If you have any questions, please call us at (281) 809-6960 or email us at HBCHmembership@HoustonBCH.org

HBCH Connect Summer 2016 Print

Message from the Executive Director

HBCH is growing rapidly and now represents more than 600,000 local employer-sponsored lives and 1.5 million nationally.   The current success on HBCH has been attributed primarily to the value of its actionable programming in which employers present to other employers those strategies and practices that have demonstrated to impact cost, quality and experience.   More recently, HBCH has established several committees that support the HBCH mission. New committees include Programming, Annual Conference, Wellness, Membership and Marketing & Communications.   HBCH is one of 50 members of the National Business Coalition on Health which represents more than 41 million employer-sponsored lives. HBCH is working with its sister coalitions and with the national organization to leverage HBCH membership with other coalitions in which HBCH members may have operations and employees.   All health care is ultimately local so the availability to employers of services and resources offered by other local coalitions has the potential to support a employers national strategy. You will hear more about this in the coming months.

There is so much good work being done on a national level by NBCH coalitions. I was recently nominated and named to the NBCH National Board of Governors. All of the 50 NBCH coalitions have the common goal of assisting employers to impact the cost, quality and experience in health benefits design and delivery.   However, each coalition is an independent entity and offers a wide variety of options at the local level. To that end, the HBCH Board of Directors held a retreat recently to begin discussions on the types of services and resources it will develop for Houston employers over the next few years.  Initiatives receiving the most support from the Board include HBCH becoming more of an employer voice in health-related issues at the local , state and national levels; HBCH developing a repository of health data to better support the benefits decision-making process and demonstrate impact of current initiatives; HBCH establishing its own events to recognize Houston’s Healthiest Employers and other outstanding work health benefits design and delivery; and HBCH utilizing its employer collective influence to discuss and develop new or improved models of health care purchasing and delivery.

HBCH is a member-driven organization and your voice matters. Please contact us at administrator@houstonbch.org to let us know you thoughts on our future direction or to get involved in one of our committees!


Chris Skisak, PhD
Executive Director, HBCH

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NBCH Selects New CEO

Source: ebn – Andrea Davis, March 7, 2016

While healthcare cost control is always top of mind for employers, cutting costs cannot come at the expense of value, says Michael Thompson, the National Business Coalition on Health’s new CEO.

What appealed to you about this position?

There are 51 coalitions with 7,000 employers and 41 million people. Employers have always played a leadership role in driving change in the system, and the ability to facilitate and lead and collaborate with other stakeholders through this coalition framework is really unparalleled in the country.

What are your plans for the group; what do you hope to accomplish?

In the short term I think we're really trying to better understand what all the coalitions are doing. The strength of the National Business Coalition on Health is not the National Business Coalition on Health; it's really the regional coalitions. There's a tremendous amount of initiatives and insight being attained across the country.

Longer term, I think we do want to create a framework where stakeholders are better able to access the employers across the country. For example, we're putting in an innovation hall where companies that have a unique value proposition will have the ability to apply to be part of this innovation hall. As a member of the innovation hall, they get reviewed through a process to qualify, but they also commit to an independent assessment of their performance.

Another big initiative relates to really recognizing the consolidation in the industry. The health plans are consolidating, the PBMs have consolidated, the pharmaceutical companies have consolidated, the health systems are consolidating, and the consulting firms are consolidating. There's so much consolidation occurring in the industry that increasingly there are a few important players that we need to be in touch with, and increasingly, those players are in conflict with each other. The consulting firms, for example, are often competing with health plans now, as they get into the private exchange business. The ability to create an unfiltered message between stakeholders, particularly with the employer community, is somewhat compromised. What we will do is facilitate access to senior leaders in these large, consolidated entities to the employer community, and do so in a way that not just comes from the National Business Coalition on Health for the coalitions, but actually break through the coalitions to the employers. We have a business model that will make sure that those 7,000 employers hear the message of senior leaders of these major entities.

A third big initiative that we have underway is we're going to be developing a well-being institute. The concern is that so much of the movement has moved from wellness to well-being, but not much has really changed. They've effectively replaced the word wellness with the word well-being. It hasn't changed materially. Of course, they have added some financial well-being. Maybe some other elements, but I think there's a higher order calling around well-being and, frankly, I think that's where employers are heading longer term. There are companies that are great examples that are out ahead in that framework, but I think trying to get there through our wellness roots is complicated, so we're going to step right over that and build something that is going to be a compelling support to companies taking a step beyond wellness, beyond benefits, actually into a broader opportunity around well-being.

