Healthy Days measurement
To achieve our Bold Goal, we first needed to identify a health-focused approach to measure our progress.
After reviewing the options, Humana determined that the Centers for Disease Control and Prevention (CDC) instrument known as “Healthy Days” was the tool that best suited our needs. The CDC developed the Healthy Days instrument to measure population health through the assessment of individuals’ perception of their health. The Healthy Days survey asks people about general, self-rated health and recent days of physical health, mental health and activity limitations.
Using the Healthy Days questions, Humana worked with population health experts to develop our survey methodology. To measure progress against our goal of making communities 20 percent healthier, we decided to survey a statistically valid, random sample of members from our major medical lines of business where we have influence over members’ health.
Humana conducted surveys to establish Healthy Days baselines for members, and we will continue to measure the health of our communities annually through 2020 using this methodology. We will then measure our progress toward the goal by the reduction in unhealthy days from the baselines.
Our Bold Goal empowers us to learn and innovate in an effort to impact health on a grand scale. We consider the first years of the program to be learning years, where we work with specific populations to generate new insights and discoveries on how to improve health and reduce unhealthy days.
Bold Goal communities
Humana’s Bold Goal centers on communities because health happens in the communities where we live.
We identified communities where we can have a great impact on health, and those are communities where Humana has large member populations. We began with San Antonio and identified six additional locations: Louisville, Ky.; Knoxville, Tenn.; New Orleans; Baton Rouge, La.; Tampa, Fla., and Broward County, Fla. Together, these communities represent approximately two million Humana members — 14 percent of our membership — as of the end of 2015.
Our first step in all of the Bold Goal communities was to listen to our stakeholders. We met with community leaders, health leaders and other stakeholders. We held town halls in each location with our Chief Medical Officer and community health leaders, including physicians, to learn about their key health issues and barriers to health.
We’ve learned a great deal through this process. In San Antonio, more than 100 diverse representatives from community groups and Humana attended our first Clinical Town Hall. Community attendees asked that Humana not start new projects, but instead, work with them on that which they were already doing in the community. We listened, and made partnering with community groups the focus of our work there.
In Knoxville, Tenn., we learned that food deserts make it harder for residents to eat well. In San Antonio, hot summers make it difficult for people to exercise regularly.
Based on what we’ve heard, we are identifying groups and leaders who are committed to improving health outcomes, and we’re bringing those people together to collaborate in innovative ways. We have identified signature partners, such as food banks, faith-based organizations and retail grocers, to work with us in each community. We have also developed local health advisory boards in each community. These groups of 25 and 50 members in San Antonio and Tampa Bay respectively do the heavy lifting to drive progress in their communities.
To learn more about Humana’s Bold Goal, please read our 2016 Bold Goal Report.