health for life the wellness business case
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Health for LifeThe Wellness Business Case
Bottom Line: “The right thing to do”
Data-, fact-drivenInternal External ROI
• 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
Intel’s Health for Life
Health and Wellness Programs
Alice BorrelliDirector, Global Health and Workforce Issues
Intel CorporationJune 19, 2009
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Pilot and General HRA Data Comparison
Higher risk in the pilot related to accurate, on-site biometrics.
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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
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
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• 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
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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 designedto fit local needs• Medical system• Existing programs• Culture• Language
– For 2009: Explore India and U.K.• China approved
Biometric Health Check
1 Health Risk Assessment2 Wellness
Coach3
Parti
cipati
on
Goal = 50% Global = 36% Sa
tisfa
ction
Goal = 90% Global = 94%
Risk
Tran
sition Goal: Maintain or
improve risk statusUS: improvement reported in 21% of persons from high/very-high risk cohorts, Year 12
As of May 2009
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Business Case for adding Primary Care
Space PlanSpace Plan
• Full service clinic room schedule and concept model• Space feasibility analysis• Expansion feasibility/options• ROM construction/IT estimates
Service & Service & Function Function DesignDesign
• Eligibility• Clinic services• Estimated patient counts per day• Clinic staffing model and operating hours• Community medical services and associated costs• Employee cost share
Financial Financial AnalysisAnalysis
An industry leading
consultant teamed with our multi-
disciplined Intel team and used a
building block
methodology for
developing the
recommended clinic
transition proposal
Data Data CollectioCollectio
n & n & AnalysisAnalysis
• 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
ACT AZ Pilot Success Goals – Status to date
Meets Exceeds Through Apr ‘09
‘Real Time’ Success Metrics Metrics represent data starting Oct 08
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%
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 >1.6 0.75
Meeting or exceeding goalMeeting or exceeding goal Within 20% of Meets goalWithin 20% of Meets goal Missing goal by > 20%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 = ~6-7mins (Jan-Mar avg. data)