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Leveraging Technology to Enhance Wellness Program OutcomesTim O’Neil, Manager, Employee Health & Financial WellnessThe Obesity and Wellness CongressSeptember 22, 2011

Meredith Corporation Overview

• 3,000 benefits-eligible employees

• Operates in 22 different states

• Self-funded medical plan

• Spends approximately $23 million annually on health costs

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About Meredith

National Media Local Media

WORKING YOUWSM V -TV WSM V-DT NASHVILL E

• 12 TV stations reaching

10% of U.S. households

• Strong affiliate mix

• Top 25 markets of Atlanta,

Phoenix, Portland

Marketing Services

• 75 million audience

• 23 million web visitors

• Growing licensing

business

• Leading business-to-

business marketer

• Experts in digital, social,

mobile and database

• Major clients include Kraft,

Nestlè, Chrysler, Lowe’s

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http://www.cbs3springfield.com/

• Goal: improve health of employees

• Win-Win:

- Employees feel better and have a better qualify of life

- Company benefits from happier, healthier, more

productive employees with lower healthcare costs

• High priority for leadership

• Establishing a wellness legacy

Setting the Vision

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• Wellness Screening and Health Risk Appraisal

Questionnaire (Fall 2006)

– $300 incentive

– 86% Participation

– Greatest Risks – blood pressure, body composition, BMI

• Recommendations

– Form Wellness Committee

– Launch Health Incentive Campaigns based on areas of

aggregate risk

– Align Cafeteria and vending options with wellness strategy

Pilot Program

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• Fall 2007: Hired a wellness manager; wellness screening at all

Meredith locations

• January 2008: Formed employee wellness committees and launched Live

Healthy Meredith, Tobacco Free Workplace

• March 2008: Balanced Choices Healthy Vending Initiative

• May 2008: Blood Pressure Awareness

• Fall 2008: Ergonomics Pilot

Taking the Initiative Nationwide

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Cost Shifting & Plan Design Changes =

Unsustainable Long-Term Solution

In 2007 Meredith made the following medical plan design changes:

• Switched medical carriers

• Added a high-deductible plan option

• Quit covering certain elective procedures

YearAverage Monthly Cost per

Covered Employee

% Change over

Prior Year

2006 $562 11.7%

2007 $508 (9.5%)

2008 $559 9.9%

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• January 2009: Restructured health club

benefits program

• Fall 2009: Began formal Financial

Wellness initiative, Meredith Wellness

featured in Fortune Magazine

• January 2010: Launched enhanced

Wellness Points and Wellness Bucks

employee benefit programs

• March 2010: Meredith employees lose

5,000 pounds in Live Healthy program;

Meredith launches

MeredithWellness.com website

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• Pre-2009: Subsidized half of the local YMCA rate

– 85% of participants attended less than once per week

– 25% attended less than once per month ($56.00+ average visit cost!)

= $300,000 spend per year

• January 2009: Increased reimbursement amount 25% across all locations

– 100 annual visits = 100% of the new reimbursement amount

– 50 visits = 50% of the reimbursement amount, etc.

– Outcomes

• 10% increase in attendance/number of visits

• Reduced program cost to $88,000 per year

• Savings funded additional programming for employees

– Personal Training/Group Exercise = $100 per year

– Nutrition Counseling = $100 per year

– Sports Leagues/Events = $100 per year

– Bicycle Commuting = $240 per year

– Tobacco Cessation = $725 lifetime benefit

Restructured Health Club Subsidy

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benefits program









Meredith launches



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• Employees participate in wellness campaigns to earn Well-Bucks

• Employees can use Well-Bucks to be reimbursed for purchases including:

– Athletic Shoes

– Fitness Apparel

– Therapeutic Massage

– Exercise/Fitness Equipment

– Pre-Retirement Financial Counseling

– Toward any of the current wellness reimbursement categories

Wellness Bucks Program

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• Increased $300 premiums discount program to $500- 1,000 points by October 1 = $500 discount

