BUSINESS GROUP ON HEALTH

Programs

1. Conferences and summits provide members and non-members an opportunity to convene on a larger scale and participate in content related sessions.

   $2,010,341 spent$567,550 earned by the program
   25% of program spending

2. Business group funded activities include public health initiatives deemed important to the marketplace by the business group and in most cases have been initiated by the ceo and internal staff. This department also includes other activities supporting the business group and its membership as a whole, such as benchmarking and analysis.

   $1,799,665 spent$150,750 earned by the program
   22% of program spending

3. Cost and delivery was established in november 2001 to provide an intense focus on finding effective solutions to the health care benefit cost problems of large employers. In addition to identifying and disseminating best practices and innovative ideas for managing costs and improving quality, the group is also a force for communicating that affordability and cost-effectiveness must be major considerations in the health system. The cost and delivery institute has two committees associated with it: evidence-based benefit design committee and pharmacy benefit committee.

   $1,219,308 spent
   15% of program spending

4. Well-being and workforce strategy currently consists of the well-being and workforce strategy institute. The well-being and workforce strategy institute advances innovative and research-based approaches to unlocking employee potential by integrating well-being into a company's workforce strategy.

   $840,967 spent
   10% of program spending

5. The global institute (global) was established to meet the growing needs of global corporations through collaborative information exchange, joint problem solving, and the development of innovative approaches to global health care concerns identified by global members. The global institute provides practical tools, guidance on best practices, networking opportunities for peer global companies and opportunities to devise and benchmark solutions to health challenges encountered by member corporations and their employees outside the united states.

   $874,843 spent
   11% of program spending

6. Membership and member services increase the overall membership of the business group through recruitment of new members and retention of existing members by communicating and providing valuable insight and services to the business group membership.

   $694,820 spent$5,654,744 earned by the program
   9% of program spending

7. Health innovations consists of four initiatives to help drive market change and advancement.since its inception in 2015 the health innovations forum (hif) has evolved considerably to not only identify and categorize start-ups and innovators but more importantly, to focus on the successful integration of solutions into an employer's ecosystem of vendor solutions. Additionally, hif challenges the vendor and investor communities to innovate holistically to address long standing challenges and gaps in the patient and care delivery experience. The value purchasing committee, a multi-stakeholder group of executive leaders representing employers, health plans and providers, was formed to accelerate the adoption of effective value-based innovations in health care delivery.the leadership forum on employee experience ("leadership forum") is made up of thought leaders, large employers and industry experts. The purpose of the leadership forum is to identify high-impact strategies that enhance employees' experience with their health and wellbeing benefits and programs.the leave optimization forum convenes employers and health industry partners to address shared challenges and opportunities…

   $588,564 spent
   7% of program spending

The 7 programs described on its FY2024 Form 990, listed largest first by expense. Program spending in total: $8,028,508.