Success Stories

FIRST COMMAND FINANCIAL PLANNING

Type of Company/Industry: Broker/Dealer

Total Number of Employees: 575

Location: Fort Worth

Number of Participants in Wellness Program: 430

The wellness program of First Command Financial Planning addresses the overall health and well-being of the employees, not just their fitness level. “Our goal is to provide every employee the opportunity and means to create long-term improvement in their physical and mental fitness, nutrition and personal sense of well-being in a supportive, enjoyable and rewarding environment,” said Heidi Russell, Director, Human Resources.

The program offers employees an on-site fitness center and monthly lunch seminars on topics from nutrition to ergonomics. To help combat the growing problem of obesity, the program offers and partially subsidizes the Weight Watchers at Work program. The program design was based on responses received from a survey distributed to all employees. The Human Resources Department oversees implementation of the program. A wellness committee with representatives from all departments meets quarterly to discuss wellness issues. Medifit Corporate Services manages the program.

In 2005 the company implemented a new web-based aspect of the program (developed by Medifit on First Command’s design) called “Personal Wellth”. Now, not only is the program and center free to all employees, if they meet its monthly requirements they receive a $40 incentive deposited in their employee health fund. The Personal Wellth Program includes: “Assess Your Health”, an online health risk assessment and monthly tracking of data such as blood pressure and weight; “Be Active”, which requires participants to workout and log a minimum of 8-12 activity sessions per month; and “Live Well”, which encourages participants to educate themselves by attending informational seminars or reading online information. The program is being rolled out in stages over six months.

Technical issues challenged implementation of the new program early on, along with communicating each additional stage and increasing program participation despite the generous incentive. With implementation of Personal Wellth, Russell reports a 10% increase in overall center membership. Currently 75% of employees are center members, and about 50% of the membership participates in Personal Wellth. “Our goal is to increase that to at least 75%,” Russell said. “We want to give healthy employees every opportunity to maintain their health and our not-so-healthy people a chance to reduce their risk factors and improve their life style. Ultimately we expect the program to positively impact our healthcare costs.”

MEDICAL CITY

Type of Company/Industry: Hospital

Total Number of Employees: 2,292

Location: Dallas

The Working Well Program at Medical City was initiated in response to requests for a weight management program. Today it is far more comprehensive, addressing high-risk behaviors that negatively impact health–lack of physical activity, poor nutritional habits, stress, smoking, and alcohol use. “The program’s goals are to promote a healthy lifestyle and to aggressively take control of employee health care costs,” said Employee Health Supervisor and program leader Kim Thompson, RN, BSN. “We also want to help employees be role models for our patients and help them become wiser consumers of health care.”

Medical City started by offering brown bag lunches on nutritional and other related topics, an Employee Health Fair with basic screenings and health-related information, Weight Watchers at Work, and discounted memberships to the hospital’s on-site fitness facility. In 2004, a wellness web site was launched in partnership with Winning Habits of

Dallas. In the first month following the launch, employees completed 588 wellness assessments, visited the site over 21,000 times and generated more than 76,000 page views. A Wellness Committee was created with representatives from the hospital’s Health & Rehab/Cardiovascular departments, Food & Nutrition Services, IT&S, Education, Benefits, HR, Employee Health & Safety, and Research. The Committee used results from a survey and the wellness assessments to provide information for future program planning. With their help, monthly wellness and nutritional seminars were offered, and the Employee Health Fair grew in size and scope. Weight Watchers at Work continued with great success. Participating employees earned rewards such as massages and memberships to the on-site fitness facility.

Medical City provides now provides a monetary incentive to employees that reach the minimum level (bronze). The incentive for those that qualify is a “premium holiday”, one month of not paying for their health insurance premiums. Additionally, there are various levels of prizes from which they can choose. Thompson said the secret to Working Well’s success lies in these incentives, strong internal promotion and support from the Executive Team.

One of the biggest challenges in a 24/7 environment has been making the programs available to everyone. Programs are offered at change of shift in an abbreviated version and videotaped for off-shift employees. The Employee Health Fairs are held from 7 am – 7 pm to reach all shifts. The incentive-based program was launched with a wider variety of ways employees can participate. Weighing-in with healthy results Working Well has earned consistently positive marks. More than 500 employees have lost more than 3,000 lbs. since Weight Watchers at Work began in May 2002. Nearly 450 employees logged over 40,000 miles in an eight-week “Walk Across Texas” program. Weekly on-site massages are consistently booked solid. The Employee Health & Wellness Fair has nearly 400 participants, and more than 76% participating in the free lab work and reduced-rate screenings. Employees overall say they feel better and their health is improving.

