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Any discussion of health improvement programs eventually gets around to one key point: Where's the ROI? And while the measurement of improvements in clinical outcomes is fairly straightforward, quantifying the impact of health and behavior change on healthcare utilization and medical costs is still a major challenge.

However, by relying on a combination of science and program evaluation methods, health improvement companies are getting closer to quantifying these results. Strategies for improving and measuring the clinical and economic effects of health coaching, disease management and other population health management efforts are detailed in Real ROI from Health Management: Cost Savings through Coaching and Disease Management, a new special report from the Healthcare Intelligence Network.

This 50-page report provides strategies, models and advice for achieving ROI from health improvement initiatives from the following thought leaders:

• Ariel Linden, DrPh, M.S., president of Linden Consulting Group;
• Craig Nelson, M.S., D.C., director of health services research with American Specialty Health;
• Dexter Shurney, M.D., M.B.A., M.P.H., medical director, Employee Health and Care Plan of Vanderbilt University and Medical Center; and
• Paul Terry, president and CEO of StayWell Health Management.

Based on their experiences with health improvement programs focused on nutrition, exercise, tobacco, medication adherence and more, these experts detail the measures to look at when evaluating health coaching and population health programs and provide case studies of how they are using these measures to demonstrate a health management ROI.

Table of Contents

• Measuring the Financial Impact of Telephonic Coaching
  • Expectations of Wellness Program Purchasers
  • Challenges of Pre- and Post Program Evaluations
  • 10 HERO Risk Factors
  • Population Health Risk Profile
• Earning an ROI from Health Coaching
  • Corporate Culture Can Sabotage Wellness ROI
  • Separating Standard Practices from Best Practices in Health Improvement
  • Five Key Attributes of a Best Practice Health Improvement Program
  • Attracting the Highest-Risk to Health Improvement Programs
  • Aligning Interventions with Corporate Culture
  • Drives High Completion, Participation Rates
  • Integrating Participation and Claims Data to Determine ROI
• Employer as Provider, Member and Patient: Vested Interest Is Prescription for Lifestyle Change
  • Aligning Member and Physician Incentives to Support Health Lifestyles
  • Future EHR-PHR Integration
• Seven Steps to Using Disease Management to Reduce Acute Utilization
  • The Gap Group in Disease Management: Low to Moderate Utilizers of Services
  • Step 1: Do a Needs Assessment
  • Step 2: Identify Patients
  • Step 3: Enroll Individuals Outside the Current Model
  • Step 4: Use a Proficient and Psychosocial Behavioral Change Model
  • Step 5: Use Case Management for Coordination of Care
  • Step 6: Engage Providers
  • Step 7: Use Robust Program Evaluation Techniques
• Q&A: Ask the Experts
  • Gap Between HRA Completion, Coaching Enrollment
  • Incentive Ideas
  • Tying Incentives to Participation
  • Vendor Integration in Best Practice Companies
  • High-Dollar Risk Factors
  • Measuring Risks
  • Selling a Two-tiered Benefits Structure
  • Validity of Self-Reported Data
  • Ideas to Improve Health Program Participation
  • Mandating Health Behavior Change
  • Leveraging Mobile Technologies
  • Financial Impact of Presenteeism
  • Aligning DM Concepts with the Patient-Centered Medical Home
  • Patient Engagement and Activation in DM
  • Best Practices in Incentives
  • Comparing the PRA and HRA
  • Structuring Physician and Member Incentives
  • When Chronic Illness is 'Waiting to Happen'
  • Motivational Interviewing for Behavior Change
• For More Information
• About the Authors
• Glossary