Finally, delivery reform. So much talk around the Accountable Care Act and the impact it had, but it's really just a down payment on longer term reform. The longer term reform, frankly, is going to come from the private sector aligning with the public sector. It's not through legislation per se, as much it is the dire need for public programs like Medicare and Medicaid to get control of the situation. I think if we can stay aligned with Medicare, Medicaid, and again, use the coalitions to help support stakeholder engagement and drive change in their communities, that can make a huge difference.

What do you see as some of the biggest healthcare challenges facing employers today?

I think healthcare cost is always job 1, but it's not healthcare cost at the expense of value. I think we have to be careful to not be myopic in how we think. This isn't all about cutting the meat out of the healthcare system, which would be a mistake. In fact, there are examples in the system today where we've actually done that. You know I'm a very strong advocate in the mental health arena, and today we're not getting the care to the people that need services on an affordable basis for mental health. You have to go out of network if you want to get services. That's a concern, and we've gotten used to it and that's a problem.

I think specialty drugs are another interesting one. Clearly, it's the biggest feeder of trend right now, healthcare trend. Cost increases year over year, yet many of these medications are breakthroughs in people's lives, so we need to be able to understand and support that value where it exists, but then manage that growth in a way that really gets the right people at the right time and have those patients, those consumers, engaged in a way that we're not wasting what is otherwise highly expensive treatment.

I think we are concerned about this consolidation that we spoke of. Every time we talk to a lot of the stakeholders, particularly the health plans or the employers, they worry that the point of this consolidation is not to take waste out of the system, but rather to add leverage to the market dynamic. Frankly, that doesn't change until we change the incentives in the system. As long as we keep paying for volume, leverage in the system will be about more volume and higher prices. If we can change the incentives in the system, where we start paying for value, where we start looking at bundled payments or we create competitive systems of Accountable Care Organizations against more traditional plans, then I think the dynamics become more normal than what we have today. The good news is that there are a lot of these things at work today. There are hints at things that can be leveraged more broadly. I think our goal is to be a part of the conversation informing that future vision, but also then leveraging it rapidly across these coalitions all across the country.

What do you make of the Cadillac tax delay?

The Cadillac tax, interestingly, was one of the things that was probably having more of an impact in the employer community than many things. While there were a lot of taxes and compliance and all that, the Cadillac tax was really accelerating a movement that was happening otherwise around people moving to higher-deductible plans anyways, in anticipation that the Cadillac tax was going to hit. It was hitting disproportionately in different industries and different geographies and that's where some of the fairness issue was legitimately challenged.

I think there's also a concern that for some populations, the plans that employees were getting forced to, they just weren't appropriate. I mean, if you had a low paid workforce and the deductibles are very high, frankly, that becomes an economic barrier to care and I don't think that's what we were looking for in terms of how to manage costs or improve health in the country.

Having said that, we don't know how this plays out long term. It could be that the Cadillac tax will come back in its present form a couple years later and it will have all the same impacts that it had. It could get modified significantly, technical corrections or whatever, or there could come an entirely different form that might generate the same thing.

Frankly, the forces in the private sector are almost more important than the forces in the public sector, at least from tax code basis. It's unlikely that with the amount of gridlock in Washington that that is necessarily going to be the major force of change.

How are employers feeling about private exchanges these days?

They continue to grow and there are many large employers that are looking at moving to private exchanges. I think the growth is falling short of expectations and I think what I hear from many of the employers that aren't going down that path is that what the private exchanges are offering isn't distinguished enough from what they could do on their own to feel like that's the solution. Of course, they give up control when they move to the private exchange.

But, frankly, what they're doing for many employers was not an advance or that much of an advance from where they're at. Having said that, a number of employers, a lot of employers that have moved to private exchanges, in fact, have found very good value. It really depends where you're coming from and where you want to go. It's not a best fit for everybody.

I think if private exchanges are ever going to take off, I think a lot of the secret of their success will be in actually getting involved in more fundamental change in the system itself. That would be by sponsoring delivery based solutions. They might have the broad based national networks competing with an ACO in various markets and organizing that for employers, which is complex, or they might do some direct contracting or they might put in centers of excellence types programs. The more that they start having, in a proprietary content, much like a cable channel has proprietary content, the more important they become in the system and more distinguishing they become in the system and that might get them more traction to move forward.

