Transcript Health for Life The Wellness Business Case Data-, fact-driven Internal • Extensive historical and medical Rx claims data • Design-phase pilot established External • Leading risks are lifestyle risks and are preventable •

Health for Life
The Wellness Business Case
Data-, fact-driven
Internal
• Extensive historical and
medical Rx claims data
• Design-phase pilot
established
External
• Leading risks
are lifestyle
risks and are
preventable
• Health and
wellness is a
standard for
– Face-to-face interaction with
doing business
health counselors important
to employees
– On-site biometrics critical to
accurate risk assessment
1
ROI
• Relatively new in
practice
• Promising idea to
address rising health
care costs
• Returns vary
from 2:1 to 15:1 —
typically 3:1 savings
Bottom Line: “The right thing to do”
Intel’s Health for Life
Health and Wellness Programs
Alice Borrelli
Director, Global Health and Workforce Issues
Intel Corporation
June 19, 2009
Pilot and General HRA Data Comparison
3
Higher risk in the pilot related to accurate,
on-site biometrics.
Intel’s 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
4
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
3-step Wellness Check Success Metrics
• 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)
5
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
6
Global = 36%
Health Risk
Assessment
Goal = 90%
Global = 94%
3
Risk Transition
Goal = 50%
2
Satisfaction
Participation
1
Biometric
Health
Check
Wellness
Coach
Goal: Maintain or
improve risk status
US: improvement
reported in 21% of
persons from
high/very-high risk
cohorts, Year 12
As of May 2009
Business Case for adding Primary Care
Financial
Analysis
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
Data
Collectio
n&
Analysis
8
• 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
• 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)
An industry
leading
consultant
teamed with
our multidisciplined
Intel team
and used a
building
block
methodology
for
developing
the
recommende
d clinic
transition
proposal
Decision to start with one site
ACT AZ Pilot Success Goals – Status to date
Meets
Exceeds
Through Apr ‘09
Metrics represent data starting
Oct 08
‘Real Time’ Success Metrics
Traffic: Average Daily Patient Count
(Primary Care only)
95/day
135/day
78 / day
Traffic: Average Daily Patient Count (All
Services)
125/day
170/day
122 / day
Customer Satisfaction
90%
95%
94%
28%
40%
24%
>1.1
>1.6
0.75
9-Month Success Metrics
Utilization (‘In House’ Portion of Total
Procedures Performed)
ROI Ratio = External Cost
Avoided/Internal Cost
($ saved by performing procedures onsite versus offsite)
Meeting or exceeding goal
Within 20% of Meets goal
Missing goal by > 20%
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 = ~67mins (Jan-Mar avg. data)