Frank Hone; noted Author of "Why Healthcare Matters," delivered a very informative and fact packed presentation that described how employers can effect their bottom line in Health Care costs within their own organizations. They key to success is to take the lessons learned by pharmaceutical companies in their marketing and apply it to health care consumerism programs to engage employees to make lifestyle changes.
This document discusses connecting health to business outcomes. It summarizes research from the Integrated Benefits Institute showing that measuring workforce health requires considering total costs, including medical claims, pharmacy costs, lost productivity from absenteeism, and lost productivity from presenteeism. It notes that chief financial officers increasingly see workforce health as important to business priorities like productivity and financial performance. The document advocates that improving workforce health requires credible data and metrics across multiple dimensions over time, from leading health risk factors to lagging outcomes of costs and productivity.
The survey found that the top three challenges organizations face in controlling rising healthcare costs are employees' poor health habits, high-cost catastrophic cases, and underuse of preventive services. Over half of respondents have some type of wellness program. Common strategies used to address rising costs include providing tools for employees to be better healthcare consumers, actively promoting health programs, and implementing high-deductible health plans. While many leverage resources like health carriers, opportunities remain to better utilize additional resources such as third-party vendors, non-profits, and community organizations.
The document is a presentation on the implications of a Supreme Court ruling for the field of health promotion. It discusses how the ruling supports wellness incentives of up to 30% of health insurance costs. It notes that health plans will likely focus on cost management, care management, and enhanced customer service in response. The presentation is given by Paul Terry, CEO of StayWell Health Management, and discusses StayWell's mission to help people achieve optimal health through effective solutions.
This document discusses the growing costs and prevalence of chronic health conditions and how employers can promote employee wellness to improve health and reduce costs. It provides data showing chronic conditions and obesity are increasing in the US workforce. Poor health contributes significantly to medical and productivity costs. The document outlines MaineGeneral Health's successful wellness program which reduced health risks and costs through health coaching, incentives, and measuring outcomes. Their program shifted many employees to lower risk categories, lowering claims costs by nearly $1 million. The summary emphasizes how wellness programs can systematically improve workforce health and enhance business performance if they take a long-term, data-driven approach to health behavior change.
The document discusses health and wellness programs offered by organizations. Key points:
- 80% of organizations offer health and wellness programs to employees. Common programs include EAPs, flu shots, and healthy lifestyle programs.
- Organizations invest in these programs to improve employee health, attract talent, and reduce absenteeism and presenteeism. The most significant impacts of poor health are absenteeism, loss of productivity, and workers' compensation claims.
- Participation rates vary by program and employee group. EAPs, flu shots, and health risk assessments have among the highest participation. Barriers to participation include lack of time, interest, and cultural barriers within the organization.
-
This document summarizes the wellness initiatives and health risk assessment data of Eastman Chemical Company. It provides an overview of the company and its history of wellness programs dating back to 1991. Key data is presented on employee health risks over time from health risk assessments, and programs offered to support weight management, physical activity, diabetes management and stress reduction. The path forward emphasizes a continued focus on weight and physical activity through nutrition programs, fitness initiatives and community partnerships.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
This document discusses connecting health to business outcomes. It summarizes research from the Integrated Benefits Institute showing that measuring workforce health requires considering total costs, including medical claims, pharmacy costs, lost productivity from absenteeism, and lost productivity from presenteeism. It notes that chief financial officers increasingly see workforce health as important to business priorities like productivity and financial performance. The document advocates that improving workforce health requires credible data and metrics across multiple dimensions over time, from leading health risk factors to lagging outcomes of costs and productivity.
The survey found that the top three challenges organizations face in controlling rising healthcare costs are employees' poor health habits, high-cost catastrophic cases, and underuse of preventive services. Over half of respondents have some type of wellness program. Common strategies used to address rising costs include providing tools for employees to be better healthcare consumers, actively promoting health programs, and implementing high-deductible health plans. While many leverage resources like health carriers, opportunities remain to better utilize additional resources such as third-party vendors, non-profits, and community organizations.
The document is a presentation on the implications of a Supreme Court ruling for the field of health promotion. It discusses how the ruling supports wellness incentives of up to 30% of health insurance costs. It notes that health plans will likely focus on cost management, care management, and enhanced customer service in response. The presentation is given by Paul Terry, CEO of StayWell Health Management, and discusses StayWell's mission to help people achieve optimal health through effective solutions.
This document discusses the growing costs and prevalence of chronic health conditions and how employers can promote employee wellness to improve health and reduce costs. It provides data showing chronic conditions and obesity are increasing in the US workforce. Poor health contributes significantly to medical and productivity costs. The document outlines MaineGeneral Health's successful wellness program which reduced health risks and costs through health coaching, incentives, and measuring outcomes. Their program shifted many employees to lower risk categories, lowering claims costs by nearly $1 million. The summary emphasizes how wellness programs can systematically improve workforce health and enhance business performance if they take a long-term, data-driven approach to health behavior change.
The document discusses health and wellness programs offered by organizations. Key points:
- 80% of organizations offer health and wellness programs to employees. Common programs include EAPs, flu shots, and healthy lifestyle programs.
