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Board hears early results from Digby and Hinge Health wellness programs; staff to develop incentives
Summary
Trust staff reported early engagement and clinical indicators from a new Digby personalized nutrition program and ongoing Hinge Health virtual physical therapy; trustees asked staff to draft incentive proposals to increase enrollment and suggested premium reductions or other rewards.
Mohave County benefits staff presented early outcomes from recent wellness offerings and trustees asked staff to return with incentive proposals aimed at increasing participation.
Tori, the county's wellness consultant, briefed the board on Digby, a personalized nutrition and whole-person program launched July 1. "Since it launched July 1, there's now 153 users enrolled in the program," Tori said. She read two short user testimonials supplied by Digby, including one participant comment she quoted: "Since starting Digby, I've lost 10 pounds... Digby hasn't just helped me lose weight. It's given me my life back." Tori said early engagement metrics show improvements in reported IBS symptom severity and a 16% increase in average meal scores after roughly 30 days of participation.
Tori also reviewed Hinge Health, the trust's virtual physical therapy vendor. She said members complete an average of 44 treatment sessions in a year and reported clinical improvements: "55 percent of employees have experienced a reduction in anxiety, 44 percent a reduction in depression," she said, and noted a recent product addition for women's pelvic floor therapy.
Board members pressed staff on methods to increase male participation and on measurable return on investment. One trustee suggested paying employees to enroll, or offering premium reductions for participation; another recommended pilot incentives with clear monitoring and a one- to two-year evaluation horizon. Staff said Digby costs the trust about $1,050 per enrolled employee per year, billed quarterly, and that engagement definitions include regular app interactions and use of coaching features. Staff agreed to research incentive models (premium reduction, stipends, point-based rewards) and return with proposals before the March annual meeting.
No formal board action was taken; the board directed staff to develop concrete incentive proposals, to track engagement metrics and to report outcomes back to the trustees.
