Predictive Health Analytics in the Workplace

Knowledge is Power, Power provides Information; Information leads to Education, Education breeds Wisdom; Wisdom is Liberation.”Israelmore Ayivor

Tackling health analytics in the workplace can appear daunting and intimidating. It can be difficult to know where to start, what resources are needed, and what the time commitment will be – not to mention balancing the initiative with other business needs.

Most organizations have a vast number of health data sources coming from different directions and in a variety of formats. It’s important to take it one step at a time, following a step-by-step approach to identify, collect, and analyze data:

  1. Identify your data streams and ensure access
  2. Determine how you will collect and store the data
  3. Develop and implement processes and technologies to analyze the data

Remember, the goal is to provide a valid and “living” real-world picture of your Population at Risk (PAR) at any point in time and as it trends over time. Some of the data may seem obvious and intuitive, but additional context and data can reveal a more holistic profile of your PAR. Keep in mind the importance of privacy and confidentiality while handling employee personally identifiable information (PII) and protected health information (PHI), and consider anonymizing and/or aggregating data whenever practical.

Here are some data points and data sources to consider when collecting healthcare data analytics for your organization:

  1. Employee demographics
    1. Can include but are not limited to age, gender, ethnicity, home of record zip code, and education level.
  2. Employee attributes related to Business Continuity Planning (BCP) or Continuation of Operations:
    1. For example, dependents living at home, a working spouse or partner, access to transportation during inclement weather or natural disasters (some of these attributes also covered under #12 social determinants of health), home location (risk of bridge or highway closures, areas prone to flooding, reliable utilities, etc.), availability of a secure home workstation to work remotely, and access to a mobile phone.
  3. Employment
    1. Can include years of service to the company, job category, location or department, salary quartile, performance rating, as well as professional certifications, experience, and interests.
  4. Healthcare
    1. Personal healthcare indemnity claims, which provide an exemption from incurred penalties or liabilities, bundled into a limited number of manageable diagnostic codes or categories.
  5. Workers’ compensation
    1. Similar profile to personal indemnity claims; include time out of work, costs, healthcare provider attributes (name, access, responsiveness, patient satisfaction, quality of care (best practices and published guidelines), and location.
  6. Medical leave
    1. Frequency and duration of leave, restricted duty, and accommodations.
  7. Drug testing data
    1. If relevant, can include pre-employment, random, or other reasons to test.
  8. Healthcare benefits utilization beyond claims data
    1. Can include Employee Assistance Programs (EAPs), wellness and prevention programs (i.e. smoking cessation), fitness club membership, weight loss, or exercise groups.
  9. Health Risk Appraisals (HRA)
    1. Lifestyle factors such as tobacco use, exercise, alcohol intake, diet, seatbelts, and sleep hygiene. HRA data can also examine mental health, work-life balance, biometrics, and personal & family medical history.
  10. Employee and manager surveys
    1. Examples include job satisfaction, suggestions, challenges, or complaints.
  11. Human resources data
    1. Including but not limited to recruiting, retention, and turnover.
  12. Social Determinants of Health (SDOH)
    1. A relatively new area of research, SDOH focuses on conditions in which people are born, grow, live, play, and age – connecting which factors are shown to lead to health disparities and inequality, many impacting work productivity. Examples include economic stability, access to healthcare and transportation, community and environment, education, family dynamics, social networks, safe and affordable housing, and access to healthy food.

The data collection and analysis phases generally require some investment into applicable technologies and informatics expertise. Many of your data streams and databases will require “translators” and interfaces to facilitate transforming the data into a common operational format for ongoing collection and eventual analysis.

Once you’ve collected your data and identified similarities, differences, and patterns, you can query that data to create a valuable information resource for your organization. Stay tuned for a blog on best practices for making the most of your healthcare data analytics.


About the author:
Dr. Joe Mignogna is Acuity’s Chief Medical Officer.  Connect with him at jmignogna@acuityinternational.com

Dr. Joe Mignogna, MD, MPH, CIME, FACOEM, Chief Medical Officer

The Future of Pre-Construction Parametric Estimating for Retail Chains and Franchises

Before any retail chain or restaurant franchise developer moves forward with a new construction project, they must first conduct a cost feasibility assessment. But it’s a tricky process. Cost fluctuations, supply/demand issues, labor shortages, and local construction regulations can all introduce uncertainty and risk into the estimation process.

