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News Article | December 9, 2016
Site: www.businesswire.com

CHICAGO--(BUSINESS WIRE)--Fitch Ratings has affirmed the 'AA-' rating assigned to approximately $820 million of bonds issued on behalf of Allina Health System (Allina, or the system). The rating affirmation affects the bonds listed at the end of this press release. Bondholders have a security interest in pledged revenues and a negative lien pledge on property of the obligated group (OG). The OG includes Allina's owned hospitals and other subsidiaries and accounts for virtually all of the consolidated system's revenue. Fitch's analysis is based on the consolidated Allina Health System. LARGE, COMPREHENSIVE DELIVERY MODEL: Allina is a large and diversified health system and maintains a leading 31% market share in the broad Twin Cities metropolitan service area. Fitch believes Allina is well positioned for a dynamic healthcare environment with a focus of improving total cost of care and quality. PROTRACTED STRIKE RECENTLY ENDED: Allina's nurses engaged in a seven-day strike in June 2016 and an open-ended strike beginning Sept. 5, 2016. Nurses ratified a contract on Oct. 13, 2016 and returned to work Oct. 16. Management estimates the cost of the strikes approached $105 million through Sept. 30, 2016. Including strike expenses, Allina recorded a negative 0.5% operating margin through unaudited nine-months fiscal 2016. CORE OPERATING RESULTS REMAIN SOUND: Excluding strike expenses from operating results, Allina's operating margins remain sound. Through nine-months fiscal 2016, adjusted operating margin measures 3.1% and operating EBITDA margin 8.3%. Allina's volumes have held steady in interim fiscal 2016 despite the strike. TRANSFORMATIONAL STRATEGIC INITIATIVES: Allina has committed to redesigning patient care, implementing several care models, and continues to phase risk into its managed care contracts. While these investments are expected to improve outcomes and total cost of care, to date these initiatives have pressured Allina's operating margins, with benefits expected over a longer-term horizon. LIGHT DEBT BURDEN LEADS TO GOOD DEBT COVERAGE: Allina's debt load is light, as maximum annual debt service (MADS) as a percentage of total revenue measures 1.6%. The system's debt coverage ratios are favorable, as MADS coverage from EBITDA is 6.6x (based on nine-months fiscal 2016, excluding strike costs). GENERALLY FAVORABLE LIQUIDITY: Allina's liquidity ratios are generally good. At Sept. 30, 2016, cash-to-debt measured nearly 220% and cushion ratio 30% (both in-line with or better than 'AA' medians), although cash on hand measured 192 days (which lags medians). STABLE OPERATING PERFORMANCE: Now that the nurse strike is resolved, Fitch believes Allina Health System will continue to benefit from its comprehensive delivery model and leading market share to generate stable and adequate operating margins resulting in sustained strong debt coverage. Allina is a comprehensive delivery system consisting of 13 hospitals, including tertiary referral hospitals in Minneapolis and St. Paul, nearly 1,400 employed physicians, and dozens of clinics throughout the Twin Cities metropolitan area and eastern Minnesota. Total operating revenue in fiscal 2015 (Dec. 31 fiscal year-end) approached $3.8 billion. There was a planned CEO transition in January 2015. Also, the current CFO is leaving Allina effective Dec. 31, 2016 and will be replaced by the SVP who has CFO experience at other healthcare organizations across the U.S. Allina is a large and diversified health system with a comprehensive delivery model and geographic reach. The system includes 13 acute care hospitals throughout eastern Minnesota, including tertiary referral hospitals in Minneapolis (Abbott Northwestern Hospital) and St. Paul (United Hospital). Allina employs nearly 1,400 physicians and operates dozes of clinics in the area. Fitch believes Allina is well positioned for a dynamic healthcare environment as the system has capitalized on information technology investments with a focus of improving total cost of care and quality. Allina maintains a distinctly leading 31% inpatient market share of the broad and economically favorable Twin Cities metropolitan service area. The area is competitive; competing health systems include Fairview Health Services (approximately 20% market share), HealthPartners (approximately 16% share), HealthEast (10% share), and North Memorial Health Care (9% share, inclusive of Maple Grove). Allina Health System has a joint venture for pediatric care with Children's Hospitals and Clinics of Minnesota (rated 'AA') known as the Mother Baby Centers. The Mother Baby Centers are co-located with Allina perinatal programs. Like most area hospital systems, Allina's nurses are represented by the Minnesota Nurses Association (MNA). Allina's nurses engaged in a seven-day strike in June 2016 and an open-ended strike that began Sept. 5, 2016. The nurses ratified a new contract on Oct. 13 that expires in May 2019. Nurses returned to work Oct. 16. Management estimates that the cost of the strikes approached $105 million through nine-months fiscal 2016 as of Sept. 30, 2016 (additional expenses are expected in the fourth quarter, since the strike ended in October). If strike expenses are included as an operating expense, Allina's operating margins in interim fiscal 2016 are thin; through nine-months unaudited fiscal 2016, the operating margin measures negative 0.5% and operating EBITDA margin measures 4.7%. Excluding strike expenses from operating results, Allina's operating margins remain sound. Through nine-months fiscal 2016, Allina's adjusted operating margin measures 3.1% and operating EBITDA margin 8.3%, in line with the same period of fiscal 2015 (3.7% and 8.4%, respectively). Allina's volumes have held steady in interim fiscal 2016 despite the strike. Through nine-months fiscal 2016, inpatient admissions decreased