UNIVERSITY OF NORTH TEXAS HEALTH SCIENCE CENTER AT FORT WORTH

Type of Company/Industry: Education – Patient Care

Total Number of Employees: 1,200 Employees/1,000 Students

Location: Fort Worth Cultural District

Number of Participants in Wellness Program: 800

The wellness program of the University of Texas Health Science Center at Fort Worth focuses on improving the health-related quality of life of its faculty, staff, students and their dependents. “We offer a wide range of programs including weight loss, diabetes education, health assessments/screening, health fairs, nutrition, exercise, back health, smoking cessation and cardiovascular health,” said Susie Quintana, Health Promotion Manager, UNTHSC.

The UNTHSC program was developed from the ground up using both external statistics and internal surveys to determine content and scope. The program is continually being modified and improved. The center’s health promotion manager oversees the design/conception and implementation. A Health Promotion Committee made up of representatives from across the institution serves in an advisory role, allowing input from all sections of the internal population. UNTHSC has a medical school, the Texas College of Osteopathic Medicine, as well as a School of Public Health. Both the public health and medical models are used. Students from the School of Public Health and Texas College of Osteopathic Medicine as well as people in administration assist in program implementation.

Since the majority of its population spends much of their time at their desk using a computer, UNTHSC decided to move many of its programs to a web-based format. “This way education, motivation and encouragement come to the person in the manner that most easily reaches them,” said Quintana. An extensive database tracks and monitors groups or individuals through many of the programs, so that users receive reports that can serve as a valuable motivator. Small, tailored programs work Health promotion programs often limit their scope, breadth and length of programs because of budget constraints.

At UNTHSC, the greatest lesson learned has been that large, expensive programs may not be more effective than smaller, more tailored programs. The program has benefited from using outside resources to support or improve its programs, including several grants that supplement its budget. UNTHSC uses published data and facts from outside resources in preparing its educational programs, and uses existing materials as hand-outs and supporting literature for programs when possible.

The program has helped reduce absenteeism, improve productivity, decrease health care costs and assist in improving retention of employees. By assisting community members improve their health, UNTHSC saves 4.3% on health care costs for each person who loses and keeps off at least one pound. To date, over 50 members have met this goal.

Ten participants have stopping smoking, saving $1,760 in lost productivity and $1,623 in medical expenses per person a year. The program’s exercise facility averages 2,100 uses a month by an average of 800 different users, including about 125 staff and faculty or 10.5% of employees. Each program averages 35 participants throughout the year.

NATIONAL SEMICONDUCTOR

Type of Company/Industry: Semiconductor/Manufacturing

Total Number of Employees: 610

Location: Arlington

Number of Participants in Wellness Program: 283

No previous on-site health or wellness program existed when National Semiconductor began its CLIMBS program to improve the health of its associates. “We wanted to improve both health and morale inside the plant. By decreasing sick time usage and health insurance costs, we also increased productivity,” said program chair Mary Hazelwood, RN.

CLIMBS (Creating Lasting Improvements in Mind, Body and Soul) was designed by a committee of 17 individuals from all job codes across the company. The CLIMBS Committee Chair is the site nurse, and its administrative advisor is the director of human resources. To promote membership, the committee designed its own logo and gave out logo T-shirts. Activity groups were formed based upon employee interest. To promote participation in any activity, the program offers a $50 reward for 12 weeks of documented participation.

The program even turned a long-standing complaint by employees about having to walk long distances into a pedometer challenge. Each shift had a team and completed against the other shifts for 12 weeks. Progress was reported on National’s site-wide video news system in the format of a horse race with a horse for each shift. CLIMBS developed its own web site, which includes links to health and wellness information and notices of activities. It also allows associates to schedule time for an on-site massage. Not to leave anyone out, the web site also dedicates a section to those who work nights, called “Night Owl’s Corner”.