To introduce reliable insights into pre-construction estimates, cost estimators have increasingly turned to parametric estimating.

What is parametric estimating?

Parametric estimating helps developers determine the cost of a new project by drawing on the relationships between historical and statistical data to deliver high-level estimations quickly and with different levels of granularity.

Retail chains and franchises use parametric estimating during the pre-construction phase to develop comprehensive conceptual models to understand the budget, opportunity, and planning required. This is particularly critical for large, complex projects where cost confidence is critical during the pre-construction phase and best-guess estimates of old weren’t as informed or as accurate as they needed to be.

For instance, Publix Super Markets recently announced plans for its first store in Kentucky, with a grand opening in Louisville slated for late 2023. Before deciding whether to break ground on a project like this, developers typically establish a high-level estimate using parametric models based on actual project data from previous developments.

These conceptual models are also adjustable. As the parameters of a project change – such as the size of the building or the use of new construction materials – cost estimators can dynamically account for these variables and achieve confident cost projections.

Once the model is developed, it can be reused for similar projects and the quality of data is improved with each iteration.

Construction market dynamics create challenges – but innovation brings answers

Even with these data-driven insights, market developments and fluctuations can throw a wrench in the works, potentially delaying budget approvals and bid solicitation process. For example, before the pandemic, if a contractor requested a price from a supplier, that estimate was good for six months – today, it may only be valid through the end of the day. As a result, cost estimators often reprice a project numerous times to accommodate unpredictable environments as well as client requirements.

Modern parametric models can help streamline this process. Not only do they allow estimators to create estimates faster than ever, they also provide the flexibility for users to change their inputs and run different scenarios – making it easier to anticipate and account for price fluctuations.

Check out this earlier blog from Acuity’s Frank Richardson. Frank shares some valuable tips on how building owners can control material costs from the outset and mitigate the impact of price fluctuations.

Another challenge that developers and owners face is finding ways to mitigate the disconnect between high-level parametric estimates during the conceptual stage and detailed cost assessments as the project matures. This is an area where Acuity International continues to innovate.

CostModeler is a breakthrough in the Acuity team’s development of a strategic vision to accelerate pre-construction productivity supported by big data and analytical insights. Through the parametric application, users can develop and adjust comprehensive conceptual models in the preliminary stages of any project to better understand the budget, opportunity, and planning.

As new project opportunities progress towards later stages, parametric models built within the new CostModeler tool can be converted to a comprehensive, detailed cost estimate with just a few clicks.

This puts up-to-date cost data into the hands of developers with full transparency into the source, quote date, and direct pricing for rapid decision making – a capability that has become more critical in today’s dynamic construction market.

The future of parametric estimation

CostModeler is just the first step in our advanced roadmap for the pre-construction industry. It will soon be followed by what-if analysis, geo-mapping, the next phase of risk analysis, and forecasting.

Learn more about how parametric estimating advances facility lifecycle capabilities.


About the Author

Mark Clark, Senior Cost ConsultantMark Clark is a Senior Cost Consultant with over 30 years of experience managing commercial and residential projects. He is experienced in all phases of construction and renovation and is knowledgeable in compliance standards relating to all government regulations and codes. Mark has supported various large and small-scale projects in the private and public sectors.

Connect with Mark at mark.clark@acuityinternational.com.

Acuity Spotlight: Dr. Joseph Mignogna, Chief Medical Officer

The Acuity Spotlight is our way of highlighting some of the incredibly talented individuals that we’re lucky enough to have on our team. At Acuity, we value diversity and inclusion and focus our attention on bringing candidates who have a wide range of backgrounds and experiences onboard. Our mission is to build enduring relationships that provide secure, stable, and long-term predictable outcomes and we are grateful for the men and women of Acuity who embody our corporate values in everything they do.

Tell us a little bit about your background

I grew up in South Philly and attended Temple University for both undergrad and medical school. My mother and father were first and second-generation Italian child immigrants.

What does your job at Acuity entail?

As the Chief Medical Officer (CMO), I provide professional oversight to our exam management, drug testing programs, and international and humanitarian medical operations. I also participate in strategic planning while supporting the continued evolution of our healthcare information systems. I represent Acuity at a variety of industry events and work closely with our Safety & Hygiene professionals, Absence Management & Compliance teams, and health benefits providers.

Did you always know you wanted to go into the medical field?