- Organizations invest in these programs to improve employee health, attract talent, and reduce absenteeism and presenteeism. The most significant impacts of poor health are absenteeism, loss of productivity, and workers' compensation claims.
- Participation rates vary by program and employee group. EAPs, flu shots, and health risk assessments have among the highest participation. Barriers to participation include lack of time, interest, and cultural barriers within the organization.
-
This document summarizes the wellness initiatives and health risk assessment data of Eastman Chemical Company. It provides an overview of the company and its history of wellness programs dating back to 1991. Key data is presented on employee health risks over time from health risk assessments, and programs offered to support weight management, physical activity, diabetes management and stress reduction. The path forward emphasizes a continued focus on weight and physical activity through nutrition programs, fitness initiatives and community partnerships.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
Drug Characteristics Associated with Medication Adherence Across Eight Diseas...HMO Research Network
This study analyzed medication adherence across 8 disease states based on drug characteristics. Researchers found that adherence varied significantly based on whether drugs were generic or brand name, with generic drugs generally having higher adherence rates. Adherence also decreased as out-of-pocket costs for patients increased. When examining specific conditions, adherence was highest for hypertension drugs and lowest for asthma/COPD medications. Certain drug classes within conditions demonstrated different adherence levels as well. Overall, the study identified drug characteristics and costs as important factors influencing medication adherence across multiple diseases.
While most healthcare leaders believe existing models are sustainable, they expect major changes to systems in the next 5 years. There is a disconnect between perceived need for change at the organizational versus system level. Leaders see integration as critical to improved sustainability but efforts focus more on transactional than transformative changes. Many believe care is structured for organizations, not patients, and patients are not actively engaged in their care despite evidence that engaged patients have better outcomes at lower costs.
The Willis 2011 Health & Productivity Survey is now available. This year’s survey theme is Work and Life – The Delicate Balancing Act. The survey includes responses from over 1,500 participants from various size employers.
This document discusses obesity in America and workplace wellness strategies. Some key points:
- 1/3 of Americans are obese, costing $13 billion annually in higher healthcare costs for employers.
- Employers and employees both have a role to play in addressing obesity through workplace wellness programs.
- Case studies show that reversing obesity-related conditions through weight loss programs can significantly reduce healthcare premiums and claims costs for employers.
- Elements of effective wellness programs include assessing company needs, collecting health data, implementing interventions, and evaluating return on investment over time.
This document discusses patient engagement in healthcare. It provides definitions of patient engagement from various organizations and studies that have measured outcomes of patient engagement strategies. Key points made include that patient engagement is emerging as a major focus in healthcare reform and involves patients actively managing their own care. Plans and providers will need to define engagement strategies that are outcome-focused and involve ongoing management of chronic conditions in primary care settings. Measurement studies show patient engagement approaches can reduce healthcare utilization and costs when integrated with primary care.
1. This study aimed to empower sub-district administration organizations (SDAOs) in Thailand to become health promoting organizations.
2. After implementing health promotion activities and training, SDAOM members had higher knowledge, attitudes, and enabling factors toward health promotion.
3. Many new health promotion activities emerged, health promotion plans and policies were established, and community participation increased.
Executive Director, Health Care Consumers Association
Presentation given at "Health Literacy Network: Crossing Disciplines, Bridging Gaps", November 26, 2013. The University of Sydney.
Optimizing Customer Engagement in a Healthcare Regulatory World — Paul RockleyAnn Rockley
So what is Customer Engagement? • Critical moments of interaction so customer engagement is every employee’s responsibility • Marketing has beenbest point of orchestration • By all possible means, employees motivate customers to invest into an ongoing relationship with the product or brand. Can marketing alone understand digital channels, cope with volume, nature, velocity of the content.
Tom Morrison and Tony Karrer hosted a webinar on maximizing member engagement for associations. The webinar covered 6 keys to member engagement: 1) understanding threats to the industry, members, and association, 2) having an effective communication strategy, 3) providing programs and services members cannot do themselves, 4) using the right metrics to motivate change, 5) narrowing your focus, and 6) consistently asking questions to improve. The webinar provided advice on value propositions, innovation, challenges with different demographics, and maximizing revenue per member.
AcademyHealth Engagement, Empowerment, Enhancement: The Role of Consumers in ...Whitney Bowman-Zatzkin
2:45pm-4:15pm
Engagement, Empowerment, Enhancement: The Role of Consumers in Health Care and Advocacy
Moderator: Whitney Bowman-Zatzkin, Flip the Clinic
Strategies and Tactics for Achieving Meaningful Consumer Engagement
Claire Brindis, Director, Institute for Health Policy Studies
Speakers:
Tom Workman, American Institutes for Research (AIR)
Amanda Otero, Health Care Organizer, TakeAction Minnesota
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
Evolution from Health Insurance to Health Solution_GuideWell
CEO and Chairman, Pat Geraghty, shared how GuideWell is driving value in health care through collaboration with strategic partners; designing innovative products and member engagement platforms, and advancing care delivery all intended to support the Triple Aim. Pat presented this deck at the NIHCM Congressional briefing on November 6, 2015.
