1. Myth: Mental health problems don’t affect me.

Fact: Mental health problems are actually very common.

Annually, about:

• One in five American adults experienced a mental health issue
• One in 10 young people experienced a period of major depression
• One in 25 Americans lived with a serious mental illness, such as schizophrenia, bipolar disorder, or major depression
• Suicide is the 10th leading cause of death in the United States. It accounts for the loss of more than 41,000 American lives each year, more than double the number of lives lost to homicide.

2. Myth: Children don’t experience mental health problems.

Fact: Even very young children may show early warning signs of mental health concerns.

These mental health problems are often clinically diagnosable, and can be a product of the interaction of biological, psychological, and social factors. Half of all mental health disorders show first signs before a person turns 14 years old, and three quarters of mental health disorders begin before age 24.

Unfortunately, less than 20% of children and adolescents with diagnosable mental health problems receive the treatment they need. Early mental health support can help a child before problems interfere with other developmental needs.

3. Myth: People with mental health problems are violent and unpredictable.

Fact: The vast majority of people with mental health problems are no more likely to be violent than anyone else.

Most people with mental illness are not violent, and only 3%–5% of violent acts can be attributed to individuals living with a serious mental illness. In fact, people with severe mental illnesses are over 10 times more likely to be victims of violent crime than the general population. You probably know someone with a mental health problem and don’t even realize it, because many people with mental health problems are highly active and productive members of our communities.

4. Myth: People with mental health needs, even those who are managing their mental illness, cannot tolerate the stress of holding down a job.

Fact: People with mental health problems are just as productive as other employees.

Employers who hire people with mental health problems report good attendance and punctuality as well as motivation, good work, and job tenure on par with or greater than other employees.

When employees with mental health problems receive effective treatment, it can result in:

• Lower total medical costs
• Increased productivity
• Lower absenteeism
• Decreased disability costs

5. Myth: Personality weakness or character flaws cause mental health problems. People with mental health problems can snap out of it if they try hard enough.

Fact: Mental health problems have nothing to do with being lazy or weak and many people need help to get better.

Many factors contribute to mental health problems, including:

• Biological factors, such as genes, physical illness, injury, or brain chemistry
• Life experiences, such as trauma or a history of abuse
• Family history of mental health problems

6. Myth: There is no hope for people with mental health problems. Once a friend or family member develops mental health problems, he or she will never recover.

Fact: Studies show that people with mental health problems get better and many recover completely.

Recovery refers to the process in which people are able to live, work, learn, and participate fully in their communities. There are more treatments, services, and community support systems than ever before, and they work.

7. Myth: I can’t do anything for a person with a mental health problem.

Fact: Friends and loved ones can make a big difference and be important influences to help someone get the treatment and services they need by:

• Reaching out and letting them know you are available to help
• Helping them access mental health services
• Learning and sharing the facts about mental health, especially if you hear something that isn’t true
• Treating them with respect, just as you would anyone else
• Refusing to define them by their diagnosis or using labels such as “crazy”

Help is available.

For additional information, visit MagellanHealth.com/MYMH

What is the difference between mental health and mental illness? The former refers to our emotional and psychological state, our social well–being and how we feel about ourselves and interact with others. Mental health is not the same as mental illness, although poor mental health can lead to mental and physical illnesses.

When we have good mental health, we are resilient, can handle life’s challenges and stresses, have meaningful relationships and make sound decisions. Being mentally healthy, like being physically healthy, is important at every stage of life, from childhood and adolescence through adulthood and old age.

Being mentally healthy is influenced by life experiences, relationships with others, physical health and one’s environment. Just as people may experience physical problems over the course of their lives, they may also experience emotional or mental health problems that affect their thinking, mood and behaviors. This does not necessarily mean that a person who is going through a difficult time and is experiencing poor mental health has a mental illness. Feeling miserable and socially isolated are red flags that one’s mental health needs attention.

