Embed Size (px)
Citation preview
Executive War College
May 1, 2012
Kevin McArdle Senior Director and General Manager,
Laboratory Medicine
Conflicts
1
2
Agenda
3
• Program Design • Benefits Achieved • Creating a Culture of
Health
Program Design
4
• Associates as of January 2012: 10,056
– 65% KC Based
– 17% Outside KC
– 17% Outside US
• Average Tenure: 5 years
• Average Age: 36 years
• Associate Mix:
– 30% engineering
– 30% IT services
– 15% clinical
– 25% sales, operations, administrative, etc.
• Health Plan Spend 2011: $66 Million
• Covered Lives in 2011: 13,300
– 6400 associate
– 6900 dependents (4650 kids)
– 85% participation rate
Cerner as an Employer Mission:
To Contribute to the
Systemic
Improvement of
Healthcare Delivery
and the Health of
Communities
• Two onsite clinics, pharmacies, and free fitness centers
Cerner as an Employer
• Align with Cerner’s vision, mission, and culture
• Build, support and promote a healthy and productive
workforce
• Develop innovative and wellness focused benefits that
can be measurable.
– Labs and Biometrics
• Proactive view of health:
– Health and Care
– Plan for Health vs. Health Plan
• Promote joint accountability and individual engagement:
– Education, Tools, Support
• Create a ‘Culture of Health’
Cerner Health & Wellness:
Core Principles
• Step 1 – Identify
– High-cost conditions
– Targeted population
groups
– Lab values
determine some
opportunities
Strategic Approach to Managing
the Population
• Step 2 – Design
– Cost-benefit analysis
– Tailor benefits to risk
groups
– Ongoing
measurement, when
appropriate
• Step 3 – Implement
– Provide services
– Communicate
– Integrate vendors
• Step 4 – Evaluate
– Clinical impact
– Lab Trend
– Biometric
Improvement
– Financial impact
– Associate satisfaction
Population Health Management
9
10
Cerner WHQ
http://www.cdc.gov/obesity/data/trends.html
Healthe Living with Rewards
Customizable Incentive Program:
Outcomes & Activity Based
Personal
Scalable
How it works:
Subscriber & Spouse /SGDP participate
One point = $1
1000 point maximum for Subscriber • 500 points towards premium reduction
• 500 points towards HRA
1200 point maximum for Subscriber + Spouse/SGDP • 500 point towards premium reduction
• 700 points towards HRA
Flexibility:
Adjustable year to year to best manage our population health
Continually evaluated and enhanced with new offerings and activities
• Individual
Coaching
• Easy to Read
• Lab Values
• Risk factors
• Biometrics
• Set goals
with Health
Coach
• Population Management
• Clinician-focused View
• Trend Analysis
Benefits
14
Healthe Clinic Utilization
• The Healthe Clinics are capturing market share through an enhanced patient centered
experience
15
16
• The Healthe Clinics contribute to increased
productivity through decreased time away from work
Healthe Clinic Productivity Gains
2010 PMPM Cohort Analysis
Key Attributes: – Calculations based on Total Paid (Plan and Member)
– Clinic User = 1 or more Healthe Clinic Visits
– Non Users are excluded from PMPM
– Stop Loss cases have been removed 17
$657
$936
$321
$611
$492
$902
$333
$512
$393
$605
$206
$392
$-
$250
$500
$750
$1,000
Associate Spouse Child All Members
2010 Avg Total Paid PMPM by Cohort
Non KC Community User KC Community User Clinic User
Healthe Pharmacies
• Convenience:
– Adjacent to Healthe Clinics
– High fill rate
– Utilized by over 51% of the Kansas City member population in 2010
– Captured 58% of all members’ prescriptions in the Kansas City area in 2010
• Cost Containment:
– Medications purchased at a deep discount
– Savings passed on to members and the health plan
– Members typically save between 20% - 90%
– High generic dispensing rates
– High generic substitution rates
– High therapeutic substitution rates
• Member Focus:
– Medication consultations
– Alignment with the Healthe Clinic care team
Cohort Risk Factor Summary
19
• Five clinical risk factors tracked during
annual screenings
• Consistent population of 2,805
associates who were active from
2007-2010
• Approximately 81% maintained or
improved health status
Creating a Culture of Health
20
21
“Right Choices” in the Cafe
22
“Right Choices” in the Cafe
23
“Right Choices” in the Cafe
Campus Vending
Enable Active Associates
26
27
WiThings Scale
@HealthCricket
28
Not your typical
weight loss initiative
The approach
• Leverage competition and team
• Integration with other wellness
efforts (e.g., incentive programs,
dining changes)
• Clear executive support
• Engaging online & mobile
experiences which leverage PHR
Cerner has been
slimming down
30
1.8% 3.1%
18.2% 31.7%
42.5%
39.8%
21.8%
15.8%
15.7% 9.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Start Final
BMI Category Change for participants
Underweight Healthy Overweight
Obese Very Obese
• 2,600+ participants
• 21,000 lbs lost!
• 74% of participants lost weight
• 33% of cohort improved BMI
category1
• Percent of cohort overweight or
obese declined from 80% to
65%
• $500K+ savings on health plan2
• Lab Values pending cohort
cycling through 2012 plan year
1 Height data was captured for 40% of participants; 2 Based on preliminary results using BMI Point Change methodology
What’s Next?
31
More Lab testing to target the next opportunity…
32
• Person-
specific
• Based on
known risk
factors
• Aligned
with core
principles
• Proactive
• Innovative
Thank You
Kevin McArdle
Arielle Bogorad
Director, Benefits Strategy & Wellness Initiatives