a modest 0.1% (total hospital stays including admissions and observation cases increased 0.5%), inpatient surgeries increased 1.5%, and total outpatient visits increased 2.3%. Allina's operating margins have been very stable, as its operating EBITDA margin ranged between 8.7% and 8.8% between fiscal 2012 and fiscal 2015. While stable, the operating EBITDA margin lags the 'AA' median of 11.7%, reflective of the system's investments in total cost of care and quality initiatives. Long-term, management expects Allina to sustain an operating margin of around 3%. Allina has been focused on maximizing its market position and delivery network in the changing reimbursement environment. These efforts include investing in changing the delivery of care with the goal of providing quality care and improving total cost of care. Patient care redesign and care management initiatives include the development of care teams and use of predictive modeling to prevent adverse outcomes and high cost utilization. While Fitch believes these strategies will benefit the system as the market transitions to a more value-based reimbursement environment and these investments are expected to improve outcomes and total cost of care, to date they have pressured Allina's operating margins. Allina's debt load is very manageable within its scope of operations. MADS as a percentage of total revenue measured 1.7% in fiscal 2015 and 1.6% based on nine-months fiscal 2016 annualized ('AA' median is 2.2%). Consequently, Allina's debt coverage ratios are favorable, despite somewhat modest operating margins. MADS coverage from EBITDA measured 6.1x in fiscal 2015 and 6.6x through nine-months fiscal 2016 (excluding strike expenses) ('AA' median is 6.0x). Debt-to-EBITDA measured 2.3x in fiscal 2015 and 2.1x in interim fiscal 2016 ('AA' median is 2.5x). Approximately 37% of Allina's debt is variable-rate. The majority of variable-rate debt is variable rate demand bonds (VRDBs) supported by letters of credit (LOCs) from JPMorgan and Wells Fargo, which expire January 2018. Allina also still has two small series of auction-rate securities. Financial covenants in Allina's bond documents include minimum MADS coverage of 1.0x, minimum cash on hand of 55 days, and maximum debt-to-capitalization of 60%. Allina has five fixed payor swaps, with a total notional amount of $350 million (more than Allina's variable-rate debt outstanding). Counterparties are well diversified among four providers: Wells Fargo, JPMorgan, US Bank, and Goldman Sachs. At Sept. 30, 2016, the net termination value of the swaps was a negative $118 million to Allina and the system posted $15.5 million of collateral. Allina has two small defined benefit pension plans directly under its control (one of which was frozen in 2009). At fiscal year-end 2015, the pension plans were 82% funded compared to a projected benefit obligation (PBO) of $43.5 million. The bigger pension issue is Allina's participation in the Twin City Hospitals MNA defined benefit pension plan. Allina's flexibility to make changes to the defined benefit pension plan is limited given that it is a multi-employer plan. Allina's liquidity ratios are generally good. At Sept. 30, 2016, cash-to-debt measured a favorable 219% ('AA' median is 198%) and the cushion ratio measured a good 30% (in line with the 'AA' median of 30%). While cash on hand measured an adequate 192 days, the ratio lags the 'AA' median of 277 days. Allina's investment portfolio is diversified with assets among multiple investment categories. Investments are allocated relatively conservatively and its portfolio is liquid, with cash and fixed income representing over 50% of unrestricted cash and investments. Also, Allina divested of its fund-of-funds equity hedge funds (the system continues to use direct multi-strategy equity hedge funds that represent less than 4% of the portfolio). Allina's management reduced capital spending in the second half of fiscal 2016 as the system managed through the nurses' strike. Fitch expects Allina's capital spending will be manageable in the coming years and its average age of plant was a palatable 12.5 years at fiscal year-end 2015. Key current projects include completing a new OB unit at United Hospital in St. Paul, information technology, outpatient development, and the system is contemplating an upgrade of the east tower at Abbott Northwestern in Minneapolis. Management may consider refunding or other debt opportunities in the next two years, depending on market conditions. Allina covenants to disclose annual and quarterly financial information to bondholders. Fitch notes that Allina's disclosure is one of the best in its rated portfolio because of the quality of the information provided. All of Allina's disclosure documents are posted on EMMA. Quarterly and annual financial information consists of a balance sheet, income statement, and statement of cash flows and is supplemented by a management discussion and analysis plus updated market share information, utilization statistics, debt and investment summaries and general organizational information. *Supported by LOCs from Wells Fargo Bank, N.A. (series 2009C and series 2007C-1&C-2) and JPMorgan Chase Bank, N.A. Additional information is available at www.fitchratings.com ALL FITCH CREDIT RATINGS ARE SUBJECT TO CERTAIN LIMITATIONS AND DISCLAIMERS. PLEASE READ THESE LIMITATIONS AND DISCLAIMERS BY FOLLOWING THIS LINK: HTTPS://WWW.FITCHRATINGS.COM/UNDERSTANDINGCREDITRATINGS. IN ADDITION, RATING DEFINITIONS AND THE TERMS OF USE OF SUCH RATINGS ARE AVAILABLE ON THE AGENCY'S PUBLIC WEB SITE AT WWW.FITCHRATINGS.COM. PUBLISHED RATINGS, CRITERIA, AND METHODOLOGIES ARE AVAILABLE FROM THIS SITE AT ALL TIMES. 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Lin J.S.,Kaiser Permanente | O'Connor E.,Kaiser Permanente | Rossom C.,HealthPartners | Perdue L.A.,HealthPartners | Eckstrom E.,Oregon Health And Science University
Annals of Internal Medicine | Year: 2013