The benefits of improving one’s mental health are well worth the effort. Being mentally healthy helps you feel confident in your worth and abilities, accept your strengths and weaknesses, set realistic goals and create a sense of meaning and purpose in your life. Emotional health and mental health are closely intertwined, and both can positively or negatively impact physical health as well.

What is Mental Illness?
Mental illness refers to a wide range of disorders that affect mood, thinking and behavior. Mental illness can affect anyone regardless of age, gender, social standing, religion or race/ethnicity. People with mental illness often experience distress and problems functioning at work, home and in social situations. Mental illness is not something the person can “overcome with willpower,” and can be caused by biological factors such as genes or brain chemistry, trauma and abuse, and family history of mental illness.

The major types of mental illness include:
• Depression
• Anxiety
• Mood disorders, including bipolar
• Personality disorders
• Schizophrenia
• Trauma disorders
• Eating disorders
• Addictive behaviors

Mental illnesses are common in America, and approximately one in five adults lives with a mental illness (43.8 million in 2015.)1 While depression and anxiety are two of the most common disorders, mental illness includes many different conditions that range from mild to moderate to severe. People who don’t have a mental illness might still be impacted by the mental illness of a friend or family member.

Signs and symptoms of mental illness vary, but may include changes in sleep, appetite, and energy level, severe mood swings, persistent thoughts or compulsions, hearing voices, social withdrawal, feeling sad, hopeless, or agitated, having trouble performing everyday tasks, or wanting to hurt oneself or others.

With the right treatment, people can and do recover from mental illness. Friends and family members can be important influences to help someone get the treatment and services they need. Primary care physicians can refer individuals to psychiatrists and other professionals who specialize in mental health treatment. Treating a physical illness might require medications and physical therapy, and treating a mental illness might also require medications and different therapies. For many people, the first step is to recognize there is a problem and be willing to accept help.

For more information on treatment resources, contact:
National Institute of Mental Health
https://www.nimh.nih.gov/health/find-help/index.shtml

NAMI (National Alliance on Mental Illness)
http://www.nami.org/

Substance Abuse and Mental Health Services Administration (SAMHSA) https://findtreatment.samhsa.gov/https://www.mentalhealth.gov/

Mental Health.gov
https://www.mentalhealth.gov/
Help is available. For additional information, visit MagellanHealth.com/MYMH

1. https://www.nami.org/learn-more/mental-health-by-the-numbersd to replace a visit with a provider. Magellan Health does not endorse other resources that may be mentioned

Read more more about this topic from Magellan Health Insights

The following is an excerpt from an article appearing in the American Journal of Managed Care (AJMC)

One out of four patients who receive long-term opioid therapy in primary care settings struggle with opioid use disorder (OUD), according to Centers for Disease Control and Prevention research. While conversations around opioid addiction are beginning to impact physician prescribing patterns, there is still much progress to be made around treatment and recovery solutions for those battling OUD.

One important option that requires greater attention: the need to leverage an integrated team approach in opioid treatment and recovery.

Recent research points to the value of a holistic approach to opioid recovery delivered in a community setting. Such an approach may include relapse prevention medications; group and individual counseling; physician visits for medication management; mental health therapy; and psychiatric treatment for cooccurring disorders. But there are barriers to accessing holistic opioid recovery treatment within the patient’s community. Such barriers can include lack of mental health resources, stigmas associated with certain treatment options, limited availability of specialized providers, difficulties navigating the complexities of substance abuse treatment, and insufficient capacity.

Overcoming the challenges to a holistic approach to opioid recovery is critical to engaging patients safely and comfortably and supporting sustained recovery. The following five elements contribute to a successful integrated approach.

You can read the rest of the article in the American Journal of Managed Care (AJMC).

Is it necessary to explicitly focus and call attention to the obvious fact that I am a woman in technology? You might not think so these days. Women have accomplished so much since the first bra was burned, that it would be understandable if you believed that we have established and gained enough ground to just be people in technology.

