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Why Company Wellness Programs Fail and Succeed
- 1. Welcome to today’s webinar “Why Many Company Wellness Programs Fail --- and What To Do About It” Sponsored by: Waldo Agencies, Inc. Bravo Wellness
- 2. Today’s Presenters: David McGlennen Regional Sales Director Bravo Wellness Tony Kahmann Benefits & Utilization Consultant Waldo Agencies, Inc.
- 3. Live Well. Pay Less.
- 4. Percentage of Chronic Diseases Thatare Caused by Poor Lifestyle Sources: Stampfer, 2000; Platz, 2000; Hu, 2001
- 6. 56% of employers plan to hold employees more responsible for the cost of health benefits –Washington Post, March 12, 2010
- 7. Common Wellness Roadblocks “What’s our return on investment for all this wellness stuff anyway…?” “Is anyone really changing their lifestyle and getting healthy?” “Are we risking a discrimination lawsuit or a massive employee revolt?” “Who has time to manage all of this event planning and activity tracking?” “How do we increase our participation?”
- 9. Helps employers navigate non-discrimination laws
- 11. Federal Wellness Rules Federal legislation allows employer sponsored health plans to give rewards or assess penalties based on the results of a health assessment Premium Contribution Differentials Benefit Plan Differentials (deductibles, co-pays, co-insurance levels) Regulations are complex but achievable. Savings to health plans can be significant (short and long term) 2010 National Healthcare Law preserves and expands the model
- 12. History
- 13. HIPAA Final Wellness Rules: We Can Help!
- 14. TPA or Carrier Eligibility Manager Payroll Vendor Your One Stop Reward wellness with a reduced payroll contribution, a better health plan, a deductible credit or HRA deposit or an HSA contribution —expect 92% participation! HealthSavingsAccount (125 Plans only) Bravo Wellness coordinates program including screenings, appeals and alternatives
- 15. What Makes Bravo Wellness Different? © 2009 Bravo Wellness
- 16. What Makes Bravo Wellness Different © 2009 Bravo Wellness
- 17. Use Your Wellness Provider or One of Our Preferred Partners
- 18. Each Employer May Design Goals for Their Culture and BudgetSample Design: NOTE: Bravo Wellness manages appeals and gives alternatives if these goals are medically inadvisable or unreasonably difficult due to a medical condition. © 2009 Bravo Wellness
- 19. Sample Design: Employee Earns Contribution Reduction or Penalty © 2009 Bravo Wellness
- 20. Employer Can Save More By Adjusting Goals and Penalties * Moderate assumes Medium criteria, 50% non-participation penalty and 20,15,10,5 or 0% of premium for goals ** Aggressive assumes NIH criteria, 70% non-participation penalty and 20,15,10,5 or 0% of premium for goals *** Entire Cost includes set up, screenings, labs, appeals, fulfillment, Know Your Number and Move It. Lose It. Live Healthy. program © 2009 Bravo Wellness
- 21. Balance Savings with Culture © 2009 Bravo Wellness
- 24. Every incentive category improved
- 25. Improved BP from 28.8% desirable to 45%
- 26. Reduced BMI from 54.3% obese to 44%
- 27. Improved LDL from 57% desirable to 68%
- 28. Decreased Tobacco use from 49% to 47%
- 29. “Hard-Dollar” (cost-shift) net savings: $202,000
- 30. “Soft-Dollar” (reduced risk) savings: $329,000
- 31. Non-Incentives measures (i.e. glucose) did not improve;everything tied to $$ did!
- 33. Communications
- 34. Final Design
- 38. Administer AlternativesActual timeline depends on the customer, but the sooner employee communication begins the better the success of the program.
- 39. A Growing Trend Bravo Wellness now has over 100diverse clients and has coordinated over 60,000 screenings. Clients include:
- 40. Thank You!
Editor's Notes
- David: webinar theme, “Why wellness programs fail…”Ask about “live well, pay less.”
- Some may be familiar with Welcoa, but can you tell us where they fit into the wellness industry?
- The issue of Compliance is far more important with an outcomes/results-based model. Bravo Wellness will sign on as a “co-fiduciary” with the employer; can you tell us how that works? Regarding fiduciary responsibilities, are they any different for fully-insured versus self-funded employers?
- With the national average for participation in the range of 20-25%, a rate north of 90% is fantastic. With that high rate, you’re getting not only the healthy employees, but more important, you’re getting the unhealthy employees, too. We see that as being essential for any client that wants to improve behavior and reduce risk for all employees.
- Can you share an example of how you have worked with physicians to make customized accommodations for employees?
- Employers have the option of using local or third-party vendors for biometric screenings. Can you tell us about the importance of screening standards and what you recommend? This is particularly important, given that outcomes-based incentives involve employee cost-sharing.
- Q: Since most employers don’t currently have outcomes-based incentives, and some may not even have participation-based incentives, how have you seen incremental or phased approaches work?
- David: Note that the complexities with this specific example (combination participation- and outcomes-based approaches) are more practical for groups of 500+.
- Explain Hard-dollar vs Soft-dollar savings.
- You recommend 4-6 months advance preparation and screenings done 45-60 days prior to the go-live date on the incentives. Can you talk about the pros and cons of doing an earlier baseline screening?
- Note: Working well with several public entities you have as clients.