Since 1906, Fairview has provided quality health care in our hospitals, clinics, and ancillary services. Our values of dignity, integrity, service and compassion guide everything we do – including how we treat our employees. We know that how well we treat our employees is directly related to how well they care for our patients.
A total health management program, Fairview Alive, was first introduced in 1996. Fairview Alive was one of four programs — benefits, employee assistance program, employee occupational health services and the health promotion program — working independently to support employee health and well-being. In 1999, these departments combined efforts, creating the total health management initiative, to reach their goals and support critical company–wide strategic initiatives:
Program Description
Narrative Description of Program
Since 1906, Fairview has provided quality health care in our hospitals, clinics, and ancillary services. Our values of dignity, integrity, service and compassion guide everything we do – including how we treat our employees. We know that how well we treat our employees is directly related to how well they care for our patients.
A total health management program, Fairview Alive, was first introduced in 1996. Fairview Alive was one of four programs — benefits, employee assistance program, employee occupational health services and the health promotion program — working independently to support employee health and well-being. In 1999, these departments combined efforts, creating the total health management initiative, to reach their goals and support critical company–wide strategic initiatives:
- Financial/operational performance – Manage employee health-related costs, health plan costs, worker’s compensation, disability and unscheduled time off.
- Employee engagement – Improve the quality of the workplace to increase employee satisfaction, as well as employee recruitment and retention.
Today, 16.62 staff members, along with 500 employee volunteers, deliver health-related programs and services to 13,000 benefit-eligible employees. As a part of the human resources function Fairview Alive is under the direction of the Director of Health and Benefit services and the Fairview Alive partners leadership team. The Fairview Alive health promotion programs and services focus on employee, leadership and physician engagement. To engage these audiences the following behavior change products and services were offered; employee health kits, health education activities, targeted intervention programs, and resources.
Contact Summary
| General Information | |
|---|---|
| Program Name | Fairview Alive |
| Company Name and Address | Fairview Health Services3400 W. 66th St., Suite 240Edina, MN 55435 |
| Contact Person | Lisa Lair |
| Program Information | |
| Program Category | Worksite-based, Web-enabled, Integrated Systems of Care, Chronic Disease, High RiskW |
| Year begun | 1996 |
| Total number of individual participants | 9,057 |
| Number of currently actively enrolled | 4,160 |
| Access to Program | Fairview Health Services benefit eligible employees (13,000) |
| Program targeted at Healthy People 2000 and/or Healthy People 2010 goals | Yes |
| Program goals (in priority order) | (1) Financial/operational performance(2) Employee engagement |
Evaluation Summary
Narrative Description of Evaluation Results
Evaluation of the Fairview Alive program consists of four separate endeavors
- An external review of program impact on total medical costs,
- An external review of program impact on workers’ compensation costs,
- Documentation of program impact on health risks,
- Internal measures indicating an impact on Fairview’s cultural support of employee health and well-being.
Impact of Fairview Alive on total medical costs
In 2002, Watson Wyatt Worldwide led a program evaluation effort to examine the impact of participation in the Fairview Alive program on total medical costs. The study used medical and pharmacy claims data from January 2000 through June 2002, and program participation information for a one-year period (7/1/2001– 6/30/2002). A quasi-experimental, pre-test/post-test design was used to determine the short-term impact ofFairview Alive.
High participation
Of the eligible study population, 74% participated in some aspect of the Fairview Aliveprogram (i.e., participated in HRA, self-care or health education activities) during its first year post-launch. Of those that participated, 50% participated in the HRA, self-care and health education activities.
Medical cost savings
At the end of one year, non-participant medical costs increased $210, while participant costs increased $111. The increase in medical costs over time was $98 lower for participants compared to non-participants, or a total savings of $403,501 for all study participants.
Impact of Fairview Alive on workers’ compensation costs
Watson Wyatt Worldwide also led and assessed the impact of Fairview Alive on workers’ compensation (WC) costs for Fairview Health Services. The evaluation employed a quasi-experimental, pre-test/post-test design with between-group comparison of WC costs over a two-year period: one year prior to the launch of the program (1/1/2000 – 12/31/2000) and one year post-launch (1/1/2001 – 12/31/2001).