Is there anything the presidential candidates are saying about healthcare that’s worth noting for employers?

I haven't heard anything that didn't sound like rhetoric at this point. I don't know that there's a lot substance other than which side of Obamacare you’re on. The reality is Obamacare's here to stay. There is no easy way to dismantle what has been put into play. Clearly, there will be technical fixes no matter who's elected, and the nature of those technical fixes may be affected by who is elected, but radical change from this course, while I'm not an expert on that, I would venture to say is less likely than incremental change.

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Employer Value in Houston Healthconnect

HBCH is pleased to introduce Greater Houston Healthconnect (GHH), the region’s Health Information Exchange (HIE). Healthconnect is a non-profit organization inspired by the vision of business and community leaders to achieve a decisive gain in health for the region. Specifically, Healthconnect is partnering with area employers to reduce the cost of providing medical benefits while improving the quality and safety of care employees receive. Connecting providers’ Electronic Health Record (EHR) systems facilitates the coordination of care across healthcare providers. Better-coordinated care reduces duplicative tests, costly imaging, and hospital readmissions. An actuarial analysis of claims revealed a potential cost savings of $10,000,000 for a 1,000 person workforce, derived from a reduction in in-patient hospitalizations, duplicative testing and emergency room visits.  

 

The HIE links EHRs from participating Houston area hospitals, physicians and other health service providers such as pharmacy and imaging.   Healthconnect does not connect directly to employers, nor request information regarding employees. Rather, the HIE is engaging employers to sponsor the connection of providers that deliver care to their beneficiaries, since the benefits largely accrue to those paying for this care. Healthconnect’s infrastructure better informs decisions at the point of care, and is a unique strategy for self-insured employers to reduce the cost of providing medical benefits. Active employer encouragement of Healthconnect adoption by its network of health delivery providers will be needed for employers to realize the intended outcomes of the HIE. One major local employer, and HBCH member, is already sponsoring the connection of its most highly utilized providers to ensure their beneficiaries’ care is well coordinated.

 

Contact Healthconnect to determine if the physicians in your company’s network are participating in the HIE. Healthconnect will work with you to enroll those providers so they can begin exchanging information at the point of care, where critical decisions are made concerning diagnosis, treatment and resource utilization.

 

For further information call 832 564 2599 or email at Robin.mansur@ghhconnect.org

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Integrated Benefits Institute (IBI) Full Value of Health Infographic

HBCH members receive full access to IBI resources and services.   In a landscape of rising costs, employers must shift from “How much are we spending?” to “What’s the full value of our health investment?” IBI's latest infographic captures how to measure the full value of health, why companies should practice the full value model, and steps employers can take to move in the right direction.  The infographic will help to better inform and communicate the value of the full model. Read More.

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Does Benefits Literacy Impact Employee Health

Source: ebn, Vlad Gyster, Publsihed June 27, 2016

Very soon, thousands of employees across the United States will be choosing their health insurance. That’s scary, because there’s an emerging body of data that shows that most people don’t understand the basics of how health plans work. That knowledge gap may be causing some serious issues: From sick people not going to the doctor, to employees over-paying for health insurance.

 

If you're like most employers, there's a good chance that you're moving to consumer-driven health plan designs that employ a high deductible. In 2006, only one in 10 employees had a general health insurance deductible of $1,000 or more for single coverage. Today, nearly half do.

 

As adoption accelerates, benefit professionals find themselves in the midst of a developing crisis: Though HDHPs clearly help cut healthcare costs new research indicates that they do so in the worst way possible. Instead of shopping for better prices, sick people are simply not getting the care they need. As one of the study’s authors puts it: “We [didn't] find any evidence [employees] look for a lower cost. They just don't go."

 

Here's what’s puzzling: This isn't necessarily happening because of cost. This research is based on an employer that fully funded the deductible. As Vox explains: “In some cases, you could chalk this up to a liquidity issue: A worker might not have enough money in her checking account to pay for all the care below the $3,750 deductible. But that explanation doesn't work here: In this case, the employer put a $3,750 subsidy in workers' health savings accounts.”

So, what could it be? There could be many complex reasons. But there could also be a very simple one: 86% of people cannot define deductible, copay, coinsurance and out-of-pocket maximum. And people can’t properly use what they don’t understand.

