Partnership for Workplace mental Health

IBM


 
Date of Entry: 8/1/2006
Major Locations: US- Northeast
Westchester, NY (HQ)
Industry:
Manufacturing
Employer Description: Invention, development and manufacture of advanced information technologies, including computer systems, software, storage systems and microelectronics, as well as professional solutions, services and consulting businesses worldwide.
Total Number of Employees: 319,000     
Contact:
Juan Prieto, Health Benefits Program Manager - JPrieto@ibm.com
Problem Statement: IBM was spending up to 30% of its total outpatient dollars on long-term outpatient cases. They built a Care Advocacy Model, developed by their Mental Health Care Program, by successfully integrating their disease management, medical, pharmacy, disability, Workers Compensation, work/life programs, and behavioral health services to: 1) improve patient outcomes, 2) reduce time away from work, and 3) minimize the cost and impact of behavioral health conditions on the workplace and healthcare costs. They initiated the Outpatient Care Management pilot in 2002. It focused on the long-term outpatient cases, 70% of which were electronically flagged for aggressive care management intervention.



Examples of Mental Health Innovation:
Evaluation/Metrics -
  • Preliminary results are positive. In 2003, the program generated savings of $500,000 in outpatient costs — $100,000 more than it generated in 2002
  • Detailed Description

Health Plans -
  • Requires that attention be paid to the overlap and interplay among the various aspects of their employees’ lives rather than isolating the employees’ physical conditions
  • Detailed Description

Integration -
Wellness -
  • Promotes early identification and intervention for individuals who may have behavioral health problems co-occurring with other medical conditions.
  • Detailed Description


Click here for additional links and references about IBM programs.



Evaluation/Metrics - Preliminary results are positive. In 2003, the program generated savings of $500,000 in outpatient costs — $100,000 more than it generated in 2002. Outpatient costs went down by $400,000 in 2002 (pilot year) and by $500,000 in 2003. In addition, IBM saved money because vendor staffing could be reduced. IBM was spending up to 30% of its total outpatient dollars on long-term outpatient cases. As part of the Care Advocacy Model, IBM initiated the Outpatient Care Management pilot in 2002. It focused on the long-term outpatient cases, 70% of which were electronically flagged for aggressive care management intervention. The result: outpatient costs went down by $400,000 in 2002 and by $500,000 in 2003. In addition, IBM saved money because vendor staffing could be reduced. Mr. Prieto said that the program is going to cost 3% less in 2004 than it did in 2003 as a result of the bid procurement savings and the increased use of technology.

IBM’s behavioral health vendor reported that 70% of individuals accepted a referral to at least one service offered through the outreach program. Overall rates of treatment within families increased from 2.2 % to 8.8%. Ninety-five % of individuals were satisfied with the help received from the outreach program. The number of outpatient cases that later required acute or intermediate care was reduced by 50%. Medical costs declined when members used behavioral health specialty care.

 


Health Plans - IBM’s clinical approach requires that attention be paid to the overlap and interplay among the various aspects of their employees’ lives rather than isolating the employees’ physical conditions from their emotional health or their workplace life from their personal life.

Patients in need of behavioral healthcare are identified in the following ways:

•  Health risk assessment
•  Medical claims analysis, followed by outreach
•  Medical department or EAP referral
•  Screening by disability personnel
•  Screening by Workers’ Compensation carriers, followed by outreach calls
•  Telephonic screening by medical plan nurses using behavioral health risk appraisal tools
•  Referrals from primary care physicians and medical specialists.

Throughout the process, data are compiled from all appropriate third parties to coordinate medical management, member support, and finance.

 


Integration - The Care Advocacy Model embraces a holistic strategy of care. “Given the high prevalence of depression and anxiety with numerous chronic conditions,” said Juan Prieto, Health Benefits Program Manager at IBM, “it was important to develop a program that truly addressed patient needs.” He noted that behavioral health is not only the largest and fastest growing pharmacy expenditure, it is also a critical factor that can exacerbate problems in other medical areas, adding to costs and time away from work. IBM empowers its membership to make healthy decisions and be wise consumers of healthcare.

Program Focus. The Care Advocacy Model focuses on coordination between IBM’s external vendors and internal programs. It includes the following elements:

• Care coordination with medical vendors, especially between the behavioral health vendor and major medical vendors
• Coordination with primary care physicians
• Analysis of pharmacy data
• Work/life support
• Short-term disability (outreach to employees on or at risk of disability)
• Outreach services (telephonic assessment, education, strategies to improve outcomes, and referrals to appropriate resources for at-risk patients).

Integrated Database. IBM uses an interactive and integrated database managed by Ingenix. Claims data from behavioral, medical, pharmacy, disability, and others are integrated into a “registry” of patients. In this way, individuals who may be at risk for a behavioral health disorder along with their medical condition can be identified and appropriate intervention made.

 


Wellness - The Care Advocacy Model promotes early identification and intervention for individuals who may have behavioral health problems co-occurring with other medical conditions. It also promotes care coordination across carriers, proactive outreach to prevent illness and wellness, and integration of medical, behavioral, and pharmacy data.

The program uses claims information, medication interventions, scientifically advanced surveys, etc., to proactively identify members who may be having behavioral health issues or may be at risk. These members receive personalized outreach and (with their permission) a Wellness Survey that identifies at-risk individuals, potential comorbidity, and psychosocial stressors.

Comprehensive care advocacy then helps guide members to the appropriate level and duration of care. All individuals at high risk and individuals accepting services are carefully monitored to encourage a successful outcome.

“By addressing the behavioral health issues that affect recovery from medical illness and long-term health and by getting people who are at risk into appropriate services earlier, the program helps manage both medical care costs and related productivity loss,” Mr. Prieto said. “At the same time,” he added, “IBM provides enhanced, integrated care for its employees.”



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