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OCHCP Annual Meeting

OCHCP Annual Meeting. December 6, 2012. Lane Transit District’s Health Engagement Model. A bit about Lane Transit District Partnership between Lane Transit District and Amalgamated Transit Union What we plan to achieve on this journey How the OCHCP is helping Where we are along the road

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OCHCP Annual Meeting

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  1. OCHCP Annual Meeting December 6, 2012

  2. Lane Transit District’s Health Engagement Model • A bit about Lane Transit District • Partnership between Lane Transit District and Amalgamated Transit Union • What we plan to achieve on this journey • How the OCHCP is helping • Where we are along the road • What’s around the bend – our next steps

  3. First Public Transit in Lane County Run by Wiley Griffith, Circa 1895

  4. Lane Transit District • Vision: To Provide the best public transportation services imaginable. • Formed as special district in 1972 • Located in Lane County • Service district of about 180,000 • Services spread from Cottage Grove to Junction City, and from Veneta to Oakridge

  5. Lane Transit District Safe Driving Class of 1975 Most of these bus operators retired from Lane Transit District The most recent one retired with 42 years service

  6. Lane Transit District’s Demographics • Employ 300 People • 2/3 Belong to ATU Local 757 • 1/3 Belong to Employee Association • Average age is 51 • Average length of service over 15 years • Three generations of families • Includes 13 couples

  7. Lane Transit District Has a Rich History • Long Term Presence in Community • Reputation for Innovation • Long Term Employees • Family Values • Many Family Members • “Hire to Retire” • Value sustained relationships with vendors and partners

  8. Goal and Challenge: • To design a benefits package that supports employees through life changes • Creates symbiotic relationship between partners • Paradigm shift from employee to employee plus dependents • Manage costs for the long term

  9. Union Partnership • LTD and ATU have mutual goals • Union endorsement is critical to success • Union leadership must be visible • Articles in Labor Press • Discussions with employees • Full participation on Health Management Team • Can build from culture of openness that already exists • We don’t care who an employee seeks out, as long as they do • Union leadership and management will give same messages

  10. How We Got Started • Oregon Health Strategies Project • Based on KC2 Project in Kansas City • Collaboration between: • Oregon Coalition of Health Care Purchasers • Pfizer Inc • National Business Coalition of Health • 13 Oregon Employers • 3 year project

  11. Oregon Health Strategy Project Key Principles An employer with: • A strong health management team • Data that can be acted upon Can create: • Healthier, more productive employees • Higher value for every dollar invested

  12. Guiding Principles If an employer has a Strong Health Management Team And Data that can be Acted Upon, It can have Healthier, More Productive Employees And Higher Value for Health Care Investment

  13. LTD Participation • Data Collection • Employer Interviews • Data Mapping • Collaborative Baseline • Lane Transit District Full Cost Estimator • Formation of Health Management Team • Launching Interventions

  14. Data Mapping

  15. What We Learned About LTD • We were spending far more than we realized on employee absences • We had way more players involved in our benefits than we realized • Our vendors were not talking to each other • Nearly everyone has at least one chronic condition

  16. Strong Health Management Team • Include supervisors in wellness efforts • Consider expanding current health management process to include risk management and disability management staff • Explore ways to communicate to employees the financial and health benefits of wellness • Consider Vendor Partner Summit

  17. Data For Action • Examine current vendor relationships • Request all vendor reports in Excel • Explore further medical and pharmacy claims data • Work with peers to build consistent set of metrics to measure progress

  18. Healthier, More Productive Employees • Increase participation in screenings • Consider sponsoring wellness champions • Correlate disease conditions information through pharmacy claims and other data

  19. Higher Value for Health Care Investment • Prioritize cost drivers which will be the most impactful and develop metrics • Establish approach for monitoring sustainable goals • Increase awareness of importance of health and wellness throughout organization • Share results with leadership and employees

  20. Where Do We Start? • Can’t conquer other principles without first having a strong Health Management Team • Formed team to include: • Employees from each department • Union leadership • Insurance Brokers • Vendors • OCHCP staff • Pfizer clinical staff

  21. Our Work So Far • Launching Health Management Team • Educating Team Members • Data review and partnering discussions with Insurance Carrier • Initial Focus on Disease Concerns • Empower program for Diabetics • Weight management approaches • Research for other transit properties • Sound Transit scheduled exchange • DART data report

  22. Focus on Goals • Provide a benefits package that supports employees through life changes • Manage costs for the long term

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