The most challenging of the three aims to measure is health outcomes, in part because of the timelines of measuring healthcare outcomes in mostly working-age populations. This number drops even lower among members who engaged with our MAs.
Our MA team is supported by proprietary technology that equips them with deep knowledge of each member’s health needs in order to guide them through their journey, and redirect their care when necessary.Īgainst an industry average of 6% annual increases in medical trend, Collective Health was able to drive a negative 0.3% medical trend in 2017 among clients who had been with us for 2 years or more. Our software-driven approach-one that breaks down data silos to power intuitive products and unparalleled member support-helps lowers costs by enabling people to find the right kind of care, not avoid it. Currently, 85% of households are utilizing a digital account via our mobile app or web. Additionally, we provide intuitive digital tools with modern interfaces-the kind members interact with in their daily lives-that drive engagement among members who are increasingly using Collective Health as their main touchpoint to the healthcare system. Our NPS score is currently in the 70s, in line with companies like Apple and Amazon. It’s a customer satisfaction scoring index popularized by top consumer brands, and it’s our most valuable metric in determining how much of an impact we’re actually having on improving our members’ experience and their perception of the healthcare system-and in turn, how satisfied employees are with their employer’s health program.ĭriving this NPS is our award-winning customer service, known as our Member Advocate (MA) program, which we’ve built from the ground up. We stay laser focused on our Net Promoter Score (NPS). This balance can be difficult, but in those times, we are aided by the fact that in working with self-insured employers, we’re serving the party in our healthcare system that may be most aligned with the pursuit of this balance. employers-the largest sponsor of healthcare in America-Collective Health takes the approach at every juncture to hit all three aims in this singular goal to be the platform for achieving high-value healthcare. Recent data from the Health Care Cost Institute (HCCI) shows that employer-sponsored healthcare spending recently hit a record high, all while patients continue to get less for more. For most, only one, or possibly two, of the dimensions is strategic, but not all three.” As the IHI team wrote, “The balanced pursuit of the Triple Aim is not congruent with the current business models of any but a tiny number of U.S. That treatment falls short of the Triple Aim. It’s natural, for example, for a new treatment to improve outcomes and experience, but increase costs. Very few interventions or companies organically pursue all three aims. It is one goal with three aims that must be balanced. The components of the aim aren’t strikingly novel, but the most important thing to understand about the Triple Aim is that these are NOT three separate goals. These three objectives are commonly referred to as the ‘Triple Aim,’ which was defined by the Institute for Healthcare Improvement (IHI) in a classic Health Affairs article as “improving the individual experience of care improving the health of populations and reducing the per capita costs of care for populations.” They’re also well-known, and widely shared, priorities across our entire healthcare system.
These are Collective Health’s core priorities in serving our employer clients and a critical part of our mission to make it effortless to understand, navigate, and pay for healthcare.
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