On the 15th April, Creation Healthcare presented the winners of the Healthcare Engagement Strategy Awards 2010 at the Hilton Park Lane in London, United Kingdom.
How to drive engagement in an always on marketing worldPaul Cowan
A practical guide for brand marketers on how they can start to link consumer insight, relevant messages and the appropriate media channels to drive increase response to annuity marketing programs.
The document discusses how healthcare CRMs need to evolve to keep up with changes in digital technology and consumer behavior. Traditionally, healthcare CRMs have focused on known patient populations and direct mail campaigns with limited data and slow updates. However, consumers are increasingly engaging with healthcare online and through digital channels. An evolved healthcare CRM should integrate digital targeting and analytics to identify new audiences online, support multi-channel campaigns including search and social media, and provide real-time lead tracking and ROI reporting. This will allow healthcare organizations to better engage consumers across more channels and understand campaign effectiveness.
Building a Marketing Tech Stack to Accelerate EngagementMarketo
The document discusses building a marketing technology stack to accelerate customer engagement. It emphasizes using data, content, marketing automation, analytics and social media together in an integrated "engagement engine" to improve reach, depth and relationships with customers. Specifically, it recommends collecting customer data from various sources, using analytics to gain insights, creating targeted content, and engaging customers across channels like social media to provide continuous, relevant experiences that drive engagement throughout the customer lifecycle.
Today at the Direct Marketing Association’s annual conference, DMA2014, the Global Event for Data-Driven Marketers, OgilvyOne Chairman and CEO, Brian Fetherstonhaugh, presented “eCommerce: The Crucible of Customer Engagement.”
Joined by John McDonald, former VP, Marketing, Americas, British Airways and Ryan Craver, SVP, Strategy for Hudson’s Bay Company, Brian explored a more enlightened approach to eCommerce, one that is omnichannel, relationship-focused and experiential.
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
This document maps out a customer's negative experience with a company's dishwasher repair/replacement process. It took months to resolve, with multiple unnecessary service visits and a lack of communication. The customer grew increasingly frustrated as the process involved misplaced records and confusion about next steps. They did not feel their problem was being properly addressed or that the company cared about providing a good experience.
Provides an overview of wellness program trends, including a look at the role of prepaid wellness cards as a central component of employer wellness programs. We will also look at meaningful incentive thresholds and identify obstacles to program adoption.
Drug Characteristics Associated with Medication Adherence Across Eight Diseas...HMO Research Network
This study analyzed medication adherence across 8 disease states based on drug characteristics. Researchers found that adherence varied significantly based on whether drugs were generic or brand name, with generic drugs generally having higher adherence rates. Adherence also decreased as out-of-pocket costs for patients increased. When examining specific conditions, adherence was highest for hypertension drugs and lowest for asthma/COPD medications. Certain drug classes within conditions demonstrated different adherence levels as well. Overall, the study identified drug characteristics and costs as important factors influencing medication adherence across multiple diseases.
While most healthcare leaders believe existing models are sustainable, they expect major changes to systems in the next 5 years. There is a disconnect between perceived need for change at the organizational versus system level. Leaders see integration as critical to improved sustainability but efforts focus more on transactional than transformative changes. Many believe care is structured for organizations, not patients, and patients are not actively engaged in their care despite evidence that engaged patients have better outcomes at lower costs.
The Willis 2011 Health & Productivity Survey is now available. This year’s survey theme is Work and Life – The Delicate Balancing Act. The survey includes responses from over 1,500 participants from various size employers.
This document discusses obesity in America and workplace wellness strategies. Some key points:
- 1/3 of Americans are obese, costing $13 billion annually in higher healthcare costs for employers.
- Employers and employees both have a role to play in addressing obesity through workplace wellness programs.
- Case studies show that reversing obesity-related conditions through weight loss programs can significantly reduce healthcare premiums and claims costs for employers.
- Elements of effective wellness programs include assessing company needs, collecting health data, implementing interventions, and evaluating return on investment over time.
This document discusses patient engagement in healthcare. It provides definitions of patient engagement from various organizations and studies that have measured outcomes of patient engagement strategies. Key points made include that patient engagement is emerging as a major focus in healthcare reform and involves patients actively managing their own care. Plans and providers will need to define engagement strategies that are outcome-focused and involve ongoing management of chronic conditions in primary care settings. Measurement studies show patient engagement approaches can reduce healthcare utilization and costs when integrated with primary care.
1. This study aimed to empower sub-district administration organizations (SDAOs) in Thailand to become health promoting organizations.
2. After implementing health promotion activities and training, SDAOM members had higher knowledge, attitudes, and enabling factors toward health promotion.
3. Many new health promotion activities emerged, health promotion plans and policies were established, and community participation increased.
Executive Director, Health Care Consumers Association
Presentation given at "Health Literacy Network: Crossing Disciplines, Bridging Gaps", November 26, 2013. The University of Sydney.
