Idaho National Laboratory (INL)

Built on the AMSO and RE-AIM health promotion frameworks, the INL Health and Well-Being program is focused on the intentional integration of wellness, safety, occupational medicine, mental health services, diversity, quality, and benefits -- eliminating the “silos” that insulate health and well-being resources.

INL has incorporated Health and Well-Being into workers’ entire employment journey, commencing with onboarding of new workers. Seven counselors are tasked with providing on-site therapy for work-related and personal problems as part of an Employee Assistance Program. An advanced and established AI-driven engagement platform allows employees to easily access apps supporting behavior change. Most importantly, INL leadership is engaged at all levels of the program, which has motivated employee participation and built a supportive organizational culture.

Contact Person: Evan Thomas

Email: evan.thomas@inl.gov

INL has conducted rigorous evaluations using multiple measures. Participation is high with 89% of employees engaged in the biometric screenings and 82% in follow-up wellness programs. Notably, 62% of INL employees are engaged daily in those activities. The Health and Well-Being program has significantly increased health behavior adoption, improved employee health metrics, and reduced work-related injuries. It has yielded a return-on-investment ratio of $3.1 to $1.0 for the integrated wellness strategy.

• Idaho National Laboratory

REVIEWER 1

• Active senior management involvement as wellness champions
• Integration of incentives into health plan HRA / HSA accounts to optimize their value
• Integration of wellness throughout employment beginning with new hire orientation
• High degree of technology-supported program integration
• Extraordinary EAP utilization supporting overall well-being strategy
• Tobacco use success story
• Very high HERO scores indicate comprehensive strategic approach
• Published research

REVIEWER 2

• Leadership support.
• Decrease in injuries.
• Low attrition and high engagement, activity rates.
• Risk factor migration.
• Integrated approach.
• Strong communication efforts.
• Solid HERO Scorecard results.

REVIEWER 3

• Integrated approach to breakdown silos typically present in organizations
• Additional evidence of a culture of health by offering incentive to those not in the medical plan
• Good trend with SA Lifestyle Behaviors

REVIEWER 4

• Strong letter of support from INL Director
• Program began in 1992
• Participation (taken from application): The INL wellness program has maintained an outstanding engagement in all programs with over 89% of employees engaging in the biometric screenings and 82% in the wellness programs. More importantly, 62% of our employees are engaged daily in those activities.
• AMSO & Re-AIM conceptual models.
• Well-articulated approach to population health and integrated health and wellbeing.
• Innovative phone-based AI platform integrating multiple resources.
• Three f/t wellness staff, generous funded incentive program ($500-$800 for HRA/HSA accounts), leaders serve as champions.
• Impressive array of programs, policies, and environmental interventions. Comprehensive and evidence based.
• Seven in-house EAP therapists – free – 30% engagement in EAP
• The overall program satisfaction rating is 86% and the NPS is 37.
• Edington risk analysis shows more employees moved down in risk (N=254) vs. up (N=202) over 3 years.
• Impressive risk reduction numbers for a 3-year cohort (N=3978 – 70% of population) in every risk category shown – all statistically significant
• Impressive reduction in cumulative stress disorders – 1998 ff – accompanied by significant WC claim reductions.
• Impressive Daily Away and Restricted/ Transfer Rate (DART) reduction rate (.81 in 2015 to .36 in 2023) attributed to targeted MSK program.
• Data presented are often shown in comparison to national norms/benchmarks.
• Risk and claims reductions are monetized as estimated savings.
• Impressive excess alcohol and tobacco use reductions –2018-2022
• INL adult smoking rate has dropped 78% to its current rate of 4.9%, statistically lower than the current Idaho adult smoking rate of 13.4 %.
• Physical activity increases: The step count prior to the program was 3,150, which increased to 6,080 at the end of the third year. For 2023, the total annual actual step count for all participating employees averaged 7,148 daily steps or approximately 4.1 miles a day.
• Significant increases in treatment rates for most common diseases and disorders – 2019 – 2022 – closing treatment gaps.
• HERO Scorecard – 175 value (not clear which year) out of a total possible score of 200 (101 national average).
• INL also scored 270 on the 294-point scale on the CDC Worksite Health Scorecard.
• Published studies cited.
• Very impressive application.

REVIEWER 5

• There are many creative health improvement initiates reaching individuals. This diversity of programming, with targeted intent, seems to be reaching its audience and having an impact. As such, participation and individual health outcome impact appears to be being achieved and documented with comparative financial analysis.

REVIEWER 6

• Well written and organized application.
• Long standing program of excellent impact and outcomes for organization and participants
• High levels of engagement.
• Favorable ROI.
• Improvements in risk reduction and injury prevention.
• Excellent strategic design, leadership, programs components.
• Program staff with extensive research experience.
• Well done.

REVIEWER 7

• 5,972 employees. 82% participation, and 23% daily engagement (increasing 8% per year).
• Medical/Clinical model vs. population health
• Well integrated approach and comprehensive program from a clinical perspective.
• Risk change migrations are provided for N=1,777 (one division?)
• CTDs decreased.
• Musculoskeletal programs

REVIEWER 8

• Well written. Good program description per tables.
• Very comprehensive sustained program including wellbeing, safety and emotional/behavioral.
• Well integrated across the enterprise
• Strong participation and engagement
• Consistent health risk improvement and treatment gap closures
• Excellent evaluation of multiple measures
• 3:1 ROI including direct and indirect costs