December 6, 2017 | Written by: Watson Health
Categorized: Blog Post | Value-Based Care
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Whirlpool is the world’s leading global manufacturer of home appliances with about 93,000 employees. While sales of appliances drive the bottom line, the company often says its greatest asset is its employees. And that’s why supporting employee health and wellness is a priority for the company.
Getting employees engaged in managing their own health is an ongoing effort, especially for individuals with complex healthcare needs. To test ways to better reach this particular employee population, the company launched a pilot medical home program through a partnership with a local medical facility in Findlay, Ohio. The goal was to improve employee health by establishing personalized treatment plans with care partners.
Measuring progress with data
Whirlpool approached the program’s five-year mark ready to fully assess the program’s benefits.
Data about the program was stored in a number of diverse systems managed by the company, care providers and other vendors. The company also wanted to compare results from a cohort group of Whirlpool employees in Ohio who did not have access to the medical home program.
Using a powerful healthcare analytics and data warehouse solution to integrate data from multiple sources and systems, the company was able to access and link a broad set of critical information, including medical and insurance claims, encounters, eligibility, lab results, authorizations, health risk assessments and performance measures. Comprehensive analytics enabled Whirlpool to look at the outcomes of the program from a number of angles and organize results to support decisions about the future of the program.
What they discovered
Because they were able to combine and analyze information about the program in an unbiased, data-driven way, Whirlpool identified a number of impressive results:
- Average costs for medical home program participants were 17 percent lower over four years than matched cohorts, resulting in potential cost reductions of $3.9 million.
- Continuous participants had lower year-five clinical risk than matched cohorts.
- Participation in the program was effective at controlling admission and emergency room visit rates.
- Trends for participants’ medical and pharmacy costs outperformed comparison cohorts, excluding high-cost claimants.
With positive, demonstrable results, Whirlpool is now exploring offering medical home programs in other geographic locations.
If you’d like more information on how Whirlpool measured its medical home program, download the Whirlpool case study or reach out to us.