Optimizing Customer Engagement in a Healthcare Regulatory World — Paul RockleyAnn Rockley
So what is Customer Engagement? • Critical moments of interaction so customer engagement is every employee’s responsibility • Marketing has beenbest point of orchestration • By all possible means, employees motivate customers to invest into an ongoing relationship with the product or brand. Can marketing alone understand digital channels, cope with volume, nature, velocity of the content.
Tom Morrison and Tony Karrer hosted a webinar on maximizing member engagement for associations. The webinar covered 6 keys to member engagement: 1) understanding threats to the industry, members, and association, 2) having an effective communication strategy, 3) providing programs and services members cannot do themselves, 4) using the right metrics to motivate change, 5) narrowing your focus, and 6) consistently asking questions to improve. The webinar provided advice on value propositions, innovation, challenges with different demographics, and maximizing revenue per member.
AcademyHealth Engagement, Empowerment, Enhancement: The Role of Consumers in ...Whitney Bowman-Zatzkin
2:45pm-4:15pm
Engagement, Empowerment, Enhancement: The Role of Consumers in Health Care and Advocacy
Moderator: Whitney Bowman-Zatzkin, Flip the Clinic
Strategies and Tactics for Achieving Meaningful Consumer Engagement
Claire Brindis, Director, Institute for Health Policy Studies
Speakers:
Tom Workman, American Institutes for Research (AIR)
Amanda Otero, Health Care Organizer, TakeAction Minnesota
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
Evolution from Health Insurance to Health Solution_GuideWell
CEO and Chairman, Pat Geraghty, shared how GuideWell is driving value in health care through collaboration with strategic partners; designing innovative products and member engagement platforms, and advancing care delivery all intended to support the Triple Aim. Pat presented this deck at the NIHCM Congressional briefing on November 6, 2015.
On the 15th April, Creation Healthcare presented the winners of the Healthcare Engagement Strategy Awards 2010 at the Hilton Park Lane in London, United Kingdom.
How to drive engagement in an always on marketing worldPaul Cowan
A practical guide for brand marketers on how they can start to link consumer insight, relevant messages and the appropriate media channels to drive increase response to annuity marketing programs.
The document discusses how healthcare CRMs need to evolve to keep up with changes in digital technology and consumer behavior. Traditionally, healthcare CRMs have focused on known patient populations and direct mail campaigns with limited data and slow updates. However, consumers are increasingly engaging with healthcare online and through digital channels. An evolved healthcare CRM should integrate digital targeting and analytics to identify new audiences online, support multi-channel campaigns including search and social media, and provide real-time lead tracking and ROI reporting. This will allow healthcare organizations to better engage consumers across more channels and understand campaign effectiveness.
Building a Marketing Tech Stack to Accelerate EngagementMarketo
The document discusses building a marketing technology stack to accelerate customer engagement. It emphasizes using data, content, marketing automation, analytics and social media together in an integrated "engagement engine" to improve reach, depth and relationships with customers. Specifically, it recommends collecting customer data from various sources, using analytics to gain insights, creating targeted content, and engaging customers across channels like social media to provide continuous, relevant experiences that drive engagement throughout the customer lifecycle.
Today at the Direct Marketing Association’s annual conference, DMA2014, the Global Event for Data-Driven Marketers, OgilvyOne Chairman and CEO, Brian Fetherstonhaugh, presented “eCommerce: The Crucible of Customer Engagement.”
Joined by John McDonald, former VP, Marketing, Americas, British Airways and Ryan Craver, SVP, Strategy for Hudson’s Bay Company, Brian explored a more enlightened approach to eCommerce, one that is omnichannel, relationship-focused and experiential.
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
This document maps out a customer's negative experience with a company's dishwasher repair/replacement process. It took months to resolve, with multiple unnecessary service visits and a lack of communication. The customer grew increasingly frustrated as the process involved misplaced records and confusion about next steps. They did not feel their problem was being properly addressed or that the company cared about providing a good experience.
Provides an overview of wellness program trends, including a look at the role of prepaid wellness cards as a central component of employer wellness programs. We will also look at meaningful incentive thresholds and identify obstacles to program adoption.
Vidal Healthcare provides integrated employee wellness programs to help maintain health. Their programs include:
1) Healthex, a health risk assessment that provides personalized health plans including comprehensive medical checks.
2) Follow up programs like stress counseling, nutrition counseling, and disease prevention.
3) Creating annual wellness plans including camps, health talks, and fun health events to engage employees in wellness.
The goal is to improve employee health, productivity, and reduce absenteeism and costs for organizations.
This presentation was made at the 2011 University of South Florida Fintech Business Plan Competition. The business plan was developed by graduated students at USF with experience in health care, marketing, insurance, management and small business development.
This document provides an overview of the US healthcare payer landscape and discusses HawkPartners' expertise in conducting research with payers. The US system includes private insurers, Medicare, Medicaid and other government programs. Commercial insurance and PBM markets are consolidating with large players dominant. Payers now have greater influence over pharmaceutical companies and are seeking strategic partnerships. HawkPartners has experience interviewing key decision makers at leading payers to provide insights into clinical development, market opportunities, and messaging strategies. Case studies demonstrate how their research has informed clients' strategies.