My mom’s musical skills and dad’s career as an electronics engineer gave me an appreciation of the interplay between art and science. Taking humanities and basic science classes during college led to an interest in human health, leading to a career in medicine. I eventually met and married a lovely occupational health nurse 30 years ago that introduced me to occupational medicine; I’ve never looked back.

Which medical experiences have best prepared you for the Chief Medical Officer role?

Professional variety, both clinical and corporate, were paramount. I’ve worked shifts in busy trauma centers ranging from private occupational medicine offices to military medicine. My corporate occupational medicine education started with worksite visits, followed by rewarding time in Big Pharma and automotive manufacturing. That paired with attending training sessions and obtaining certifications, as well as remaining active in professional organizations, expanded my professional network giving me access to valuable resources and continuing education.

What will be the key challenges in healthcare administration in the near future?

Given our experience through the pandemic, expect to see greater participation in telemedicine/telehealth and challenges to medical state laws and regulations. A growing interest and reliance on healthcare data analytics will drive electronic health records interoperability creating a strong focus on privacy, security, and healthcare cost transparency. Lastly, administrations will be forced to address social determinants of health and their impact on access to and quality of healthcare.

What is the biggest misconception about healthcare?

Call me old school (with respect to Dr. Marcus Welby), the biggest misconception about healthcare in modern medicine is over-utilization and an over-reliance on testing, medications, and expensive diagnostic technology. To quote Dr. William Osler’s advice to physicians well over 100 years ago, “Listen to your patient; he is telling you the diagnosis.” Modern technology and miracle treatments are truly amazing and do save lives, but sometimes we simply just need to pause and listen.

March is National Nutrition Month, any tips, or pointers for those looking to stay and/or get healthy?

Our company’s most recent newsletter touched on this topic. Besides broadening your definition of healthy eating, limiting alcohol, and reducing screen time (a common snack and couch trigger), the USDA’s MyPlate and World of Flavors has great information about making informed food choices and developing healthy eating and physical activity habits. Also, learn How to Understand and Use the Nutrition Facts Labels from the Food and Drug Administration.


About Dr. Joe Mignogna, MD, MPH, CIME, FACOEM

Dr. Mignogna, known throughout most of his medical career as “Dr. Joe,” was originally trained in family medicine. After his Air Force Medical Corps service in family medicine and aviation medicine, he transitioned into emergency medicine for several years and then finally settled into occupational medicine in the early 1990s. He’s held occupational medicine leadership positions with international pharmaceutical and automotive manufacturing organizations and currently serves as Chief Medical Officer for Acuity International in Cape Canaveral, FL, one of the nation’s largest and most experienced providers of workforce health management programs. He has a particular interest in public safety and transportation medicine, as well as employee well-being and wellness. Dr. Mignogna has served as a Special Government Employee for the USCG National Merchant Mariner Medical Advisory Committee (N-MEDMAC) since 2014. N-MEDMAC provides valuable assistance to the Department of Homeland Security on matters related to medical certification determinations for the issuance of licenses, certification of registry, and merchant mariners’ documents; medical standards and guidelines for the physical qualifications of operators of commercial vessels; medical examiner education; and medical research. In addition to his board certifications in family medicine, occupational medicine, and emergency medicine, he is also a certified independent medical examiner, medical review officer, and travel health consultant. He and his wife Jill are avid cyclists.

Connect with Dr. Joe at jmignogna@acuityinternational.com

 

 

Acuity Spotlight: Susan Thibodeaux, Small Business Liaison Officer

The Acuity Spotlight is our way of highlighting some of the incredibly talented individuals that we’re lucky enough to have on our team. At Acuity, we value diversity and inclusion and focus our attention on bringing candidates who have a wide range of backgrounds and experiences onboard. Our mission is to build enduring relationships that provide secure, stable, and long-term predictable outcomes and we are grateful for the men and women of Acuity who embody our corporate values in everything they do.

Tell us a little about your professional background.

I am Acuity International’s Small Business Liaison Officer (SBLO) and have over 30 years of experience working in the Defense and Space industry. Prior to Acuity, I served as a Vice President at a successful small business and was the Sr. Director of Operations for a large federal contractor. Throughout my career, I have explored a wide range of jobs in both the operations and the acquisition career fields including a portfolio of The Continental U.S. (CONUS) and outside The Continental U.S. (OCONUS BOS) contracts, contracts management, pricing, proposals, subcontracting, and supply chain.