National does not have on-site fitness facilities, so it partners with two area health clubs (YMCA and 24 Hour Fitness) and encourages employees to use their company reimbursement benefit.

Hazelwood said they have learned to gain quick participation by simplifying rules and making things easier. Maintaining participant enthusiasm over time and keeping the web site updated are frequent challenges. After one year, outcomes are significant according to those 50 % of participants who responded to a survey. Some 44.8% stated they generally felt better, with 44 % noticing positive physical changes such as weight loss and lowered blood pressure. Those reporting progress toward a personal goal or having reached that goal was 41.8%. Notably, 39% stated they had more energy, 24% said they enjoyed their job more, and 13.6% reported using fewer sick days.

SOUTHERN METHODIST UNIVERSITY

Type of Company/Industry: Higher Education

Total Number of Employees: 1,800

Location: Dallas

Number of Participants in Wellness Program: 611

The overall well-being of a person is a key driver of physical health and ultimately organizational productivity. With that philosophy, Southern Methodist University’s wellness program, Wellpower, takes a holistic approach to wellness, including body, mind and spirit. “Our goal was to increase health awareness and preventive care, and to decrease medical risk by emphasizing physicals, assessments, screenings, education and

physical activity,” said Lorea Belle, Wellpower program administrator.

Focus groups drove many of the activities and educational offerings of Wellpower. The program, open to all faculty and staff, is run in partnership with HR and SMU’s required undergraduate-focused wellness program, using faculty to facilitate educational opportunities and fitness classes such as yoga, step aerobics, weight training, etc. Winning Habits of Dallas provides the online platform for marketing and enrollment for wellness opportunities, as well as online health information.

In a university environment there are literally hundreds of events taking place each year (lectures, exhibits, performances, sporting events, seminars and programs) that stretch across the three areas of mind, body and spirit. Wellpower provides a central location for people to access and participate in these activities while earning points toward the wellness program. There are three levels of achievement: bronze, silver and gold. To qualify, participants must earn points in each of the three categories (body, mind and spirit).

Developing a program that incorporates the three areas can lead to unintentional complexity and confusion. According to Belle, “Early users were sometimes overwhelmed by the options and confused by the process. We’ve had to work hard to keep simplifying the process by which users can participate and log points.” The program has resulted in behavioral changes such as weight loss, smoking cessation, dietary changes (decreased fat, increased fruit and vegetable consumption), and increased physical activity. Participants have also lowered their cholesterol, blood pressure and body fat. “We’ve also bolstered a sense of community and increased participation in many of our events across campus,”

Belle said.

BELL HELICOPTER

Type of Company/Industry: Aerospace

Total Number of Employees: 5,700

Location: Fort Worth (corporate offices)

Number of Participants in Wellness Program: 5,300

The Well@Bell Program was designed to work as a significant element of Bell Helicopter’s corporate culture. The program maximizes employee participation in activities that improve health and reduce risks, while fostering employee ownership of the process and the program. The Well@Bell program emphasizes self-responsibility, through medical self-care, health status awareness obtained from physicals and screenings, physical activity, healthy eating, stress management, diabetes management, safety and smoke-free living,” said Jessie Bazyn, Wellness Coordinator.

Broad participation from key stakeholders is a critical part of Well@Bell. The program is in a constant process of redesign, with involvement from employee wellness committees at each of six locations, the manager of benefits, the director of employee relations, the vice president of human resources, Union leadership, the wellness coordinator, and representation from the areas of safety and employee assistance. Employees are surveyed annually to determine satisfaction, areas of interest, and opportunities for improvement.

The program is managed by Winning Habits of Dallas. Initial design and implementation was based on employee interest surveys, focus groups, analysis of healthcare utilization trends and health risk data. Meetings were held with union leadership, and a management survey was conducted. Bell offers incentives and on-site options. Underlying the program’s success is an aggressive incentive program, including web-based delivery of some program elements and status tracking in the incentive program. Seminars are delivered to specific shifts and locations based on an employee interest survey. Lipid profile, glucose, and blood pressure screenings are conducted on-site with immediate counseling.

Major challenges included earning the trust of Union members, and getting enough people involved in each location to experience a shift in the organization culture.

Communicating adequately to all employees at all locations (including remote individuals) on all shifts was also an important issue for the program.