Patient expectations are rising, and organizations are continuously being asked to do more with less.
Additionally, the convergence of several significant emerging market and policy trends, economic uncertainty, labor force shortages, and the end of the COVID-19 public health emergency has created a unique set of challenges for healthcare organizations.
Attend this timely webinar to learn about new trends and their impact on key healthcare issues, such as patient engagement, migration to value-based care, analytics adoption, the use of alternative care sites, and data governance and management challenges.
This document summarizes a presentation given by Karen Timberlake on improving health at the Wisconsin Women's Health Foundation Gathering. It discusses how the US spends more on healthcare than other countries but has poorer health outcomes. It highlights factors outside of clinical care like behaviors, social and economic factors, and the physical environment that influence health. The presentation provides examples of collaborative community efforts in Brown and Menominee counties to improve early childhood development and reduce childhood obesity. It encourages participants to think about how they can influence health through their work and leadership in their communities.
The document discusses strategies for public health organizations to partner with businesses to promote workplace wellness programs. It recommends leveraging existing networks to build coalitions with large businesses, understanding the needs of small businesses, engaging elected officials as allies, and using media and competitions to promote partnerships and generate interest from businesses. The goal is to create sustainable partnerships between public health and the business community to improve employee health.
This document summarizes a meeting between representatives from Microsoft, Sonoma Partners, and Resurrection Health Care to discuss customer relationship management (CRM) software. The key topics discussed include interactions with customers, processes for consistent operations, and collaboration across teams. Sonoma Partners described their experience implementing Microsoft Dynamics CRM for physician relationship management at Resurrection Health Care's multiple hospital facilities.
This document discusses DTE Energy's strategic planning for health management and implementation of a scorecard to measure programs. It outlines DTE Energy's employee population and details the development of a dashboard to track health metrics like conditions, costs, screening rates and participation. It also describes creating a scorecard to monitor goals in areas like assessments, education, biometrics, utilization and employee engagement to evaluate the impact of wellness programs.
Modern Healthcare 2014 Strategic Marketing Conference SlidesModern Healthcare
Thank you for joining us at the inaugural Strategic Marketing Conference, which took place Sept. 23 and 24 in Chicago. We hope you enjoyed the education, engaging in discussions and extending your professional networks.
Click here to view the program guide and agenda from the Strategic Marketing Conference:
http://www.modernhealthcare.com/assets/pdf/CH96416919.PDF
About the Conference:
Modern Healthcare's Strategic Marketing Conference is a two day educational conference that was held September 23 and 24, 2014 at the Hyatt Regency Chicago.
This year’s conference presented thought leaders in healthcare marketing who helped to guide healthcare marketers, focusing on consumer-driven, reform-led and economically necessary challenges. Modern Healthcare's Strategic Marketing Conference is an opportunity for healthcare marketing executives on the provider and supplier side to interact and collaborate on best practices. Throughout two days, the conference provides a unique opportunity for healthcare marketing executives and agencies representing providers, insurers, suppliers and advocacy groups to interact and collaborate on best practices.
Today's companies must begin to look at employee health, not as a cost, but an investment. Data show conclusively that the health status of a company's employees is directly correlated to the profitibility and competitiveness of the company. This is not an American challenge, but a global challenge and responsibility. This was a keynote address to a dozen major US corporations in May, 2008. I'm happy to discuss with anyone of interest.
1. Elite framing of policy issues can influence public opinion over time through both situational framing effects and feedback effects of policy implementation.
2. A new research project will integrate these two approaches and examine the framing effects of Affordable Care Act implementation using panel data.
3. Early polls show elite emphasis on certain policy frames like tax credits increased support, while opposition focused on perceived government overreach and costs. Later polls show rising acceptance as the law took effect.
This document discusses healthcare reform and the implications for community behavioral health organizations as employers. It provides an overview of the current state of employer-sponsored healthcare coverage and how provisions in the Affordable Care Act will impact employers. Key provisions that will affect employers beginning in 2014 include requiring plans to cover those seeking coverage regardless of pre-existing conditions, eliminating annual limits on coverage, and assessing penalties on employers not offering affordable coverage. The document outlines various insurance market, coverage, and employer requirements that will be implemented between 2010 and 2018 as a result of healthcare reform.
This document discusses implications of the Affordable Care Act for community behavioral health organizations as employers. It provides an agenda that will cover the current status of employer-provided health insurance, relevant provisions in the ACA, the impact on employers, retiree benefits, and opportunities and threats. Introductory polls ask about organization size, offering retiree insurance, and considering dropping insurance benefits. The presentation is by Avalere Health experts Bonnie Washington and Eric Hammelman.
Social Media Won't Wait: Health Activist Speak Out, Industry Speaks Up (WEGO ...WEGO Health
Expanded and annotated report of the survey presentation delivered by WEGO Health and a panel of pharmaceutical executives at the April 2011 DTC National Conference.