I have always been passionate about the role small businesses play in government contracting, supporting prime contractors, and our economy, and because of that passion, I was awarded the South Florida District and the State of Florida Minority Small Business Champion of the Year Award from the Small Business Administration (SBA).

I earned my MBA from Webster University and an undergraduate degree from the University of Alabama. I’m a Sigma Blackbelt, a Certified Federal Contracts Manager, and was named as a Fellow in the National Contract Management Association in 2021.

What does your job at Acuity International entail?

As an SBLO, I am responsible for Acuity’s small business program office. This includes promoting supplier diversity, developing and administering small business plans, and working with our Business Development team to maximize opportunities for small businesses on new programs. I also assist with identifying small businesses to help achieve small business goals, handling the required contract for small business compliance reporting, and interacting with federal agencies to promote Acuity’s efforts in support of small businesses across the enterprise. I frequently attend small business outreach events in various roles from matchmaking to workshop instructor and speaker.

What are you seeing that’s different in the workplace now vs. when you first started out?

When I started out in federal contracting and programs over 30 years ago, I was often the only woman in the room. Contracting and procurement weren’t considered professions with career paths in quite the same way that finance, accounting, and human resources were and many of us had to find our way on our own.  Small business requirements were often ignored and there was little information on how to run a small business program.  Now when I go to meetings there are an equal number of women in the room. Acquisition is a respected and valued career field, and it’s not uncommon for colleges and universities to offer acquisition programs.

Who are some of the most influential people in your personal and/or professional life?

I’ve always looked at my Nana as my role model. She raised a family during the depression and WWII.  She was in management for a large corporation long before it was common for women to be in company leadership roles. From her days working at the Mack Truck plant during WWII to her retirement as a manager in Sears catalog operations, she had an amazing life balancing family, work, and her various interests.

My other grandmother was a bank Vice President during a time when it was very unusual for women to hold those roles, which always inspired me not to be afraid to stand out. Professionally I’ve been blessed with wonderful mentors, most of them being retired military officers providing me guidance in my career and coaching my leadership skills.

What are you passionate about?

Professionally I enjoy teaching and mentoring others new into Federal Contracting whether it’s a small business or a person new in their career path. I love to help small businesses and watch them grow. Small business owners are so committed to their dreams and work hard to make their vision become a reality, it’s a blessing to watch them succeed.

In my spare time, I show dogs and enjoy photography. 

How can we help shed light on the importance and meaning of Women’s History Month?

It’s important to celebrate the contributions of women and to study the history of women’s roles and the changes which brought equality. When my grandmothers were born, women couldn’t vote. For me personally, that puts the significance of this month and the progress into context and highlights the importance of Women’s History Month.


Susan Thibodeaux is Acuity International’s Small Business Liaison Officer. Connect with Susan at susan.thibodeaux@acuityinternational.com.

 

Demilitarization 101: The Why, How and When

Inside the Hawthorne Army Depot, located in a remote area of western Nevada, munitions sit in storage—some of them waiting to be destroyed. The depot is the largest of its kind, covering 226 square miles. Ammunition and munitions are stored there either while awaiting to be demilitarized or to be stored away from potential threats.

Demilitarization, in simplest terms, refers to the process of making munitions, ammunition, or weapons mission-unusable. And yet it’s a process most are unfamiliar with. Defense Acquisition University defines demilitarization as “eliminates functional capabilities and inherent military design features” of the equipment in question. This may include mutilating, melting, burning, detonating, cutting, or altering the equipment so it cannot be used as initially intended.

When and why is demilitarization required? In some cases, demilitarization is necessary simply because functionally a weapon or munition is obsolete, no longer serviceable, or no longer able to perform as designed. Demilitarization is also important so that munitions and technology don’t fall into the wrong hands. Every weapon or munition the military has—including mortars, projectiles, torpedoes, bombs, and their components —has a way to be demilitarized. As a simple example, demilitarizing a gun might entail breaking the stock and cutting the barrel so it never can be used again. A more complex example may include removing the explosive component using heat, or by mechanical means, and then destroying it by controlled detonation.

At the Hawthorne Army Depot, demilitarization is a highly controlled “industrial” process. In fact, most of the munition components at Hawthorne get recycled, not destroyed. Bullets, for instance, can be heated in such a way that the black powder inside burns up, and only the brass and steel remain. For certain projectiles, the grenades might be removed, while the steel is recycled. The explosives may be removed from bombs and torpedoes by melting them or applying steam and then recovering components for commercial use.