Well@Bell’s program results are impressive. The percentage of employees at risk due to physical inactivity his been reduced in four years from 83% to 30%. The percentage with five or more health risk factors has been reduced from 62% to 22%, while the percentage with elevated total cholesterol has dropped from 39% to 29%. The number of cigarette smokers has been reduced from 16% to 9%. “Employees truly own the program, thanks to active participation, feedback and outstanding committee participation,” Bazyn said.

FEDERAL RESERVE BANK OF DALLAS

Type of Company/Industry: Financial Services

Total Number of Employees: 1,000

Location: Dallas

Number of Participants in Wellness Program:

1,000 (based on type of program)

The motto for the Federal Reserve Bank of Dallas’ Health and Productivity Management (HPM) program describes the vision of the program in a nutshell: “Healthy People = Healthy Economy.” HPM is an essential business strategy that pays dividends. Core to the foundation of an HPM program is the belief that employees are company assets and investing in those assets to maintain employee health will increase productivity and profitability. “Our program’s objectives are to maintain a healthy workforce, educate employees to become better health care consumers, and manage health care costs, while promoting employee access and control over their personal health care decisions,” said Bob Queyrouze, Manager, Compensation/Benefits.

The Bank’s HPM program started with an on-site Wellness Center, a fitness center, and an on-site Health Center, a clinic staffed by a registered nurse. Initially the Wellness Center and the Health Center operated as silos. When it became apparent that value would be added by integrating the data and services provided by the two centers, the Bank took steps to develop a unified approach to HPM. The two functions were jointly charged with planning and implementing programs to support employee health and productivity. The programs that sprang from integration of the Wellness and

Health centers include the following components: consumer education; health promotion and wellness; chronic condition and disease management; and case management.

The Federal Reserve Bank program incorporates a number of innovative ideas that have proven successful. In addition to the convenience of on-site fitness and health centers, the Bank uses employee incentives to encourage employees to participate in health risk assessments and wellness programs. On-site disease management programs address diabetes management and weight management, as well as musculoskeletal disorders – all chronic conditions that significantly impact workplace productivity. In 2004, a metabolic syndrome program was offered at no cost to employees who meet three of five indicators of Metabolic Syndrome (waist size over 40 inches for men and 35 inches for women, high levels of triglycerides, low levels of HDL, high blood sugar, high blood pressure). The qualifying employees participated in the “Game of Health”, a 13-week facilitated program, which focused on: staying out of TROUBLE (the six numbers that will save your life), getting in shape, recruiting the seven healers, and learning HOPE (Healthy Open Passages of Emotion). The program was such a success that in 2005 another worksite behavior change initiative was added for Metabolic Syndrome Management called, “It’s All About You”, a six-month program offered by the Texas Extension Service. These disease management programs provide important coaching and peer group support for participants.

The Bank’s cafeteria has been enlisted in the HPM effort and offers food nutrition labeling and healthy food selections. Employees receive regular communication about health and wellness issues through brief broadcast e-mails called “Wellness Bytes”.

A major challenge faced in initially designing the program was funding. In addition to internal funding, the program has received outside grant funding for the musculoskeletal program and the first nine months of the diabetes management program from the Dallas/Fort Worth Business Group on Health, a non-profit membership organization whose members are benefits professionals from large local employers. The Federal Reserve Bank has found that employee incentives and on-site programs work very effectively to increase employee participation and success. “Overall, employees appreciate the attention and concern for their health in the workplace,” Queyrouze said.

The program has paid notable dividends in terms of employee health and productivity, including a 63% reduction in lost productivity from presenteeism that resulted from its worksite musculoskeletal disorder management program. Numerous individuals have achieved success in managing their weight and diabetes. For example, as a result of

the Bank’s Metabolic Syndrome Management Game of Health program, 54% of participants lost weight (average of 5 pounds); 83% decreased triglycerides (average of 12 points); 82% decreased LDL (average of 18 points); 17% increased HDL; 62% lowered systolic blood pressure (average of 6 points); and 69% lowered diastolic blood

pressure (average of 5 points). The program’s success has inspired the Federal Reserve System to initiate a work group to develop a HPM program for the entire System.

The Federal Reserve Bank of Dallas HPM program has been honored with the Institute for Health and Productivity Management Special Achievement Award as well as the Champions in Health Award.