- <1,000 points = no discount

o Live Healthy Meredith (January – March) 200 points

o Tobacco Cessation (Ongoing) 350 points

o Financial Wellness Check up (April) 200 points

o Nutrition Education Initiative (May) 100 points

o Medical Self-Care/Consumerism Initiative (June) 100 points

o Wellness Screening and HRA (August – September) 300 points

o Total Points Possible: 1,250 points

• 82% of covered employees earned 1,000+ points in 2010

• $800 incentive for non-insured employees in 2011

Wellness Points Program

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benefits program









Meredith launches



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Meredith

Wellness.com

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Specialized Well-Bucks Campaigns

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Wellness Bucks

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Wellness Bucks

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Wellness Reimbursements

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Wellness Reimbursements

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Wellness Points

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Wellness Points

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Wellness Points

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Wellness Points Admin

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Live Healthy Meredith


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Health Screening Data 2007 2008 2009 2010 2011 Total

Number of Participants 449 910 841 1,618 2,152 5,970

Number of Teams 92 131 132 275 393 1,023

Total Activity Minutes

(in millions)1.1 2.8 2.4 3.8 4.6 14.7

Total Weight Loss

(in pounds)2,715 3,993 3,236 4,923 6,021 20,888

• Companywide Tobacco Use

- 2010: 3.4%

- 2009: 7.5%

- 2008: 8.3%

- 2007: 9.0%

- 2006: 10.7%

• Cessation Courses

- 48 employees participated in tobacco cessation courses in 2010

- 43 participants completed the 8-week program (90%)

- 33 successfully quit tobacco (80%)

o $2,600 direct medical cost savings per person per year

o $86,000 annual medical savings, $12,000 annual cost of cessation program

o ROI of $7.35:$1

Tobacco Cessation

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• April 2010: Meredith launches Financial

Wellness HRA

- 900 employees complete the questionnaire in the

first four days; 1,750+ questionnaires completed

to date

- 11 Meredith locations achieve Platinum Level “Fit

Friendly Worksite Status” with the American

Heart Association

• May 2010: Onsite Financial Wellness

Workshops sell out in 36 hours;

600 employees participated

• 600 employees participate in Wellness BINGO

compared to 80 the year before

Financial Wellness

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Meredith Wellness on the go

Financial Wellness Outcomes

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Financial Wellness Checkup Summary 2010 2011

Financial Wellness Score

(1=low financial well-being, 10=high financial well-belng)6.0 6.7

High Financial Distress 22% 12%

High Cash Flow Stress 41% 28%

Low Savings Rate 48% 41%

Understanding of Employee Benefits

(Moderate or high) 73% 81%

Aggregate Wellness Scores (National Media Group)

Health Screening DataFirst

Year (2007)

Current

Year(2010)

3-yr.

Change

Average Wellness Score 81 84 +3

Healthy (80-100) 66% 76% +10 pct pts

Moderate Health Risk (70-79) 25% 21% -4 pct pts

High Health Risk (<70) 9% 3% -6 pct pts

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Aggregate Wellness Scores (Local Media Group)

Health Screening DataFirst

Year (2007)

Current

Year(2010)

3-yr.

Change

Average Wellness Score 78 81 +3

Healthy (80-100) 54% 59% +5 pct pts

Moderate Health Risk (70-79) 27% 31% +4 pct pts

High Health Risk (<70) 19% 10% -9 pct pts

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Cost Shifting & Plan Design Changes =

Unsustainable Long-Term Solution

In 2007 Meredith made the following medical plan design changes:

• Switched medical carriers

• Added a high-deductible plan option

• Quit covering certain elective procedures

YearAverage Monthly Cost per

Covered Employee

% Change over

Prior Year

2006 $562 11.7%

2007 $508 (9.5%)

2008 $559 9.9%

2009 $568 1.6%

2010 $571 0.6%

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Claims Analysis

• The Cost of Doing Nothing = $10 million since 2006.

• $2.5 million has been spent on the wellness program since 2006.