Broadly speaking, Acuity’s demilitarization experience has a long history. Before the current contract with Hawthorne, Acuity was part of demilitarization efforts in Iraq, during which captured enemy ammunition was demilitarized using controlled detonation on a massive scale – a very different environment than Hawthorne. The program included removing unexploded ordnance and ammunition located both on the surface and in the subsurface of numerous U.S.-occupied ammunition supply points, at abandoned explosive ordnance stockpiles, and in ammunition and weapons caches.

No matter the setting or situation, safety is always paramount during the demilitarization process. The reality is that demilitarization entails applying physical forces (heating, cutting) and/or disassembling munitions that were designed to explode with deadly force. Additionally, the munitions being demilitarized may not be in pristine condition, elevating the danger and complexity of processing the materials.

To ensure safety, every aspect of a demilitarization process is done following a very strict standard operating procedure (SOP). Those SOPs are developed, written, approved, reviewed, and tested on inert items before demilitarization begins.

Finally, machines and robots are making it so some demilitarization operations can be completed unattended. Demilitarization takes place in a variety of settings, on a variety of wartime technologies with the same end goal: safely disable the item, making it unable to achieve its original mission objective and recycle as many of the components as possible.


Mike Reynolds, President Global Mission Solutions Acuity InternationalCheck out our Munitions and Environmental Remediation solutions and connect with Mike Reynolds, Acuity’s President of Global Mission Solutions (GMS) at michael.reynolds@acuityinternational.com.

 

Acuity Spotlight: Beth Corbley, Director of Business Development, Digital Sales at Acuity International

The Acuity Spotlight is our way of highlighting some of the incredibly talented individuals that we’re lucky enough to have on our team. At Acuity, we value diversity and inclusion and focus our attention on bringing candidates who have a wide range of backgrounds and experiences onboard. Our mission is to build enduring relationships that provide secure, stable, and long-term predictable outcomes and we are grateful for the men and women of Acuity who embody our corporate values in everything they do.

Tell us a little about your professional background.

While I began my career in the advertising world, I quickly moved into sales and have never looked back. I have been working in construction technology sales for 13 years and I am passionate about providing solutions that create efficiency and solve problems.

What does your job at Acuity International entail?

I am part of the Engineering & Technology Solutions (ETS) business practice serving as the Director of Business Development for CostCenter, a solution estimators and contractors use to help make smarter decisions while controlling costs and risks. I am currently working hand in hand with executive leadership, product development, and cost engineering to build out the product roadmap for CostCenter. I also engage with prospects and partners across AEC Top 400 to introduce our product, identify pilot users, and gather feedback that will help continue us better understand needs and problems to shape the direction and the future state of CostCenter. I work in tandem with our marketing team to ensure we are connecting with our stakeholders and creating messaging that speaks to the specific problems the industry faces.

What are you seeing that’s different in the workplace now vs. when you first started out?

Corporate America has changed a lot since I was a recent graduate. I am slowly beginning to see more women in technology and technology leadership which gives me hope for future generations of women in STEM. I am grateful to my predecessors for carving a path of opportunity for me, and I look forward to making that path bigger and brighter for the women just getting started. Work-life balance is more widely accepted. The pandemic had a huge, honestly must-needed, impact on remote working options and it brought the health and wellness of employees front and center. With more jobs than employees available today, organizations are having to get creative about what they offer outside of compensation alone, to both attract and retain talent. Paid benefits, aggressive 401K matches, profit sharing, unlimited PTO, and flex working are just a few I see repeatedly offered. As Acuity continues to grow, I am excited to see how these shifts in corporate culture are applied across our company.

Who are some of the most influential people in your personal and/or professional life?

My father both personally and professionally. He is truly a man who leads by example, and I feel lucky to have him as a dad and as a business mentor. He taught me that knowledge is power, and honesty is always the best policy. These principles are the pillars of who I am as an individual and are at the core of my professional sales success.

What are you passionate about?

I am extremely passionate about cooking, traveling, and my Peloton. Having the opportunity to explore and experience other countries’ traditions, food, art, and culture is one of the best gifts we can ever give ourselves. Bali, by far, has been one of my most amazing trips. I also believe movement is medicine and love to start my day with a Peloton ride or yoga class. It clears my mind, wakes up my body, and sets me up to have a productive, energy-filled day.

How can we help shed light on the importance and meaning of Women’s History Month?