Background: Earlier identification of cognitive impairment may reduce patient and caregiver morbidity. Purpose: To systematically review the diagnostic accuracy of brief cognitive screening instruments and the benefits and harms of pharmacologic and nonpharmacologic interventions for early cognitive impairment. Data Sources: MEDLINE, PsycINFO, and the Cochrane Central Register of Controlled Trials through December 2012; systematic reviews; clinical trial registries; and experts. Study Selection: English-language studies of fair to good quality, primary care-feasible screening instruments, and treatments aimed at persons with mild cognitive impairment or mild to moderate dementia. Data Extraction: Dual quality assessment and abstraction of relevant study details. Data Synthesis: The Mini-Mental State Examination (k = 25) is the most thoroughly studied instrument but is not available for use without cost. Publicly available instruments with adequate test performance to detect dementia include the Clock Drawing Test (k = 7), Mini-Cog (k = 4), Memory Impairment Screen (k = 5), Abbreviated Mental Test (k = 4), Short Portable Mental Status Questionnaire (k = 4), Free and Cued Selective Reminding Test (k = 2), 7-Minute Screen (k = 2), and Informant Questionnaire on Cognitive Decline in the Elderly (k = 5). Medications approved by the U.S. Food and Drug Administration for Alzheimer disease (k = 58) and caregiver interventions (k = 59) show a small benefit of uncertain clinical importance for patients and their caregivers. Small benefits are also limited by common adverse effects of acetylcholinesterase inhibitors and limited availability of complex caregiver interventions. Although promising, cognitive stimulation (k = 6) and exercise (k = 10) have limited evidence to support their use in persons with mild to moderate dementia or mild cognitive impairment. Limitation: Limited studies in persons with dementia other than Alzheimer disease and sparse reporting of important health outcomes. Conclusion: Brief instruments to screen for cognitive impairment can adequately detect dementia, but there is no empirical evidence that screening improves decision making. Whether interventions for patients or their caregivers have a clinically significant effect in persons with earlier detected cognitive impairment is still unclear. Primary Funding Source: Agency for Healthcare Research and Quality. © 2013 American College of Physicians.