A central assumption in consumer-driven plan design is that people can get the same care at a lower price and avoid care that they don’t actually need. To do that, employees need to be educated healthcare consumers, and companies have added tools to help. Utilization modeling and cost transparency technologies are becoming more and more broadly available. But there's a much more foundational piece of the puzzle that's been taken for granted.

In a paper published in Journal of Health Economics, researchers found that 86% of participants couldn’t define all of the following four terms on a multiple choice questionnaire:

· Deductible

· Copay

· Coinsurance

· Out-of-pocket maximum

 

While the healthcare industry is focused on utilization prediction and cost transparency tools, which are hard to create and implement, something quite basic is slipping right under our noses: Teaching people basic terms that they need to know to make informed decisions.

 

Understanding these terms is a building block of healthcare consumerism, without which a lot starts to unravel. If an employee doesn’t understand the terms that make-up every health plan design, it's hard to convince an employee to even switch to a high deductible health plan, even when it saves the employee money. It may also cause the employee to avoid care that she needs, because she has trouble predicting what she'll pay.

 

As more employers adopt HDHPs, a troubling reality is on the horizon: A healthcare crisis may be around the corner due to employees not getting the care that they need.

 

What to do about it -

The good news is that healthcare consumerism isn’t a one-time event. It requires ongoing education and now is as good a time as ever to begin.

 

Here is something completely free you can do: 

· Survey your employees to see what percentage understand basic health plan concepts.

· Send a weekly email to all employees defining each healthcare term, one at a time.

· Re-survey your employees with the exact same questions to measure the change.

 

This alone will give you a measurable starting point, a way to make progress, and measure the progress made.

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Transparecy / Advocacy Tools, "Cost Plus" Pricing Model, and Telemedicine Lead 2016 Trends

Source: ebn, By Scott Aston, Published July 11 2016

 

Although we are only halfway through 2016, three trends have notably emerged and taken the front seat in the employee benefits world. With a presidential election to contend with in the latter half of the year — surely shaking things up a bit — it will be interesting to see if these trends continue to take root or fizzle out to make room for the next best thing. But until then, let’s touch on the top three trends that have come to the forefront in the employee benefits industry.

 

1. Transparency/advocacy tools

Deductibles and employee out-of-pocket cost-sharing continue to rise as employers attempt to battle ever-rising medical insurance premiums. Additionally, more employers are moving to self-insured medical plans that shift the focus to controlling costs for employers themselves. Both of these factors highlight the need for employees to be able to access a high-quality outcome with lower cost providers and facilities. However, in order to do so, they must be armed with data and a means to point them in the right direction. Enter cost transparency and advocacy providers.

 

Healthcare is one of the only services where neither the buyer nor seller is aware of the cost involved in the transaction. But with cost transparency providers, these third party vendors or apps will arm the end-user with the actual cost of a plan (even factoring in how their specific plan will pay). Most of the good solutions are mobile-ready and can enable the user to make appointments or give driving directions with the click of a button. The industry leaders in this space include Castlight, Compass, Healthcare Blue Book, GoodRX, PokitDok and others.

 

Insurance carriers also are getting in the game. United Healthcare recently updated its Health4Me application in which UHC members are able to price out an entire claim episode end-to-end. For example, if you are looking to have ACL surgery on your knee, the app allows you to select the imaging center for the MRI, specialists for the consultation, the surgeon, facility and physical therapist for follow-up care. Users are given the option to select providers and see costs along the way. The app will also configure costs based on the medical plan the member is enrolled in, save the treatment plan and assist with scheduling.

 

The last piece of the puzzle is member advocacy. If you ask an HR person, they’ll attest that much of their day is consumed with helping employees navigate a confusing Explanation of Benefits (EOB) or helping them access care if they are not successful in navigating their health plan. Most of these cost transparency vendors now include some component of patient advocacy. They can provide assistance in explaining or negotiating a disputed bill, help in finding doctors/specialists, coordinating a complicated treatment plan, or even scheduling an appointment. HR teams love this as it not only takes work off their desks but also reduces exposure to some uncomfortable HIPAA situations.

 

2. “Medicare Plus”/“Cost Plus” Pricing Arrangements

This concept isn’t a new one, but it has been gaining steam and momentum. I will caution, however, that this approach is not for everyone and it takes an aggressive employer to go this route. As more employer groups have adopted this strategy, hospital and provider groups have begun to take notice and push back. Therefore, the future of these plans is still uncertain.

