Alfie Kohn. “Built to Happen or Built to Last?”

22. - 22 - Best Practice #5 – Sustainability “Persuade them to take a seat at the table.” Compliance is a powerful motivator. The moment, the occasion. Loss Aversion “Provide the foundation, not the occasion.” Engagement is facilitated through inspiration. All the time, every time Social Norming MOTIVATE COMPLIANCEINSPIRE CHANGE SBS Copyright 2013© All Rights Reserved.

23. - 23 - Five Best Practices - Health Risk Management/Wellness SUMMARY Organization & Human Capital Asset Management (HCAM) 1.“Organization & Human Capital Asset Management (HCAM) 2. Business Vision 3.Collaborative Planning 4.Evaluation 5.Sustainability 1.“The Re-Frame- Our Blind Side” 2.“The Destination Postcard” 3.“Do 2 or Do 4” 4.“The MoA – Mechanism of Action” 5.“Built to Happen or Built to Last?” SBS Copyright 2013© All Rights Reserved.