News Article | December 19, 2016
Site: www.businesswire.com

BLOOMINGTON, Minn.--(BUSINESS WIRE)--HealthPartners Institute will welcome a new President in 2017. Nico Pronk, PhD, a nationally recognized researcher, educator and public health expert, will assume the role of leading the innovative research and education institution. “HealthPartners Institute is an important part of our organization, conducting leading research and delivering innovative education that is being applied to improve health and well-being of patients, members and the community,” HealthPartners President and CEO Mary Brainerd said. “Nico will help lead the Institute by accelerating improvements through research, education and collaboration.” Pronk is currently a Senior Research Investigator at the Institute and Chief Science Officer at HealthPartners. He has been a researcher with the Institute since 1994. Pronk is an Adjunct Professor for Social and Behavioral Sciences at the Harvard T.H. Chan School of Public Health; Visiting Research Professor in Environmental Health Sciences at the University of Minnesota, School of Public Health; member of the Task Force on Community Preventive Services; member of the Roundtable for Obesity Solutions at the National Academy of Medicine; and founding and past-president of the International Association for Worksite Health Promotion. “I am very excited to take on the role of HealthPartners Institute president,” Pronk said. “The opportunity to connect the dots between research, education, and practice highlights the unique nature of HealthPartners Institute, its important role as part of the HealthPartners overall mission, and the potential to improve health, experience, and affordability.” Earlier this year, Pronk received the Harvard T.H. Chan School of Public Health “Excellence in Teaching Award” for executive and continuing professional education. And he was recently named as co-chair to the U.S. Secretary of Health and Human Services’ Advisory Committee on National Health Promotion and Disease Prevention Objectives for 2030, also known as “Healthy People 2030.” He will become HealthPartners Institute’s president on January 23, 2017. About HealthPartners Institute HealthPartners Institute is part of HealthPartners, the largest consumer-governed, non-profit health care organization in the nation. The Institute is one of the largest medical research and education centers in the Midwest. For more information, visit healthpartnersinstitute.org.


LOS ANGELES & BLOOMINGTON, Minn.--(BUSINESS WIRE)--HealthPartners has tapped GoodRx to develop a prescription cost-saving tool for its health plan members. The web-based tool will be one of the first of its kind offered by a large health plan. Studies show that up to half of prescriptions aren’t filled or taken as prescribed, often due to cost. And doctors don’t always know if a more cost effective alternative is available. The new tool will help HealthPartners members by comparing prescription prices at pharmacies near them. More importantly, members will get information based on their specific health plan. This includes whether a certain prescription is covered by their plan. Members will also be able to track their spending, transfer prescriptions between pharmacies and get other cost-saving tips. “When prescribed and used appropriately, drugs can contribute to lower overall health care costs. They can also help people live longer lives and provide a better quality of life,” said Scott Schnuckle, senior vice president, pharmacy and business development at HealthPartners. “These things can’t happen if people can’t afford to pay for them. This tool will help us remove that barrier for our members.” Most HealthPartners health plan members will be able to start using the tool this summer. Medicare members will have access later in the year. The tool will be available on healthpartners.com and the myHP mobile app. “We’re proud to work with HealthPartners to provide affordable, personalized health care solutions for their members. We look forward to helping deliver better health care outcomes at lower costs,” said Doug Hirsch, co-founder and co-CEO of GoodRx. HealthPartners is the largest consumer-governed, non-profit health care organization in the nation with a mission to improve health and well-being in partnership with members, patients and the community. For more information, visit healthpartners.com. Founded in 2011, GoodRx saves all Americans - the uninsured, underinsured and insured - over 80 percent on their prescriptions by helping them make more informed purchasing decisions. In addition to serving the general public, GoodRx offers GoodRx for Benefits, which enables employers, health plans and pharmacy benefit managers to deliver personalized solutions to their members. GoodRx For Benefits enables members to view prescription pricing information, receive savings tips and access GoodRx discounts, all while keeping patients' specific plan designs in mind. For more information on GoodRx For Benefits, visit www.goodrx.com/benefits.


