"Wellness Lab" Session: Strategies for Moving from ROI to VOI Kimberly Jinnett, Ph.D. Executive Vice President Integrated Benefits Institute

About IBI Leading research organization in health and productivity National non-profit business association –Established 1995 –1,100+ member organizations Provide research, data, tools and educational opportunities to help business leaders: –Understand the toll that illness takes on workers’ productivity –Recognize the competitive advantages of helping employees get and stay healthy

Our Research Business value of workforce health. Linking workforce health to employee lost time, performance and business metrics. Better measurement. Improving measures of absence, health-related job performance and their financial impacts on employers. Practical evidence. Featuring employer case studies through our Knowledge Bank to show what’s working in the field. Employee engagement. Showing how employee engagement and the context of the workplace influence health, cost and productivity outcomes.

Workshop Learning Goals Understand the broader value of health beyond health care costs – moving from ROI to VOI Make the case to develop buy in from upper management Think about what data you have and how to make sense of it Use evidence and metrics to justify program investment decision Use a dashboard approach to sustain momentum and support

Making the Business Case: Engage Senior Leaders as Key Partners

IBI’s New CFO Research: Finding the Value in Health

For Every 10 CFOs Who Say Controlling Costs is Most Important 4 say “helping enrollees become healthier, better consumers of care” 4 say “attracting, retaining talent or improving productivity” 1 says “improving customer service or business performance” 9 Other CFOs Report Another Goal as the Most Important

Where employers started: healthcare as cost of doing business Health Costs

The first response: cost shifting Health CostsPlan Design

Moving upstream: getting on the front end of cost Treatment Health CostsPlan Design Chronic Health Conditions Health Risks

Moving downstream: incorporating outcomes Treatment Health CostsPlan Design Chronic Health Conditions Health Risks Work Absence/Disability Work Performance Lost Productivity

Next: The Broader Value of Health Treatment Health CostsPlan Design Chronic Health Conditions Health Risks Work Absence/Disability Work Performance Lost Productivity EE Health Behaviors & Engagement Corporate Culture & Structure Business Performance Wellbeing

Next-Generation Value Proposition ROIVOI * Value of investment –Financial indicators/net savings –Participation indicators –Screening indicators –Health risk indicators –Clinical indicators –Utilization indicators –Lost-time indicators –Productivity indicators Return on Investment –Financial indicators * Source: Loeppke, R. “The Value of Health and the Power of Prevention”. Int J Workplace Health Manage. 2008; 1(2)

The Siloed View of Medical Cost

Bringing in Pharmacy

Adding Wage Replacements

Lost Productivity - Absence

The Total Cost of Health

Full Cost Estimator (FCE): Start the Conversation about Measuring the Broader Value of Health

FCE Examples: Local Government, Colleges, Tech Companies, and Hospitals

Full Cost Summary Example Local Government

Lost Work Time Summary Example Colleges & Universities

Condition Snapshot Summary Example Tech Companies

Costs by Illness Summary Example General Medical and Surgical Hospitals

“Big Data” Challenge: Capture the Value of Health with a Dashboard Approach

Guidance on Managing and Measuring Health and Productivity

Workforce Key Health Dimensions* Financial (cost) Program participation Biometric screening Health risks Utilization Preventive care Chronic conditions Lost worktime Lost productivity Employee engagement * Thomas Parry and Bruce Sherman, A Pragmatic Approach for Employers to Improve Measurement in Workforce Health and Productivity, Population Health Management, Vol. 15, No. 2, 2012

Dimensions & Dashboard Metrics DimensionSummary Metric Financial Program cost/EE Program participation EEs participating/All EEs Biometrics EEs reaching target/All EEs Health risks # of health risks/EE Utilization # EEs getting care/All EEs Preventive care # EEs getting screened/All EEs Chronic conditions # EEs w/ chronic conditions/All EEs Lost worktime # of lost workdays/EE Lost productivity Lost productivity $/EE Employee engagement Engagement score/EE

The Temporal Dimension Leading indicators Health risks Biometrics Chronic condition prevalence Treatment indicators Preventive care EE engagement Health services utilization Program participation Lagging indicators Financial Lost worktime Lost productivity

Thinking about Metrics as Hierarchies Dashboard metrics Component metrics C ontributing metrics

Engage Partners: Engage Internal and External Partners in Continuous Improvement

Winning Together DVD - Guidance on working with suppliers to obtain data and the supplier management process - Toolkit of checklists, templates and guides - Advice on ways to coordinate services and improve the health and productivity of the workforce

Did we meet the workshop learning goals? Understand the broader value of health How to make the business case to senior managers How to identify the data you or your supplier partners have and make sense of it How to use evidence and metrics to justify program investment decisions How to use a dashboard approach to sustain momentum and support

For More Information: Free employer membership Tools and resources Questions? Contact: Jacy Bryla, Member Services Coordinator