The reality is, unfortunately, there remains a staggering degree of inequality. Last month, the New York Times published an article titled “The Top Jobs Where Women are outnumbered by Men Named John.” The article reveals that there are fewer women among Chief Executives of Fortune 500 companies (5%) than there are men named James (5%); fewer female Venture capital investors in the largest tech deals of the last five years (9%) than there are men named David, James and Peter 11%.

You may giggle at first when reading the article, but its conclusion is stunning: it is more likely that the names of the men in charge will change sooner — fewer Johns and Roberts and more Liam’s and Noahs — than the number of women.

This is a reality that we cannot ignore, and one that exists all over our industry. While some of us women may not “feel it” as much as others, we are all still subject to “it.”

The World of Economic Forum’s 2016 Industry Gender Gap report recognizes that in “nearly all industries and geographies there has been a marked shift away from deliberate exclusion of women from the workplace, there continue to be cultural beliefs that lead to unconscious biases. This includes perceptions that successful, competent women are less “nice”; that strong performance by women is due to hard work rather than skills; and assumptions that women are less committed to their careers.”

We women have all felt this. The one woman that can be “tough enough” always gets through, but not all of us. We internally debate with ourselves whether to be more like our male counterpart in order to simply be heard in a meeting. Sometimes it is a question of style, but more often than not, we don’t have a seat at the table. And when we “power through it all” we still struggle to find a lot of role models to look up to.

I personally attribute my success to relentless stubbornness, shameless self-confidence (which often gets mislabeled since I am a woman) and sometimes blunt confrontation. Still, many times throughout my career I was asked to sit on the sidelines. I was encouraged to “focus on my wedding planning activities, rather than worrying about a promotion” which by the way I well deserved and earned.

At Magellan, we have decided that the only way to overcome these inequalities is to take them on proactively. That is why, in 2018, we have formed an internal ‘Women in Technology’ (WIT) change leadership group.

Being at a company that is not only willing to discuss and support a Women In Technology group, but is actually ready to “put their money where their mouth is” is refreshing.

The WIT group we established has taken off and I am so happy to see the responses, the community and the peer (gender agnostic) support we are offering to women across Magellan IT and beyond.

Our group is not exclusive to women, in fact we need everyone involved to truly make a difference, because our goals are critically important:

• We are focused on fostering female employee development and growth across the IT organization.
• We want to see more of us out there – we want our talent pipeline and the recruiting tactics to bring women to the table.
• We aim to encourage young women in the middle and high schools our communities to consider, try and stick with STEAM (Science, technology, engineering, arts and mathematics).
• We want to support each other through peer-mentoring.
• We want to bring role models forward to provide insights into the possibilities.

Ultimately, we want a future where being a woman in technology is not a heroic accomplishment, and super powers are not needed to claim our earned and well-deserved seat at the table.

Exponential Organizations (ExOs) deliver outcomes (or impact) that are disproportionally (10x) greater than their traditional competitors through the use of innovative business models, organizational techniques and digital technologies. Over the past two years, we at Magellan have developed, implemented and are continuously improving a new approach for managing IT in ExOs. Magellan Exponential IT (ExO IT) is a digital and cloud-first healthcare strategy that is enabled by agile operational processes and implemented by a highly engaged learning organization. These three basic components of ExO IT – Digital Strategy, Agile Operations and Learning Organization, work together in a cadence to deliver iterative technology enabled capabilities that build on each another to deliver business agility, 10x results and be adaptive to meet the evolving needs of today’s healthcare industry.