 

Here’s how it works: Typically a self-insured employer will rent network access (say Cigna or Aetna) to give its employees access to their panel of doctors and facilities and also to benefit from the discounted rates that the network has negotiated with those providers. In a Cost Plus environment that self-funded plan sponsor will forego contracting with networks for hospitals and facilities. Although some will still contract with a smaller network for provider access, the hospital and affiliated facilities is where the lion’s share of medical claims will occur.

 

Instead of paying a contracted or negotiated amount for a billed claim, the plan will pay based on what it views as a “reasonable amount.” This can range from 125-300% of the allowable amount paid by Medicare. Believe it or not, these multiples of what Medicare pays are still lower than a typical discounted fee negotiated by a major network (Anthem, UHC, Aetna, Cigna, etc.).

 

The advantage of employing this tactic is found in significant savings realized by the plan sponsor, who pays much less for expensive procedures. This model focuses its cost based on a known price (filed Medicare charges) versus a carrier model of applying a percentage discount to billed charges. Traditionally, if a hospital wants to generate more revenue, they simply raise their billed charges and the carrier applies its discount to the higher amount. Medicare charges are a relatively fixed amount and are immune to such tactics.

 

The disadvantage of these programs is that they can create a lot of noise and resistance from employees and providers alike. An employer would need to field angry complaints about collections notices that get sent to employees’ homes, be able to educate employees on how the program works, and be willing to engage legal support when needed. The best practice will be to marry a level of services for members that include patient advocacy, legal intervention, prospective pricing services and communication/education tools.

 

3. Telemedicine

Telemedicine has made quite a splash in the market and there has been widespread adoption from plan sponsors and insurance carriers alike. Whether it’s Anthem’s Live Health Online, United Healthcare’s Virtual Visits or third-party providers such as MeMed or Teladoc, telemedicine is widespread and growing in popularity.

 

This technology allows for members to connect with a doctor — over a phone call or video conference via their mobile device — to diagnose (and prescribe medicine) for relatively simple conditions, such as a sinus infection or rash. These types of conditions are normally resolved with one visit and do not require follow-up care. Members love this approach to care for its convenience, and plan sponsors endorse it for the lower cost of delivering an office visit and reduced absenteeism from its workforce. In 2015 alone, the American Telemedicine Association reported 1.25 million telephonic/virtual visits.

 

Despite the growth in utilization and popularity, telemedicine has its challenges in the market. For example, Utah and Texas are pushing back and trying to strictly regulate telemedicine, making it more difficult to access in those states. As most insurance is regulated on a state-by-state basis, some states will only allow patients to speak with telemedicine providers physically located within their same state.

 

I see this trend taking hold and continuing forward with its uptake and popularity. The state insurance departments will likely work out their objections, the technology will get better and members will embrace this new style of accessing care. I am sure that in the 1980s there were many that assumed people would never leave their favorite bank teller in favor of an ATM, but look where we are today.

 

While we still have half a year to determine whether these three trends will be the 2016 breakout stars of the employee benefits world, it is undeniable that they are gaining traction and are worth taking note of. Ultimately, the goal for most companies is to support optimal employee health at realistic costs, which translates to high productivity and engagement, and strong overall company performance. Whether these three trends succeed in doing that, only time will tell.

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Centers of Excellence, Employer Health Clinics, and Telemedicine Expected to Double by 2018

Source: Business Insurance, 4/5/2016, Source: Business Insurance

 

Employers are expecting only modest increases in their group health care plan costs and are planning to take several actions to try to keep down future increases, according to a survey released Tuesday.

Employers surveyed by Willis Towers Watson P.L.C. said they expect costs to increase by an average of 4% in 2016. In 2015, costs increased by an average of 3.8%, according to an earlier Mercer L.L.C. survey.

Still, while employers expect only modest costs increases, they are considering various design changes to both keep costs under control and improve the quality of care.

As employers “consider a wide range of options, they are implementing changes that not only lower the rate of cost increases, but also achieve better health outcomes and improve the patient experience,” Randall Abbott, Willis Towers Watson senior health and benefit strategist in Boston, said in a statement.

For example, while 31% of employers use centers of excellence where patients can tap providers that specialize in certain medical services, 73% of employers said they may offer the centers by 2018.

