1. Strategic Use of Data in Wellness Program Integration
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2. ICWS Leadership Travis Burgett Ryan Byars
Travis has over 14 years experience working in healthcare strategy and economics both with employer clients as well as within complex healthcare delivery systems. Travis is passionate about finding and creating new ways to deliver and finance healthcare in the workplace.
Ryan Byars
Ryan has been working in all facets of employer wellness for more than 8 years. Ryan brings extensive experience in programming designed to increase participation and improve employee health and is responsible for developing and implementing comprehensive and innovative corporate wellness solutions.

3. ICWS Purpose Statement
We believe we can connect and integrate wellness programs with medical plan design and the healthcare delivery system in a manner which drives increased effectiveness and improved efficiency for the employer, employees and family members. Ultimately our activities with employers will lead to better health, greater productivity and a true reduction in costs to all stakeholders.

4. ICWS Services
Start
Activate Around Health
Health Intelligence Platform and Identification of “Gaps in Care”
Wellness Program and Incentive Design and Tracking
Complete Online Employee Wellness Platform
Biometric Screenings
Lifestyle Coaching
Primary Care Access Strategies
On-site/Near Site Primary Care Clinics
Pharmaceutical Dispensing
Consulting on Direct Contracting with Providers
Facilitation of Innovative Partnerships with Payers and Providers
Purchase Differently
Drive True Engagement
End Game

5. Customization Many ways to customize
Your Wellness Program Objectives
Customization Many ways to customize
Reduce Costs
Build
Culture
Improve
Health
A Fortune 100 employer saved $136/person in annual healthcare costs after adopting a wellness program.
Rand Wellness Program Study
67% of employees said having a wellness program motivated them to help achieve company goals.
Economist Intelligence Unit Survey, 2016
Use this slide to express the three main objectives companies adopt wellness programs – just to offer one, to use one and make it part of the team culture, and then to provide a means for healthcare cost reduction. All have different ROIs for different reasons. This also serves up the next two slides about the base wellness program and how the premium reduction works.
Reduced costs – time period was over 10 years, as well hospital admissions dropped 30%.
More than 68% of U.S. employers offer a wellness program.
U.S. Department of Health & Human Services

6. Wellness Programs without Data

7. Problem with Wellness Programs?
Low levels of engagement
Inability to measure impacts
Wellbeing
Financial
Quality
Set it and forget it annual strategy
Broad based initiatives
Steps and nutrition vs whole person

8. Data to Empower the Employer
Goals
Informed Strategies
Targeted Efforts
Increased Efficiency
Better Engagement
Dynamic Filters
Predictive Models
Qualitative Value
Measure ROI
Not Intended To Be
Underwriting Tool
Provider Informatics
Static Reporting
Difficult to Navigate
Restrictive Access

9. EMPLOYER DATA IS DISPARATE AND OUTDATED
BIOMETRICS
EMPLOYER
VENDOR PERFORMANCE
CLAIMS REPORT
DISPARATE DATA
OUTDATED FORMAT

10. Intelligence Through Unification of Data
Claims
Coaching
Unified Data via Health Intelligence Platform
Biometric
Enhanced user interface and experience for easy to navigate analytics. Includes predictive models
Wellness
Clinic

11. Health Intelligence Platforms Crush Excel Sheets
An employer facing analytics tool that combines medical and pharmaceutical claims data with biometric screening and wellness program data to provide the following benefits:
Gaps in preventive care
“Gaps in Care” for those with a diagnosed disease state
Projected cost savings for closing “Gaps in Care”
Track real time performance against projected impacts
Medical plan costs by biometric screening risk tier
Targeted engagement opportunities
Measure true ROI on wellness challenge participation
Best in class predictive models

12. Gaps in Prevention Age and Gender Specific Guidelines
Claims and Clinic Data
Quantify the Exact Demand –Unmet Need
No more guess work
Identify Specific Individuals with Gaps in Prevention
Targeted outreach efforts
Identify Barriers and Develop Mitigation Strategies

14. Gaps in Care – Chronic Disease
Quality of Care Improvements
National and Industry Guidelines
Research Literature
Industry Trends
Cost of Care Improvements
Avoidable Costs
ER Visits and Inpatient Admissions
Medication Management

16. Financial Impacts of Risk Stratification
Apply Claims Costs to Biometric Screening Data
Higher Costs in High Risk Categories?
Hard Dollar Impacts of Risk Categories
High risk to Moderate risk
Anticipate Trends and Monitor Impacts
Adjust Strategies in Real Time

20. Predict Impacts and Monitor Results
Quantify Up Front Impact of Specific Opportunities
Number of Members Impacted
Numbers of Gaps or Conditions
Financial Impact via Claims Costs
“Real Time” Updates
Monthly or Quarterly Updates
Mid Year Adjustments

22. CASE STUDY HIGHLIGHTS
Reduced PEPM spend by $42.83 over last plan year and predicted a similar trend for the next year 
Identified gaps in care associated with diabetes to implement testing supplies at the onsite clinic 
Restructured initiatives to include unconventional areas of wellness, such as financial and social, to engage more members 
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23. Questions?? Travis Burgett
President, Integrated Corporate Wellness Solutions