Earlier this year, we started to automate Magellan’s ExO IT model through a highly scalable, secure and always-on system called DREAMS (Digital Real-time Management System). DREAMS has six modules that are built on ServiceNow (Kingston) platform using a customer focused low-code, no-code approach. With DREAMS, we aim to deliver minimum efficient scale through the use of today’s cloud-based technologies, ubiquitous access, real time insights and lean processes. It is highly influenced by Design Thinking, Lean Thinking (The Toyota Production System), Agile Methods, and the Amazon Way (Customer first, develop press releases, two-pizza team etc.). The broad scope of DREAMS includes:

1. Lead IT – This module operationalizes and automates our ExO IT strategy through focused and highly visible initiatives and expected outcomes. It does this through several Lean Thinking work products such as the X-Matrix, Leader Standard Work, Visual Management Systems, Initiative Press Releases, Project A3s and OKRs. At the center of Lead IT is a Digital 5S System. 5S (Sort, Standardize, Set-in-order, Shine and Sustain) is a Lean Thinking technique that makes the most frequently used and current and properly configured tools available to the right people, at the right time and at the right place. The Digital 5S is used to enable a highly engaged, productive and collaborative IT leadership team.
2. Manage IT – This module aims to maximize the throughput of IT by continuously aligning demand with the supply of IT at the most optimal cost. Manage IT standardizes and automates IT Service Delivery capabilities such as demand, resource, capacity, portfolio and financial management. This module is built around the Magellan Asset Portfolio (MAP) and it provides an easy to use and easy to search repository of infrastructure and application assets used within Magellan. MAP is enabled and operationalized through Service Owners and Solution Owners within our ExO IT organizational model.
3. Ask IT – This module aims to improve employee productivity by helping them request and receive IT solutions and services through simple, secure, easy-to-use, reliable and context-aware experiences. Ask IT implements a Services Portal and Services Catalog that can be used by employees to order, track and receive solutions and services in a way that is similar to leading online services such as Amazon.
4. View IT – This module focuses on driving continuous improvement within ExO IT by providing access to real-time dashboards, interfaces, benchmarks, metrics and outcomes used to measure the effectiveness of IT and its operations.
5. Secure IT – This module automates Security Operations, GRC, adherence to standards, audit controls and other mission critical functions related to protecting the security and privacy of healthcare information and
6. Operate IT – This module focuses on delivering predictable, secure, always-on operations using standardized and automated IT Service Management capabilities in the areas of Incident, Problem, Change, Event, Release and Capacity Management.

We are currently in flight with rolling DREAMS V1.0 out to the leadership ranks within Magellan IT. This release provides limited scope across all six modules and represents a significant step forward. We have 4 more releases planned for 2018. These releases will add more functionality and roll these capabilities out to a broader audience within Magellan.

Our own Seth Feuerstein spoke recently at the APA annual meeting about how Digital Mental Health Care is increasing access and delivering positive outcomes.

“Here’s what’s interesting…subjectively, patients described [the digital program] as by far the most positive experience they have when they go to that center,” said Feuerstein. “Their engagement with it was kind of off the charts.”

You can read about Seth’s comments and more at the American Journal of Manage Care by clicking here

April is Autism Awareness Month and another opportunity to promote inclusion and self-determination for those on the autism spectrum. Like many impacted by this challenging disorder, my family has our own story and my hope is that by sharing it, we can help others.

Our now nine year old son, Vaughn, was diagnosed with autism at 18 months. A mere 13 months younger than his typically-developing sister, my husband and I could tell that something was not quite right with our son. Vaughn wasn’t walking or talking and was overly-obsessed with anything that spun. He wouldn’t make eye contact with people and wasn’t motivated to engage with our family. It was both scary and heartbreaking and we knew we needed to do something. Little did we know how much our next steps would change, and continue to shape, our lives.

Artwork by Vaughn

The day we were given the diagnosis was one of the hardest days of my life. I worried about my son’s future and whether he would ever learn to communicate his needs, make friends or even live independently. As a mother, you want those things for your children and you worry when the future path isn’t clear. Thankfully my husband and I parked our tears and bonded together to do everything we could to change the trajectory of Vaughn’s life. We quickly immersed ourselves in learning all we could about this complex and wide spectrum disorder, discovering just how important it was to intervene early and often for the biggest impact. And we did just that; fully determined, we dove in and never looked back.

