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1 Health for Life The Wellness Business Case Bottom Line: The right thing to do Data-, fact-driven InternalExternalROI Extensive historical and medical.

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Presentation on theme: "1 Health for Life The Wellness Business Case Bottom Line: The right thing to do Data-, fact-driven InternalExternalROI Extensive historical and medical."— Presentation transcript:

1 1 Health for Life The Wellness Business Case Bottom Line: The right thing to do Data-, fact-driven InternalExternalROI Extensive historical and medical Rx claims data Design-phase pilot established –On-site biometrics critical to accurate risk assessment –Face-to-face interaction with health counselors important to employees Leading risks are lifestyle risks and are preventable Health and wellness is a standard for doing business Relatively new in practice Promising idea to address rising health care costs Returns vary from 2:1 to 15:1 typically 3:1 savings

2 Intels Health for Life Health and Wellness Programs Alice Borrelli Director, Global Health and Workforce Issues Intel Corporation June 19, 2009

3 3 Pilot and General HRA Data Comparison Higher risk in the pilot related to accurate, on-site biometrics.

4 4 Intels Health for Life - 3 step wellness check How the program works On-site Health Check Contracted with leading supplier to offer at major US sites Extensive marketing and communications Opt in through scheduling tool Includes labs and vital signs HRA Questionnaire Online Instant results Incentives Three American Express $25 Gift Cards Health Coaching Face-to-face health coach Prioritize risks Links to health plans and resources Health Promotion and Disease Management Diabetes Cardiac Asthma Depression Pregnancy/neonatal Weight mgmt. program

5 5 Over 37k US Health Checks since program inception –~17k in Y1, ~13k in Y2; ~7.8k Y3 YTD –Y2 ~45% return rate; Y3 tracking at ~71% –Overall Y3 participation is trending up Once in the program, most employees complete all three steps Satisfaction scores consistently in 95% range over two+ years 21% movement Y1 to Y2 from very high/high risk groupings, with reductions in every medical risk factors except blood sugar and all lifestyle risks Intel Achievement Award (07); NBGH Best Employers for Healthy Lifestyle (07 & 08); Highest level recognition from IHPM (2008) 3-step Wellness Check Success Metrics

6 6 Global Wellness Expansion 2008-2009 Initially targeted Malaysia, Philippines, Israel, Ireland and Costa Rica –Focus on site size, readiness and support model –2008: Implement Malaysia, Costa Rica and Israel Decision involved extensive local stakeholder engagement, including Site HR, Occupational Health and Business Management –Each site program designed to fit local needs Medical system Existing programs Culture Language –For 2009: Explore India and U.K. China approved

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8 8 Business Case for adding Primary Care Space Plan Full service clinic room schedule and concept model Space feasibility analysis Expansion feasibility/options ROM construction/IT estimates Service & Function Design Eligibility Clinic services Estimated patient counts per day Clinic staffing model and operating hours Community medical services and associated costs Employee cost share Financial Analysis An industry leading consultant teamed with our multi- disciplined Intel team and used a building block methodology for developing the recommende d clinic transition proposal Data Collectio n & Analysis Intel OH Database (IIMCM) Injury Illness Medical Case Mgt Medical Monitoring Database Ingenix Integrated Medical Mgt Tool (IMMT) Health Plan Data (med. visits, etc.) Intel Health Plan Participation Data Health for Life data HRA (Health Risk appraisal) Travel data from expense reports Current clinic/site demographics (staffing, space, layouts, eLP) Key Assumptions (Utilization % and work loss time savings) Business models developed for each site Start-up and sustaining costs developed ROI analysis developed and validated by Intel Finance Team Sensitivity analysis completed on utilization assumptions Decision to start with one site

9 ACT AZ Pilot Success Goals – Status to date MeetsExceedsThrough Apr 09 Real Time Success Metrics Metrics represent data starting Oct 08 Traffic: Average Daily Patient Count (Primary Care only) 95/day135/day 78 / day Traffic: Average Daily Patient Count (All Services) 125/day170/day 122 / day Customer Satisfaction 90%95%94% 9-Month Success Metrics Utilization (In House Portion of Total Procedures Performed) 28%40%24% ROI Ratio = External Cost Avoided/Internal Cost ($ saved by performing procedures onsite versus offsite) >1.1>1.60.75 Meeting or exceeding goal Within 20% of Meets goal Missing goal by > 20%

10 Patient Satisfaction – Thru Apr 09 (6.5 months) Key Messages Satisfaction results have met or surpassed our Exceeds threshold for four straight months! Center staff continue to receive high marks (94%) & positive comments Average patient wait time to see medical staff = ~6- 7mins (Jan-Mar avg. data)


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