• $4.00:1 ROI39

$884

$721

$696

$670

$503

$562$571

$500

$525

$550

$575

$600

$625

$650

$675

$700

$725

$750

$775

$800

$825

$850

$875

$900

$925

2005 2006 2007 2008 2009 2010

Claims Per Employee Per Month

Prior MDP Trajectory (18.5% increase)

Projected Worst (7% trend)

Projected Expected (6% trend)

Projected Best (5% trend)

Actual MDP Cost Per Employee

Annual Employee Contributions

• Since 2008- High Deductible Plan: 0%

- Healthy 500 Plan: 2% increase

- Healthy 250 Plan: 4% increase

• 2011- Non-Wellness Participants: 20%

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How did we pay for it?

• 2007 = $14 per employee per month ($549,000) per year- Online wellness portal and HRA questionnaire

- Wellness screening

- Integration with Medical data and aggregate reporting

- Health coaching for at risk population

• 2010 = $7.70 per employee per month- Wellness Platform: $145,000 ($4 PEPM x 3,000 employees)

- Wellness Screening: $85,000 ($50 x $1,700 participants)

- Wellness Coaching: $60,000 ($120 x 500 participants)

- Tobacco Cessation: $12,000

Total $302,000

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• WELCOA Gold-Level Well Workplace (2008)

• United HealthCare “Well Deserved” Award (2008,

2010)

• AHA Gold-Level Fit Friendly Company (2008)

• AHA Platinum-Level Fit Friendly Company (2009,

2010)

• Partnership to Fight Chronic Disease “Promising

Practices” in Worksite Wellness Award (2009)

• League of American Bicyclists Silver-Level “Bike

Friendly Business” Award (2009)

• New York Post , Fortune, Forbes Magazine, HR Magazine and several Special Interest Publications

National Recognition and Awards

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Metabolic Syndrome Risk Factors: HDL Cholesterol, Blood

Pressure, Triglycerides, Glucose, Waist Circumference

• 75% of wellness participants have less than three risks

o $1,713 average incurred plan charges in 2010

• 25% of wellness participants have more than three risks


o $500,000 annual plan savings if we move them to <3 risk group

• Non-participants


(70% higher than <3 risk group; 8% higher than 3+ risk group)

Metabolic Syndrome and Medical Costs

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Wellness Coaching Portal

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What About Nonemployee Plan Participants?

30% Increase since 2007

$2,800

$4,100

2007 2010

Annual Medical Claims Per Person

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• Policy change- Tobacco-free workplace – January 1, 2008

- Enhanced health club subsidy – January 1, 2009

- Bicycle Commuter Act – July 1, 2009

- Wellness Points & Well Bucks – January 1, 2010

- Value-Based Benefit Design (Future initiative)

• Linking on-site medical center to data- Eliminating duplication

- Integrating data

Organizational Alignment

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• 233 participants High Risk for Skin Cancer- 33 employees with skin cancer in 2010 ($105,000 in excess plan costs)


o ($1,300 average incurred plan charges for rest of Meredith population)

• 331 participants High Risk for Back Injury- 153 employees had a back injury resulting in plan charges in 2010

($80,000 in excess plan costs)


o ($1,300 average incurred plan charges for rest of Meredith population)

Future Disease Risk –

Potential Cost/Savings

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• June 2010: Began content licensing discussions with Meredith’s Corporate Development team

What’s Next?

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• What have you accomplished with the resources

you’ve been given?

• What are you planning to do with current

and potential future resources?

• How has your employee wellness program improved the

bottom line?

• Could your CEO speak to these if asked?

Reality Check

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• You CAN afford to invest in technology

(You can not afford NOT to invest in it)

• Partner with vendors willing to work within your strategy

• Demand the best product at the best price (or find someone else)

• Outcomes, Outcomes, Outcomes!

• Engage your executive team (buy-in and support)

• Celebrate Success

• Evolve

Summary

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Contact Information

Tim O’Neil, ManagerEmployee Health and Financial Wellness

Office: 515.284.2957Tim.o’[email protected]@Meredith.com

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leveraging technology to enhance wellness program …...• experts in digital, social, mobile and...

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