Wellness the Journey: Aligning vision, expectations and progress

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Wellness the Journey:

Aligning vision, expectations and progress

Tanya Dillard, CHES, Health Promotion Manager, Cigna Healthcare Angela Moon, Vice President, Account Executive, Lockton Companies

Linda Butler, Health Risk Manager, Lockton Companies Katie Lukas, HR Generalist, Radiology Imaging Associates

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Health care professionals Client Customers

Everyone.

Alert.

Active.

Accountable.

Achieving their full potential.

WELLNESS PROGRAMS AIM

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FULL POTENTIAL 3 PLUG IN FIRE UP OPEN EYES Identify and share insights so opportunities and challenges are clear Guide and connect to tested and proven best- practice solutions Inspire and sustain personal accountability to improve health

HOW TO DO IT: TRANSFORM HEALTH OWNERSHIP

needs goals preferences tools programs services reward motivate excite Health care professionals Client Customers

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LEVEL SET: A STRATEGIC APPROACH TO IMPROVE HEALTH

Health Awareness Year 1 Health Improvement Year 2 Health Outcomes Year 3

Achieve health goals

Offer incentives to:

• Complete health assessment • Complete biometric screening • Morale building activities • Education on plan utilization and health

Offer incentives to: • Complete Health

Assessment

• Complete biometric screening

• Work with coach on “make progress towards goal” metric • Offer tobacco vs.

non-tobacco rates

Offer incentives to: • Complete the Health

Assessment

• Complete biometric screening

• Achieve biometric goals (BMI less < 30) • Work with coach on

“achieving a goal” metric

• Offer tobacco vs. non-tobacco rates

Progress towards achieving health goals Complete activities to

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YOUR CORE BELIEFS

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Strongly believe Strongly believe

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5

4

3

2

1

Influence personal behaviors to affect health outcomes Can impact health improvement

Guide and encourage choice based on quality/cost

Slow spending through consumer-based platform Improve health status and outcomes

Maximize cash flow Administer benefits

Cannot impact health improvement Unguided choice

Slow spending through cost shift to employees Build network, pay claims

Fixed cost

Employer role

Incentives

Network

Future cost management

Carrier role Funding Highly engaged and in control Hands off, relinquish control

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RIA – how

to benefit

employees

and the

organization

Understand company culture and tolerance for change Understand reasons and goals for wanting a wellness program Help set expectations with senior management, HR and employees Know about carrier and vendor partners Provide information about what other companies are doing Look at opportunities

for the year over year evolution of the program

Initial Exploration

•Talking about wellness programs

•Determine needs and resources

BROKER AS ADVISOR AND FACILITATOR IN WELLNESS PROGRAM

DEVELOPMENT

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One size does not fit all. Understanding your client’s culture and needs

is the main starting point.

• You can’t rush wellness: your employees have a lifetime of

habits that are affecting their health and your claims today

• Be realistic about return on investment and that measurement

poses challenges

• There is no absolute right way: once you begin a wellness

program, know that it will evolve and get stronger over time

• It’s okay to take baby steps: start with a participation-based

program with an eye towards an outcomes-based program

BROKER AS ADVISOR AND FACILITATOR IN WELLNESS PROGRAM

DEVELOPMENT

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One size does not fit all. Understanding your client’s culture and needs

is the main starting point.

• Investing resources – time, personnel, money - is challenging

but essential for meaningful results

• Know when to bring in an expert advisor to provide the tools

and data analysis to support your program

• Review your wellness program every year to keep it fresh,

relevant and fun

• Your medical plan offerings and wellness plan should be

designed to support each other and the overall objectives

BROKER AS ADVISOR AND FACILITATOR IN WELLNESS PROGRAM

DEVELOPMENT

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• Build a culture of wellness

• Decrease health risks of the employee population

• Lower health care costs

• Decrease absenteeism

• Other

Success Indicators



 Well-defined 3-5 year strategic plan



 Budget that supports risk reduction interventions



 Incentives that drive at least 65% participation



 Strategy aligned with overall business goals and culture

• Engagement is leading indicator of success

• Claims cost savings is a lagging indicator of success

What does the employer want to accomplish with wellness?

Setting Goals

Drives Strategy

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Effective data

integration

 Claims

 Biometric screenings  Health risk assessments

Buy-in from

individuals

at all levels

Promoting shared

accountability

 Strategic use of economic motivators

Embracing

cost-management

opportunities

Successful

Design

Strategy

Key components to align with business objectives

L O C K T O N H E A L T H R I S K S O L U T I O N S ®

SUCCESSFUL DESIGN STRATEGY

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L O C K T O N H E A L T H R I S K S O L U T I O N S ®

Review CAP report to identify areas that will determine risks to target*

*Please note: Data is not from an actual client

Areas of Opportunity

Evidence from CAP Report*

Offer incentive for completion of preventive wellness exams

• Urgent care visits 40% greater than the norm

• Well visit completion rates are 20% lower

than the norm

• ER utilization 20% higher than the norm

Increase physical activity and offer Cigna Metabolic Syndrome Program

• Prescription data show that medication to

treat high cholesterol, diabetes, high blood pressure and depression are the top 4 categories of conditions treated by medication

Provide onsite ergonomics

program • Musculoskeletal is the major diagnostic group with the highest admits/1000 and PMPM cost

EXAMPLE OF DATA NEEDED TO GAIN LEADERSHIP SUPPORT

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• In concert with HealthONE, RIA provides professional and management services to 12 Invision Sally Jobe outpatient radiology imaging centers in Denver area • Experienced 5% growth in 2013

• More than 80 board-certified diagnostic and

interventional radiologists practicing at seven Denver area hospitals

• Radiologists also practicing at additional Colorado hospitals (Aspen Valley, Pagosa Springs, etc.), in Nebraska, Kansas, and Hawaii

• Participate in multiple clinical research studies with RIA radiologists as principal investigators

• Founded in the late 1960s by four radiologists, including Dr. William Jobe, whose wife Sally is the namesake for the Invision Sally Jobe network

RADIOLOGY IMAGING ASSOCIATES

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OUR WORKFORCE

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•400+ Employees including

physicians, PRN, temporary, and part-time in corporate and clinical settings •Gender: • 77.2% Female • 22.8% Male • Age: • 1.8% under age 25 • 18.9% age 25-34 • 24.6% age 35-44 • 29.0% age 45-54 • 25.7% 55 and over •Medical Coverage: • 78% of benefits eligible employees have Cigna benefits • 75.5% on a HDHP • 24.5% on Low POS •Tenure: • 40.5% <2 years • 33.3% 2-10 years • 20.7 % 10-20 years • 5.5 % 20+ years

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SPECIFIC NEEDS AND GOALS

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What’s working

• On-line tracking of activities/more employee responsibility and ownership

• Offering a variety of activities to choose from – a mix of education and physical activities

• Making wellness FUN! Team games, events, etc.

What’s an opportunity

• Ensuring completion of health assessment and biometrics • General motivation outside of financial incentives

• Helping employees understand and manage health costs • Continuing to expand the wellness program while managing

administrative time and costs

What’s next …

• Identify wellness champions across departments to promote programs and motivate – build wellness team

• Promote the wellness program for increased participation • Outcomes-based program with premium differential tie-in

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