News Article | November 29, 2016
Site: www.prweb.com

As part of Get Real Health’s continuous improvement process to deepen patient engagement, offer convenient access to providers, improve efficiency of care delivery and reduce healthcare costs, the company has formed a new partnership with Sunnyvale, California-based VSee. VSee is the exclusive video telehealth platform used by astronauts on the International Space Station. It also serves large healthcare systems such as Trinity, DaVita, Seton, and HealthPartners, as well as the National Aeronautics and Space Administration (NASA). VSee complements Get Real Health’s InstantPHR patient engagement platform by allowing patients to video conference with healthcare providers through their patient portal. For example, a patient can log into their InstantPHR-powered patient portal and request a video conference. Once the provider logs into the conference, both parties will be able to see and discuss the same data — including x-rays and test results — in real time. “Telehealth is revolutionizing the delivery of healthcare,” said Get Real Health President and Founding Partner Robin Wiener. “Integrating VSee into our InstantPHR platform makes patient engagement even more impactful by enabling patients and their healthcare providers to have real-time conversations and share vital data from anywhere on any device.” Get Real Health continues to enhance the functionality of InstantPHR through partnerships with organizations like VSee. Both InstantPHR and VSee strive to create tools that make healthcare consumers’ data meaningful and easily accessible for personal use as well as for research purposes. As we move to a value-based care delivery model, video telehealth tools like VSee become an important component in monitoring patients remotely. VSee will provide Get Real Health clients with a HIPAA-compliant platform that allows for telehealth reimbursements. “VSee feels privileged to be partnering with an innovative care company such as Get Real Health,” said VSee CEO Dr. Milton Chen. “Get Real Health brings together an understanding of technological possibilities along with the experiences of working with real people and real providers. We look forward to fulfilling telehealth’s potential together in the expanding digital health world.” Telehealth enables healthcare providers to offer patients seamless attention and service, from an initial consultation, through ongoing care communication and monitoring, to tracking recovery and following up after discharge. VSee’s platform reduces costs for patients and providers alike, including minimizing or eliminating patient travel (which is especially helpful for the mobility impaired). About Get Real Health Rockville, Maryland-based Get Real Health empowers patients and providers through a collaborative approach to healthcare. Get Real Health’s products unite the disconnected worlds of digital personal health and traditional medical records – regardless of source – to create a comprehensive patient health profile. This innovative methodology helps large provider organizations, nonprofits and governments around the world meet a wide range of patient engagement needs. Get Real Health supports clients in the area of outcomes improvement, chronic disease management, population health management, patient activation, remote patient monitoring, Meaningful Use, and customer intelligence. Visit: http://www.getrealhealth.com. About VSee VSee is the telehealth system behind Walgreens, MDLIVE, NASA International Space Station, and healthcare systems such as Trinity, McKesson, DaVita, and Seton/Ascension. VSee was created by a small team of Stanford University PhD students. It is committed to helping patients and providers connect online by providing all the pieces for creating, building, or assembling a telehealth system - from workflows to medical device integration to simple, secure health communications, VSee is a trusted technology partner for building out any telehealth program. https://vsee.com.


News Article | February 15, 2017
Site: www.businesswire.com

MINNEAPOLIS--(BUSINESS WIRE)--Allina Health and HealthPartners are extending a partnership called the Northwest Metro Alliance. The alliance serves more than 300,000 patients in Anoka County and southern Sherburne County. The patients have HealthPartners or Medicaid insurance and receive care at the five Allina Health Clinics and four HealthPartners clinics in the community and at Mercy Hospital with its affiliated specialists. This extension carries the partnership through 2019. “The Northwest Metro Alliance has been a success for patients, and for the partners because it created a framework for collaboration that allows us to address the health challenges of the community. The Northwest Metro Alliance is a learning lab for a new and unique care model – and we truly need new care models – that focus on delivering care of the highest quality and value,” said Penny Wheeler M.D., president and CEO of Allina Health. When it began in 2010, the Northwest Metro Alliance was one of the first demonstrations of an accountable care organization in the region. It was formed by HealthPartners and Allina Health as an innovative, local solution to address health concerns and have a positive impact on the cost of care in the community. From prevention to end of life care, numerous programs have been implemented that are proving to make a difference, including costs, which are now equal to or lower than the metro average. Some examples include: More details are included in this executive summary. “This partnership was the first of its kind in our region to coordinate the resources of two organizations to achieve the Triple Aim,” said Mary Brainerd, president and CEO of HealthPartners. “We’re pleased to be able to build on the work of the past seven years to improve care, provide an outstanding experience and make care more affordable for the patients we serve.” About Allina Health Allina Health is dedicated to the prevention and treatment of illness and enhancing the greater health of individuals, families and communities throughout Minnesota and western Wisconsin. A not-for-profit health care system, Allina Health cares for patients from beginning to end-of-life through its 90+ clinics, 12 hospitals, 15 pharmacies, specialty care centers and specialty medical services that provide home care, home oxygen and medical equipment, and emergency medical transportation services. Learn more at allinahealth.org. About HealthPartners Founded in 1957, HealthPartners is the largest consumer-governed, non-profit health care organization in the nation. The organization is dedicated to improving health and well-being in partnership with members, patients and the community, and provides a full-range of health care delivery and health plan services including insurance, administration and health and well-being programs. HealthPartners serves more than 1.8 million medical and dental health plan members nationwide. The care system includes more than 1,700 physicians, seven hospitals, 55 primary care clinics, 22 urgent care locations and numerous specialty practices in Minnesota and western Wisconsin. HealthPartners Clinic, Park Nicollet Clinic, Lakeview Health, Physicians Neck & Back Center, TRIA Orthopaedic Center and virtuwell.com are all part of HealthPartners. In addition, HealthPartners Dental Group has more than 60 dentists and 23 dental clinics. HealthPartners also provides medical education and conducts research through HealthPartners Institute. For more information, visit healthpartners.com.


