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transparency into his or her clients’ health plan trends.

“The winning edge for employers, employees and brokers lies in under- standing the dynamics that are having a negative impact on the health of the employee population – and in enough time to do something about them,” explains Tony Cannata, managing partner of the Atlanta-based broker- age fi rm The Clearview Group. Working with Cannata as its bro-

ker, an Atlanta-based media company using HPM was able to address key risks identifi ed by the HPM analytics system by putting into place targeted wellness programs that ultimately resulted in a 79-percent engagement rate among the company’s members and almost half a million dollars in savings in the fi rst year alone.

Keith Lemer is president of WellNet Healthcare Group, Bethesda, Md. For more on WellNet Healthcare Group solutions:

“To me as a broker, I now have technology in front of me that I can then consult with my clients on a much more proactive rather than reactive basis to figure out how we’re going to impact their costs today – not at the next renewal, which may be nine months away,” says Robert Petcove, president and CEO of Cherry Hill, N.J.-based Ad- vanced Benefit Advisors, Inc. “This is a very different kind of message than we have using carrier-based programs.” With health costs projected to continue to increase into the decade and a new Aon survey predicting that employers will spend up to $10,000 per employee in 2012, brokers must realign themselves with forward- thinking technology alternatives that provide real-time solutions that deliv- er the best and highest cost-reducing results to their clients. Early broker adopters of HPM have seen their cli- ents experience a greater understand- ing of their plan’s healthcare data and

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Early broker adopters of HPM have seen their clients experience a greater understanding of their plan’s healthcare data and what it means; they’ve been able to put into place specifi c programs in time to improve outcomes, address productivity issues and affect positive change in absenteeism.

what it means; they’ve been able to put into place specifi c programs in time to improve outcomes, address productivity issues and affect positive change in absenteeism – all of which directly correlate to an improved bottom line.

“The early adopters of HPM are certainly going to have something the others don’t,” says Bill Lavis, a partner at Oakland, Calif.-based

insurance advisory firm Sitzmann Morris Lavis. “I’m going to have a leg up on my competition because I’ve got clients seeing tangible results us- ing HPM. I’m able to walk up to my competitor’s clients and show them the results that I’ve got. “They’re going to then turn back to their existing advisors and say, ‘Well, why aren’t you doing this for us?’”


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