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Health & Wellness Center Update

Health & Wellness Center Update. John Redmond May 27, 2014. HWC Comment Cards. Monthly volume of comment cards decreased Comment Cards reflect high satisfaction 95% - 98% rated care good to excellent 80% (over) seen within 15 minutes

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Health & Wellness Center Update

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  1. Health & Wellness Center Update John Redmond May 27, 2014

  2. HWC Comment Cards • Monthly volume of comment cards decreased • Comment Cards reflect high satisfaction • 95% - 98% rated care good to excellent • 80% (over) seen within 15 minutes • 95% would recommend to other employees • Comments continue to be favorable

  3. HWC = CCG Healthcare Reform • Opened HWC May 1, 2013 • Current enrollment 1,250 employees & dependents • Centerpiece of CCG healthcare reform • Success is linked to healthcare cost containment

  4. Idea Development In 2010, recognition that rising healthcare costs must be addressed Resurgence of employer-sponsored clinics for cost containment Workshops with City Council Concept approved by City Council

  5. Concept Development Improve access to care for all employees Increase wellness of employees with chronic conditions Provide high quality care at a sustainable cost

  6. Proposal Process • 10 proposals received • Site visits to facilities of the 3 top candidates • Reviewed • Operations process • Staffing model • Electronic medical record system • Services performed • Staff interviews • Patient exit interviews

  7. TransformHealthRX • Appointment scheduling by medically trained personnel • Experienced vendor • Large enough to service our needs • Small enough that we mattered as a client • Greatest potential to provide long-term cost control • Focus on long-term, sustainable cost savings by • Patient assessment • Access to treatment and medications • Team One Program (TOP)

  8. Team One Program (TOP) • Initial enrollment 290 • Based on health risk assessments • Higher number than normally expected • 99 enrollees had 1 condition • 191 enrollees had 2 or more conditions • Resource usage • Initial high number of weekly visits during 1st year • Many patients now stabilized • Opens capacity to see additional patients • Additional patients generates more revenue with nominal costs

  9. 1st Year Statistics 1,207 unique patients 8,348 scheduled appointments 7,550 actual visits (9.6% no-show rate) 8,866 generic prescriptions dispensed 8,148 laboratory tests performed

  10. Northwestern Re-priced Calculation Re-priced services to BCBSGA rates BCBSGA would have paid $230,000 less Employee would have paid $273,330 more Total re-priced BCBSGA services $43K more

  11. Omissions/Adjustments from Re-pricing • Radiology and imaging services • Estimated between $30-50K • Off-site flu shot clinics • Estimated $5K • Start-up costs • Estimated $75K • Recalculated HWC cost savings • $153 to $173K

  12. TOP Value • Cost analysis does not include TOP future savings • Value of TOP • Health improvement of TOP patients • Long-term reduction of healthcare costs (cost avoidance) • Fewer emergency room visits • Fewer hospital admissions • Shortened average length of hospital stay • Lower specialists costs

  13. Challenges Ahead Increase HWC enrollment Continue to improve the health of all employees, especially new TOP participants

  14. Final Comments HWC lynchpin for overall cost savings for CCG healthcare benefit program Plan takes several years and significant employee participation for CCG to reap full benefits

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