Courneya P.T.,HealthPartners Health Plan | Palattao K.J.,HealthPartners | Gallagher J.M.,HealthPartners
Health Affairs | Year: 2013

The delivery of health care online is relatively new. However, early indications suggest that it can improve the experience of care for patients and the health of populations, along with reducing per capita health care costs. HealthPartners in Minnesota launched an online clinic called virtuwell in late 2010. After more than 40,000 cases, we report an average $88 lower cost per episode compared with care received in traditional settings, strong indicators of clinical effectiveness, and a 98 percent "would recommend" rating from customers. The possibility of extrapolating such savings to larger volumes of cases is compelling. We suggest a need for regulatory reform, particularly around state-level statutes that create barriers to the expansion of online care delivery, such as those that require clinicians to be located in the same state as the patient and those requiring clinicians to have had a previous face-to-face visit with a patient. Such reforms would encourage further innovation and lead to cost reduction and improvements in access and convenience for consumers throughout the health care system. © 2013 Project HOPE-The People-to-People Health Foundation, Inc.


Pronk N.P.,HealthPartners | Pronk N.P.,HealthPartners Institute for Education and Research | Pronk N.P.,Health Science University
Annual Review of Public Health | Year: 2015

Fitness matters for the prevention of premature death, chronic diseases, productivity loss, excess medical care costs, loss of income or family earnings, and other social and economic concerns. The workforce may be viewed as a corporate strategic asset, yet its fitness level appears to be relatively low and declining. Over the past half-century, obesity rates have doubled, physical activity levels are below par, and cardiorespiratory fitness often does not meet minimum acceptable job standards. During this time, daily occupational energy expenditure has decreased by more than 100 calories. Employers should consider best practices and design workplace wellness programs accordingly. Particular attention should be paid to human-centered cultures. Research should address ongoing surveillance needs regarding fitness of the US workforce and close gaps in the evidence base for fitness and business-relevant outcomes. Policy priorities should consider the impact of both state and federal regulations, adherence to current regulations that protect and promote worker health, and the introduction of incentives that allow employers to optimize the fitness of their workforce through supportive legislation and organizational policies. Copyright © 2015 by Annual Reviews. All rights reserved.


Pronk N.P.,HealthPartners
Journal of Occupational and Environmental Medicine | Year: 2013

OBJECTIVE:: To describe integrated worker health protection and promotion (IWHPP) program characteristics, to discuss the rationale for the integration of occupational safety and health and worksite health promotion programs, and to summarize what is known about the impact of these programs on health and economic outcomes. METHODS:: A descriptive assessment of the current state of the IWHPP field and a review of studies on the effectiveness of IWHPP programs on health and economic outcomes were undertaken. RESULTS:: Sufficient evidence of effectiveness was found for IWHPP programs when health outcomes were considered. Impact on productivity-related outcomes is considered promising, but inconclusive, whereas insufficient evidence was found for health care expenditures. CONCLUSIONS:: Existing evidence supports an integrated approach in terms of health outcomes but will benefit significantly from research designed to support the business case for employers of various company sizes and industry types. Copyright © 2013 by American College of Occupational and Environmental.


Thygeson N.M.,HealthPartners
American Journal of Preventive Medicine | Year: 2010

Unhealthy behavior is a leading cause of morbidity, mortality, and rising healthcare costs. Well-managed, comprehensive, effective worksite-based health promotion programs are an important health plan strategy for improving member health and limiting healthcare costs. © 2010 American Journal of Preventive Medicine.

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