Hcr strategies for hr february 2013 wi_combined_2 7 13 mahncfshrm
This document discusses the role of HR in health care reform and reevaluating total rewards strategies. It outlines key considerations of the Affordable Care Act for employers, including the option to "pay or play" by providing health insurance or paying a penalty. It also discusses how health care reform is impacting workforce management goals and the importance of aligning total rewards strategies with business objectives to attract, engage, and retain top talent.
Dodi Kelleher (Safeway) at Consumer Centric Health, Models for Change '11HealthInnoventions
Live Life, Live Long, Live Well™
An Evolving Health and Wellness Strategy. Dodi Kelleher, DMH
Director, Health and Wellness Initiatives, Safeway Inc.
One of the largest food and drug retailers in North America
200,000 employees and 1,725 stores across the US and Canada. Safeway health benefits offered to 30,000 corporate and store employees
Health is dominating the technology landscape at the moment, with fitness and wellbeing becoming more important than ever. We all like to think we are looking after ourselves, but how much do businesses consider the importance of health and fitness for their staff?
We commissioned research to find out the true value of health and wellbeing in the workplace - find out the results in our Health in the Workplace report.
This document discusses how health insurance professionals can make a difference by focusing on more than just price and spreading. It suggests defining one's role broadly as a consultant rather than just an agent. It provides strategies for using ancillary benefits like critical illness and life insurance to help manage costs and perceptions. Adding these benefits can increase revenue per enrollment. The document also recommends differentiating by offering innovative dental plans rather than traditional designs focused on spreadsheets. It stresses the importance of including disability income in benefit packages. The overall message is that agents can make a meaningful difference by taking a holistic view of clients' needs beyond just medical insurance.
State of the Independent Practice: What it Means For YouKareo
Join Kareo as we discuss the results from our recent nation-wide survey of 1,000 medical practices. We'll discuss our findings from the survey and how these insights will shape your billing company's future growth.
Similar to SHRM Memphis August 2009 Frank Hone Presentation (20)
The document summarizes information about the SHRM-Memphis chapter including its 2009 officers, goals, and an upcoming meeting on diversity celebration. It also lists upcoming social and career events, opportunities to get involved or sponsor events, and contact information.
This document provides information about the SHRM-Memphis chapter including its 2009 officers, goals, and upcoming events. It announces a social event in September and a new salary survey. It also includes advertisements for internships, career postings, and vendor sponsorships. Members are encouraged to provide feedback and get involved in committees or by posting resumes online.
Linkedin is a powerful recruiting tool. This presentation outlines ways to use Linkedin for recruiting as well as some stats to help identify your audience on Linkedin. Top 10 tips for recruiting include outside the box ideas to make your recruiting system work with Linkedin.
Cultivating Creativity to Cut CompetitionAustin Baker
The document discusses tools and techniques for cultivating creativity in order to gain a competitive advantage. It recommends getting more "dots" or ideas by reading widely, asking questions, accepting failures, resting, limiting judgment, and learning in groups. Specific techniques include keeping a journal, using a tape recorder, surrounding oneself with encouraging people, mind mapping to visualize ideas in a non-linear way, and cultivating a clear and encouraging environment for ideas to grow.
The document discusses the importance of business ethics and the role of HR in promoting an ethical corporate culture. It provides an overview of current issues in business ethics following the financial crisis, as well as the key elements of an ethical business culture, including written standards, training, reporting mechanisms, and discipline. HR practices like codes of conduct, values statements, and ethics training are examined. The role of HR in advising on ethics issues and ensuring ethical compliance is also discussed.
SHRM Memphis is interested to know if this is an effective way to communicate news to you.
Please give us your feedback by going to our website www.shrm-memphis.org and let us know your thoughts.
Did you know that SHRM Memphis has more than 1000 professional HR members?
The document summarizes information about the SHRM-Memphis chapter including its 2009 leadership officers and goals. It provides details about an upcoming meeting on integrity based communications and announces sponsorships, career and internship opportunities available through the organization.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
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1. Employee Health Benefit Trends:
How Healthcare Consumerism
Can Help Change the Game
Frank Hone
Sustainable Engagement Leader
Healthways
August 18, 2009
1
3. Presentation Overview
1. Key Issues and Challenges
2. The Employer Role in Healthcare
3. Why Healthcare Matters
4. How Healthcare Consumerism Fits
5. Driving Health Behavior Change
3
4. Introduction and Background
Recently joined
Healthways as
Sustainable
Engagement Leader
28 year career in
consumer advertising and
marketing with NY
advertising agencies
and consultancies
16 years focused on
healthcare
communications,
particularly DTC 4
5. Why Healthcare Matters
• Encourages business leaders to
proactively address employee
health issues and strategies
• Focus is on free-market solutions
and demand-driven strategies:
• Healthcare Consumerism
• Personal Responsibility
5
6. 1. Key Issues and Challenges
Quality, Access, Cost
– The “Holy Grail”
Complex provider networks and insurance schemes
– Outgrowth of “managed care” era
Third-party Payments
– Limits consumer knowledge of price/value
Rising Chronic Disease Incidence
– Cardiac, Metabolic, Respiratory, Cancer, etc.