The gender gap is still HUGE. Celebrating progress is important, BUT we still have a long way to go. I believe it begins by ensuring girls and young women across the globe have equal access to education and training, so they are empowered to play an active role and shaping their life and future.


Beth Corbley is Acuity’s Director of Business Development, Digital Sales. Connect with Beth at beth.corbley@acuityinternational.com.

 

Acuity Spotlight: Melanie Enman, Senior Capture Manager at Acuity International

The Acuity Spotlight is our way of highlighting some of the incredibly talented individuals that we’re lucky enough to have on our team. At Acuity, we value diversity and inclusion and focus our attention on bringing candidates who have a wide range of backgrounds and experiences onboard. Our mission is to build enduring relationships that provide secure, stable, and long-term predictable outcomes and we are grateful for the men and women of Acuity who embody our corporate values in everything they do.

Tell us a little about your professional background.

I am a geologist with 22 years of experience performing Environmental Remediation and Munitions Response services for both federal and private clients.

What does your job at Acuity International entail?

As a Senior Capture Manager supporting the Munitions and Environmental Remediation business unit, I am responsible for identifying federal opportunities that fit within Acuity’s experience and personnel expertise. I meet with both clients and industry members to better understand their specific needs and the problems they face. I then work within our team to identify and highlight Acuity expert capabilities which solve those customer problems.

What are you seeing that’s different in the workplace now vs. when you first started out?

When I started in May of 2020, the culture, landscape, and leadership team has changed completely.  The direction of the MER business unit has also changed.  In 2020, the direction of MER included gaining Continental United States Munitions Response contracts. As tasked, we were successful in winning two prominent federal contracts with the United States Army Corps of Engineers. Since then, Acuity has pivoted the direction of the MER business unit to broaden into an environmental business, while still pursuing Munitions Response work. This presents a challenging but exciting opportunity for Acuity!

Who are some of the most influential people in your personal and/or professional life?

While I’ve gained influence from many people in my life, my biggest influencers are my parents.  My parents are a constant source of inspiration and support for me.  They are smart. They are both emotionally and physically healthy, open-minded, honest, fair, kind, and overall great people.  They raised me to be an independent person, to believe in myself, and judge my successes and failures on myself and not the successes and failures of others.  I feel incredibly fortunate to have been gifted the foundation of their love and support and I wish for many other children to be as fortunate. Their support has allowed me to have a successful career in a male-dominated industry.

What are you passionate about?

I have spent most of my life exploring and traveling. I find that experiencing new cultures and ways of life is an enriching experience.

How can we help shed light on the importance and meaning of Women’s History Month?

The purpose of Women’s History Month is to celebrate the global, social, economic, cultural, and political achievements of women.  While companies can highlight some of history’s most influential women and provide that information to employees as a point of education, Acuity is focusing its efforts on current female employees who are accomplishing these achievements and celebrating them to their peers as part of a plan to create a culture of gender equality within the company.


Melanie Enman is Acuity’s Senior Capture Manager.  Connect with Melanie at melanie.enman@acuityinternational.com.

 

Acuity International Tapped to Support Hawthorne Army Depot Operations and Maintenance Services Contract

Acuity International, a leading provider of process and technology-based critical services to global government and commercial enterprises, today announced the award of a subcontract by Amentum in support of the Department of the Army, Army Materiel Command (AMC) Joint Munitions Command (JMC) for the operation and maintenance of the Hawthorne Army Depot (HWAD) located in Hawthorne, NV.

Hawthorne Army Depot (HWAD) stores conventional munitions, demilitarizes, and disposes of unserviceable, obsolete and surplus munitions; and maintains serviceability through inspection and renovation to ensure munitions readiness. Acuity will be responsible for demilitarizing and disposing of unserviceable, obsolete, and surplus and dispose of conventional ammunition, missiles and other related munitions and components.

“We are proud to support the U.S. Army in this complex and highly specialized operation,” said Mike Reynolds, President Global Mission Solutions. “Our team brings well-tested and adaptable methods, agility and deep domain expertise to support the Army’s mission.”

The Army initially awarded the contract to DynCorp International, which Amentum acquired in November 2020.