A total of 785 employees met study inclusion criteria. Of these, 581 (74%) were participants in Fairview Alive and 204 (26%) were non-participants.
Impact on WC days lost
Lost injury days increased from 8.6 to 13.2 days for non-participants, while only increasing from 8.3 to 8.5 days for Fairview Alive participants. This represents a difference of 4.4 fewer days for participants compared to nonparticipants.
Impact on WC costs
Post-program launch, WC costs doubled for non-participants, while only increasing 17% for participants. Adjusting for demographic and baseline differences yields an annual program impact of $1,615 per participant, and a savings in excess of $500,000 for all study participants.
Impact of Fairview Alive on health risks
Health risks were measured using the HealthShare Health Risk Assessment (HRA)*. As part of the NextSteps™ lifestyle and disease management programs* offered through Fairview Alive, participants had the opportunity to complete a baseline and repeat HRA. According to the 2002 HRA Management Summary, there was a 19% reduction in number of health risks per participant.
Impact of Fairview Alive on Fairview culture
Employee and Fairview Alive participant satisfaction are vital contributors to the success of the Fairview Alive program. A 69% satisfaction rating was achieved in response to the employee perspectives survey, Viewpoint, question, “This organization is committed to employee health and well-being.”
*Fairview Alive uses StayWell Health Management’s HealthShare Health Risk Assessment (see Appendix A for information on validity and reliability), NextSteps™ lifestyle and disease management programs, and Step It Up! campaign.
Evaluation Documentation
Critique
The following are verbatim remarks made by the reviewers:
A
- Integrated benefits, EAP, occupational health, health promotion
- External evaluation by Watson Wyatt Worldwide
- Savings of $100 in participants at one year – total medical Worker’s comp down by 1/3
- 19% reduction in number of health risks/participant
- Population health across the spectrum
- Staywell Nextsteps for high risk
- Good satisfaction
B
- Independent evaluation by WWW
- Excellent participation rate in program – 74%
- Program and its evaluation are clearly described
- Uses experienced vendor with proven tools, materials
- Good program design – well configured and comprehensive
- Evidence of health improvement
- Evidence of cost savings – in WC program in particular
C
- Recruitment of employee volunteers to support program at the individual sites – GREAT!
- Leadership development and buy-in for best implementation and sustainability
- Self-study materials is a creative intervention
- Data analysis appears solid, included evaluation of outliers, necessary financial adjustments, etc.
D
- Good program description and evaluation results
- Like the spectrum of care and program reach
- Good staff and communications model
- Good program mix and delivery systems
- Hospital senior leadership –good aspect to the program
- Good findings among participants and non-participants, and lost injury days
- Good findings in sections 3 & 4
E
- The fundamental tenet of this program is strong (how we treat our employees is directly related to how well they care for our patients). Goals are simply stated (financial/operational performance and employee engagement). The program is integrated, staffed by a multidisciplinary team. Leadership, senior management, employee champions, training department– they are all included. Evaluation is based on an integrated data base and is presented in a way that results are clear and meaningful. I like the fact that participation within the analysis is clearly defined.
- The integration of benefits, EAP, Occ health and health promotion is excellent.
- Good incentive design. – Methods and media are diverse. Their physician engagement strategy is key.
- The Life Balance for Leaders is another key component.
- Overall an excellent program
F
- The Fairview Alive program is very well conceived and orchestrated. The scope and format of programs allows employees to select what is best for them. Efforts to develop program leadership are excellent. Recruiting employee volunteers to serve as program champions is a very effective strategy and the fact that 500 have been recruited is testament to the excellent implementation.
- Participation rates were excellent in the first year, but seemed to have tapered off. Reduction of health risk, medical costs and worker’s compensation cost is impressive. Program satisfaction rates were outstanding.
G
- This is a unique effort focused on workman’s compensation ROI.