Lifestyle/Behavioral Issues
– Sedentary ways, excess, limits on personal responsibility
Employer role
– Hands-off or Hands-on?
6
11. Employee Benefits: Top Challenges
Five leading factors representing the top
challenges in maintaining affordable employee
health benefit coverage:
– Employee’s poor health habits 67%
– Underuse of preventative services 42
– Catastrophic/end-of-life care 36
– Poor information on provider costs 24
– Overuse through inappropriate care 21
– Source: Watson Wyatt, January 2009 survey of 489 employers
11
12. Big Companies Are Investing
In Employee Health
Onsite flu shots 97%
Weight loss programs 85%
Health Risk Appraisals 80%
Tobacco cessation programs 74%
On-site workout facilities 73%
Online wellness programs 72%
Organized walking/exercise programs 66%
– 2007 Business Roundtable Survey
12
16. Individual health behaviors are lacking
What percentage of Americans
can agree to all five of these
statements?
I exercise 30 minutes or more on most days of the week
I eat a healthy diet with 5 fruits/vegetables on most days
I am within 5 pounds of my ideal body weight
I don’t use tobacco products
I have 2 or fewer alcoholic drinks per day
16
17. Behavior is #1 Driver of Health Status
60
50%
50
40
30
20% 20%
20
10%
10
0
Care Access Genetics Environment Behavior
Source: Inst for the Future, CDC
17
19. Healthcare Consumerism Can Help
– “Healthcare Consumerism is about transforming an
employer’s health benefit plan into one that puts
economic purchasing power — and decision-making
— in the hands of participants.
– “It must focus on health behavior change.
Employers can supply information and decision
support tools, along with financial incentives,
rewards, and other benefits that encourage
greater personal responsibility for their health.”
Ron Bachman
Senior Fellow
Center for Health Transformation
19
21. Healthcare Building Blocks….
+ +
Financing Medical Behavior
Health Insurance Medical Marketing Model Consumer
Co-Pays Doctor Stay healthy
Out of Pocket Hospital Prevention
Government Funding Pharmacy Engagement
Drugs and Procedures Adherence
21
22. Employers can’t really change the healthcare
system, but they can influence positive
outcomes through financing and behavior
change
22
23. Financing and Behavior Change:
A few examples
1. CDHPs
2. Obesity
3. Smoking Cessation
4. Health Risk Assessments
5. Incentives
23
24. 1. CDHP growth continues…a way to
encourage personal responsibility
Source: Mercer 24
25. CDHP Example: Blue Ridge Paper
Problem
– Blue collar mill - with 2,100 primarily male, older union
employees, with “entitlement” mindset and little health
benefit knowledge or investment - couldn’t afford
premium increase projections
Solution
– Focus on creating “culture of health”; engage employee
reps in decision-making; educate workforce and family –
shift to CDHP + 17 specific population health
management programs + coaching + fitness program +
onsite clinic
Results
– Absenteeism dropped by 50%, Disability claims dropped
by 20%, chronic claims dropped by 16%.
– Five year cost savings = more than $17 million
25
26. 2. Obesity… a major health challenge
Obesity accounted for 27% of the rise in medical costs
from 1987 to 2001
Ken Thorpe - Emory University
Obesity costs Companies $45 billion annually
Conference Board
Obesity is a more powerful trigger for chronic health
problems than either smoking or heavy drinking
RAND
But many employers see it as sensitive issue to
address head on…
26
27. Weight Loss Example: Quest Diagnostics
• Problem
Workforce obesity was on the rise,
increasing each year from 2005-2008
• Solution
Management initiates company-wide
weight loss challenge
• Results
Broad Participation – spurred Bill
Germanakos to drop 164 pounds on
“The Biggest Loser” TV program.
He’s now “Wellness Ambassador”
Positive ROI - Winner of the Healthy
Lifestyles Gold Award for its Healthy
Quest employee wellness program
27
29. Smoking Cessation Example: Weyco
Problem: Lifestyles risk drive costs
– Illegal drugs and tobacco
– Excess use of alcohol
– Unhealthy eating
– Physical inactivity
Strategy
– Stop hiring or retaining tobacco users - adopt a no-
smoking policy that required employees to quit smoking
during their private time and/or submit to a smoking
test. Smoking cessation program options were offered.
