Question 1:
What Would You Do?
Read the following four real worksite case studies. Then, choose one case study to which you can apply the strategies described in this chapter in terms of the following three components.
1. Client research. How will you identify employee needs and interests?
2. Marketing. Create a marketing mix.
3. Development and implementation. Describe how you will develop and implement your program.
- Case study 1. A coal mine in New Mexico employs 85% Navajo American Indians. The total employee population is 375 people (90% men and 10% women). The mine is unionized and works three rotating 8-hour shifts. The mine has three different sites with separate entrances. The union participates in a nationwide health plan negotiated specifically for coal miners, which includes little preventive care. Management will only participate and pay for preventive activities if employees drive the program.
- Case study 2. A refinery employs 90% men and 10% women. The total employee population is 1,200 and the average age is 42. The nonunion workforce requires 70% heavy labor done in two rotating 12-hour shifts. A health promotion program has been in place for two years with an on-site fitness facility of 10,000 square feet (3,048 square m). The top employee risk factors are poor eating habits, stress, back injuries, high blood cholesterol, and lack of daily aerobic exercise.
- Case study 3. In a large city, a cellular phone company has five worksites with a total of 1,500 white-collar employees. The population is 50% male and 50% female, and the average employee age is 34. The majority of employees have a college education, and the company is nonunion. Access to health promotion and risk-reduction programs is limited to the choice of two managed care programs.
- Case study 4. Located on the East Coast are 55 offshore oil platforms, which house 15 to 40 employees at each bunkhouse. Each facility has a catered food arrangement, and 17 have functioning fitness facilities. The population is nonunion and is 90% blue-collar males. The employees belong to a traditional indemnity (fee-for-service) plan and emergency care is the most common claim.
Question 2:
What Would You Do?
Upon reviewing HRAs and health-care claims data, you notice an increase in diabetes-related cases and costs from last year. While preparing a program proposal for diabetes education and management, you anticipate that your boss will ask you how the program will be evaluated and when the program will begin to pay off. What type of evaluation framework is most appropriate—a cost-effectiveness, a benefit-cost, or break-even analysis? Which approach would you choose, and why?
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