While most children were enjoying the freedoms of exploration and play, Vaughn was working as many as 35 hours a week for years on things that would seem so simple to some—things like learning how to speak and shape sounds, how to play appropriately with toys and even how to properly engage other children and people. My husband and I often marveled at how hard Vaughn worked and how little he complained. However, as parents, we often struggled to strike the balance between being therapists consistently executing interventions and being just a regular mom and a dad to both of our children.

Fortunately, and with the help of many wonderful people and organizations, we were able to effectively navigate the system and provide Vaughn with comprehensive services and support, some of which he still receives today. Vaughn is in a typical classroom, participating in typical activities and has many friends. He is a talented artist with a creativity and sense of design well beyond his years. And, most importantly, he has a loving and supportive big sister that celebrates his success, despite the years of being in her brother’s autism shadow. We are fortunate.

In an effort to honor those that have helped us and to give back to our community, I have joined the board of directors at Arizona Autism United as they have played, and continue to play, a key role in Vaughn’s treatment and success. It is my goal to do whatever I can to support this organization that has done so much for my family and share what we have learned to help other families struggling with autism in our community.

I’ve said it a million times, and will say it again. If I could go back in time to the day Vaughn was diagnosed and change things, I wouldn’t. He is such a special and creative person that has positively shaped how our family sees the world. Our journey has made us who we are and we are grateful for the lessons we’ve learned and the people we’ve met along the way. This Autism Awareness Month, take the time to learn more about autism and what you might be able to do to help those in your own community.

In honor of World Hemophilia Day, Magellan Rx Management has released results from the first six months of its hemophilia management program launched in collaboration with Health New England, a non-profit health plan serving the commercial, Medicaid and Medicare markets.

Hemophilia is a rare genetic bleeding disorder, for which treatment is expensive and difficult to manage. The average annual cost per member with severe hemophilia can exceed $250,000, and may be upward of $1 million for members who have developed inhibitors. Personalized care programs for patients with hemophilia aim to reduce unnecessary costs while improving the overall quality of care.

“As April 17 is World Hemophilia Day, we’re excited to bring hemophilia care into the spotlight and highlight the early results achieved with Health New England through our hemophilia management program,” said Haita Makanji, vice president, clinical specialty solutions at Magellan Rx Management. “Through personalized interventions, we’re able to better determine the individual member needs and coordinate across key stakeholders to deliver a truly personalized care program that ensures members with hemophilia receive best-in-class care and achieve optimal outcomes.”

Since launching the hemophilia management program in August 2017, Magellan Rx Management and Health New England have standardized care across various stakeholders without compromising patient outcomes, resulting in:

• Optimized doses through assay management or pharmacokinetic (PK) testing in 50 percent of members
• Reduced average assay dispensed in prophylaxis patients from 5 percent to 1 percent, reducing the potential for waste
• No breakthrough bleeding reported from members who had a dose reduction

“In the past eight months of collaboration with Magellan, we’ve achieved our goals of ensuring high quality of care for members with hemophilia while minimizing potential waste created through excess dispensing and inappropriate dosing,” said Andrew J. Colby, R.Ph, MBA, Health New England’s pharmacy director. “By announcing our hemophilia management program results on World Hemophilia Day, we hope to raise the profile of this condition and look to continue to make strides in standardizing best treatment practices to benefit members across the country.”

The hemophilia management program aims to enhance overall quality and personalization of hemophilia care by coordinating with prescribers, members and pharmacies while reducing unnecessary costs. Key elements include:

• Helping payers analyze information related to member bleed history and hemophilia treatment patterns.
• Standardizing dispensing and optimal dose protocols to promote best practices and improve transparency in hemophilia care.
• Updating policies to encourage individualized treatment regimens based on member-specific metabolic factors.