Results
– Policy took effect in January 2005, a year after
announcement
– Four employees refused to take smoking test
– Smoking was effectively eradicated at Weyco
29
30. 4. Health Data…a way to manage risk
Claims data Health Risk Appraisal Biometrics
Past behavior Current status Future Risk
Then, the data can help drive
the design…
30
31. HRA Example: Johns Hopkins
Problem
– Workforce was becoming older, sicker and more costly due
to asthma, hypertension, diabetes, depression, anxiety,
COPD, cancer, back pain
Solution
– Redesign health benefits and health initiatives, tied to
Health Risk Assessment (HRA)
– Add health coaching, education, incentives
Results
– HRAs provided more data on employee health than claims
– Identified areas where interventions would help
– Chronic care management has led to savings of $300 PMPM
31
32. 5. Incentives…a path to motivation
More companies are offering a financial incentive to participate in health initiatives:
32
33. Incentives Example: Pitney Bowes
Problem
– As medication co-pays increased with newer health plans,
many employees cut or eliminated drug usage. Complications
caused increased medical bills
Solution
– Provide lower cost or free drugs for certain chronic conditions:
asthma, diabetes, hypertension
Results
90
81 82
80 75 76
– Adherence on drug increased 70
62
substantially and medical
60
50
costs declined for three areas 40
33
30
20
10
0
Asthma Diabetes Hypertension
2001 2006 33
34. Incentives: Penalties would increase adherence
to chronic treatment regimens
How Likely Would You Be To Comply With
the Treatment Regimen Recommended by
Your Doctor If You Would Be Required to
Pay Higher Insurance Costs Otherwise?
63%
31%
18%
14%
9% 6% 8%
3% 3% 4% 5%
1 2 3 4 5 6 7 8 9 10
Not at all likely Extremely likely
Deloitte's 2009 Survey of Health Care Consumers n = 2,192 respondents with one or more chronic conditions
34
35. What does all this mean
for employers?
Behavior change comes from encouraging personal
responsibility about health, lifestyle and treatments
– Engage employees as partners in managing healthcare costs
and quality
Corporations can adapt by treating employees as if
they were customers of the company
– Motivate them to accept their role and understand your
support and financial commitment
35
36. Does having health and wellness programs
equate to better outcomes?
Between…
Wellness, Care Management, Health Interventions, Fitness Programs
Consumer
Engagement
Enrollment and
Interventions Influence
+
Incentives
+
Motivation
..and
Actual Employee Health Behavior Change
36
37. 5. Driving Health Behavior Change
Using Communications Effectively
Needs to be multi-stage
Accommodates consumer decision pathway
37
39. “AIDA”
Awareness Interest Desire Action
Of a In Wanting it Buying it
brand, knowing
category, more
service,
etc.
39
40. Comparing the two…
Consumer advertising: Employee health
engagement:
Focuses on getting Focuses on getting
consumers to buy your employees to change
brand behavior
Effective use of media, Effective use of media,
messages, and metrics messages, and metrics
Follows “AIDA” Addresses the decision
pathway
40
41. Consumers have a decision pathway to
follow with healthcare…
Compliant patient
BARRIERS
Rx written/filled
Physician appointment
Desire to treat
Information gathering
Relevance to disease
Recognition of symptoms
Undiagnosed
sufferer
41
42. …that also has many emotional barriers….
Fear
Confusion
Cost
Denial
Trust
Solutions
Support
42
43. …that need to be addressed in different
ways
Emotional vs. rational messages
Storytelling vs. facts
Consider timing and sequencing
– Media consumption and penetration
– Different motivation and incentives
– Recognize varying behavior change dynamics
Communicate two-way with reinforcement
43
45. Synvisc Advertising and Fulfillment
Advertising shows
target adults in
situations that OA knee
sufferers cannot do or
enjoy
Fulfillment materials provide
deeper education/ information
and a list of providers
45
46. Print
Print w/BRC
Documercial
Branded and unbranded TV
Branded and unbranded web sites
OA educational events
Synvisc Consumer-friendly call scripts
Fulfillment materials
Reminder mailings Tell-A-Friend
Program
6,000 Physician Provider Network Follow-up surveys
Physician and rep letters/e-mails
Community-based outreach materials
Specialist Specialist
Specialist
Ad easel
Patient brochures
Exercise flyer
Doctor mention statistics Specialist Specialist
PPN reprint carrier
Doctor mention flash card
46
47. Lessons Learned from DTC
1. Relevant segmentation leads to Identify key segments of your
smarter strategies employer population
2. The decision pathway begins Consider the challenges and
with a health issue and involves barriers that your employees are
psychological and attitudinal facing in dealing with an array of
barriers conditions
3. Information overload is Deliver messages in a format and
counterproductive. Bite-sized form that will best lead to
pieces of information work behavior change in measurable
better ways
4. Most healthcare products and Find ways to stress the
services are purchased because importance of dealing effectively
of need, not desire with health issues
5. Interactive communication Supplement your health portals
opportunities can be more with ways to interact directly with
productive than “push” employees
marketing
47
48. Strategic Development Framework for
Employee Communications
communication objectives target audiences
communication strategy and tactical approach
media choices
key messages, and creative work
Measure results, encourage and share feedback
Revisit everything with an eye to continual improvement
48
49. Health Behavior Change Requires:
Customized solutions, tailored to their:
– Readiness to change
– Lifestyle preferences and capabilities
– Media consumption, message responsiveness
Convenience elements that reduce as many
barriers as possible
Incentives that help make the abstract benefits of
good health more near-term and concrete
49
52. Why Healthcare Matters – on sale now!
• Encourages business leaders to
proactively address employee
health issues and strategies
• Focus is on free-market solutions
and demand-driven strategies:
• Healthcare Consumerism
• Personal Responsibility
$20 check or cash
52