In addition, while 22% of employers either own or sponsor onsite or near-site health centers, by 2018, that number could increase to 40%.

The survey also found that 90% of employers said they may offer telemedicine programs by 2018, up from 67% currently. Such programs can reap big cost savings such as when an employee develops a medical problem during a weekend and can get medical assistance over the phone rather than going to a hospital emergency room.

The survey, taken in January and February, is based on the responses of 467 midsize to large employers.

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NBCH Action Brief: Cardiovascular Disease and Employer Actions

Over 30 million US adults have a type of costly and often fatal heart disease caused by buildup in the arteries, known as atherosclerotic cardiovascular disease (ASCVD).  One of the most significant risk factors is high cholesterol, LDL-C, which nearly doubles the risk for heart disease.   Unfortunately, most workers are not diagnosed or receive proper treatment.  This brief describes actions employers can take with their health plans, provider networks and employees to improve the cost and quality associated with this disease.   Read More

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American Heart Association-Houston Chapter Provides Employer Resources

The American Heart Association (AHA) is driving towards a 2020 impact goal to improve the cardiovascular health of all Americans by 20% while reducing deaths from cardiovascular diseases and stroke by 20%. In order to achieve this goal, the AHA is working with employers to reach even more Americans with prevention messages and lifesaving skills to target heart diseases and stroke.

The American Heart Association offers a variety of workplace health solutions aimed at meeting employees and employers where they are in terms of health behavior changes.

Step 1 ASSESS:

ASSESS where your employees are with their health goals using the My Life Check online assessment. This tool ask individuals to report on their health with regards to the 7 pillars of cardiovascular health (nutrition, physical activity, smoking status, blood pressure, blood sugar, cholesterol and weight management). The My Life Check tool provides a heart health score to increase awareness about opportunities for health modifications.

ASSESS where you as an employer are with regards to health and wellness. The Workplace Health Achievement Index is an application to help companies gage the overall robustness of their wellness program. The Index evaluates culture, structure and process and outcomes of the workplace health program. Specifically, the Workplace Health Achievement Index looks at Leadership, Policies & Environment, Communications, Programs, Engagement, Partnerships and Reporting Outcomes. Lastly, this tool takes into account population health performance measures based on the My Life Check assessment.

Step 2 ENGAGE:

ENGAGE employees in health behaviors or events based on their My Life Check scores and on the company’s Workplace Health Achievement Index results. These two programs are designed to identify a pathway towards wellness for individuals and organizations.

Engagement tools include: AHA Icon Days such as Wear Red Day in support of women’s heart health or National Walking Day to encourage increased physical activity throughout the work day!

Step 3 CHANGE:

CHANGE employees’ health by changing their environment and changing their behaviors.

CPR Anytime teaches the invaluable lifesaving skill of hands only CPR. This training which takes 20 minutes impacts not only employees, but their families, friends and the community as a whole as we increase the number of bystanders who can assist in the event of a cardiac emergency.

The Healthy Food & Beverage Toolkit offers recommendations and tools to create a nutritious food and drink environment at work. The toolkit can help revamp everything from workplace vending machines to snacks offered in the breakroom and catered lunches. The goal of the toolkit is to Make the Healthy Choice the Easy Choice.

We encourage you to review the tools provided here and become a part of the American Heart Association’s work of improving the heart health of all Americans by 20% and reducing death from cardiovascular diseases and stroke by 20%. Please contact our Corporate Wellness Director, Rachel King at Rachel.King@heart.org for additional information or assistance in implementing these resources at your worksite.

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Upcoming Events of Interest

August 24, Texas Business Group on Health, 11:00-4:45, Omni Park West Dallas

To address the challenge of managing cancer in the workplace, The Texas Health Leadership Council (THLC) will present "The Quest for Quality Cancer Care- Employer's Guide to Support the Employee Journey".  The multi-stakeholder cast represents all participants in the cancer journey. Please join us for an unforgettable learning experience presented in a novel format as a 4-Act Stage Production.  HBCH members can attend for free by registering as a corporate member. Click here for details.

September 26-28, National Business Coalition on Health, Orlando FL, Hilton Orlando Lake Buena Vista 

HBCH EMPLOYER MEMBERS ATTEND FOR FREE.  The theme of the 2016 conference is High Value Health Care.  Learn what other employers are doing to impact cost, quality and experience of their health benefits.  (Read More).

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