About Acuity International
Acuity International, headquartered in Reston, Virginia, provides process and technology-based critical services to global government and commercial enterprises. With expertise in a range of engineering and consulting, software solutions, medical care, occupational health, global mission, environmental remediation, and secure and complex construction management services, augmented by deep expertise in cybersecurity and cloud solutions, Acuity International is positioned to assist its customers in their critical missions anywhere in the world with the latest technology and repeatable processes. With 7,000+ employees in more than 30 countries, Acuity International is comprised of three business practices: Advanced Technology Solutions, Advanced Medical Solutions, and Global Mission Solutions. For more information, visit: https://acuityinternational.com/

 

How Predictive Analytics is Reshaping Workplace Health, Wellness, and Safety Planning

Predictive analytics is the practice of extracting insights from data and using that information to predict trends, patterns, and inform future outcomes. As consumers, we encounter predictive analytics in many aspects of our lives. It influences from what we purchase on Amazon to what we watch on Netflix.

But predictive analytics can also enhance employee health and wellness, and support business continuity. With the right tools and data, forward-thinking employers can yield valuable insights about improving the work environment, controlling absenteeism and presenteeism, retaining valued employees, and reducing workforce-related costs and risks.

Indeed, turning data about populations at risk (PAR) into an action plan for the business is a strategic opportunity that organizations can’t ignore. After all, if you don’t know where you are going, you might wind up someplace else.

Yield insights into populations at risk

A growing use case for predictive analytics in the workplace is employee health and wellness. Frequent workplace injuries or health issues have direct financial costs, including lost time, insurance premium hikes, workers’ compensation payments, and even litigation. Absenteeism due to illness is also costly, and presenteeism (working while sick) impacts both productivity and safety. Studies show that out of every dollar spent on health care benefits, $0.61 is spent on illness and injury-related absences and reduced work output.

At Acuity, we help organizations overcome these challenges. Using predictive health analytics and anonymized data – including demographics, job titles, worksites, claims data (workers’ compensation and indemnity), employee surveys, and turnover – we provide employers with valuable real-world insights about their populations at risk, such as those with health conditions or propensity for injury, and help them find patterns in this data to inform decision making.

In one engagement, I worked with a client to identify the health issues that were costly to the organization and had the most impact on absenteeism. The client assumed that cancer and heart disease were the most detrimental to productivity and had prioritized awareness around these conditions. But when we studied the data, it transpired that absent employees were largely predisposed to OB/GYN and skin problems – prompting a data-driven shift in the client’s wellness strategy to include family planning and skin cancer screening.

Understanding social determinants of health and productivity

Employee productivity, absenteeism, and presenteeism are also subject to societal challenges. We can know an employee’s demographics, health status, and where they spend their healthcare dollars, but what about other factors? For example, Employee A may neglect his health because he is busy caring for his elderly parents. Employee B shares one car with his working spouse, requiring long commutes using limited public transportation. While Employee C is a single parent who skips work on occasion to be present for her children.

With secondary, anonymized societal data sets, employers can more accurately identify the driving factors of lost workplace productivity and get answers to critical questions such as:

  • What factors keep their employees out of work?
  • Which employees are at risk?
  • What programs can be implemented to produce the best outcomes (flexible work arrangements, childcare programs, access to healthcare, dependent care assistance programs, etc.)?

 

Eliminate the guesswork and better manage employee risk

Another beneficial outcome of predictive analytics is that it helps businesses prepare for unforeseen circumstances and disasters that may impact workplace productivity.

For example, organizations can predict whose commute may be impacted by extreme weather by analyzing employee attributes such as home address and vehicle type. If a snowstorm hits, employers can quickly determine who can make it to work safely based on their location and access to a four-wheel-drive vehicle and who will be absent that day. This is especially important to employers who must ensure business continuity, such as federal agencies, law enforcement, critical infrastructure providers, and transportation operators.

Leveraging prediction to ensure successful outcomes

Companies have spent years trying to implement programs to address workplace health and safety. Yet these interventions are often generic or broad and not aligned with employee needs.

But by analyzing historical and demographic data, employers in any workplace – from the typical office to field operations teams – can model their workforce at an incredibly granular level. As a result, they can identify the driving factors of workplace incidents and absenteeism, develop targeted prevention strategies, and make informed decisions about procedures and policies to promote business continuity.

While predictive analytics can be challenging (due to large volumes of data from diverse sources, much of which must be anonymized and handled in confidence), predictive analytics ensures workplace leaders can make the most of available data and continuously improve operations and their bottom line.


About the author:
Dr. Joe Mignogna is Acuity’s Chief Medical Officer.  Connect with him at jmignogna@acuityinternational.com

Dr. Joe Mignogna, MD, MPH, CIME, FACOEM, Chief Medical Officer