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Advanced governance standards and a secure centralized database can drive an efficient, safe data environment to guarantee privacy and data blinding to ensure that consumers feel comfortable sharing their data. In turn, a health information marketplace carrying clinical and behavioral data could emerge to serve both public and private interests e.
Shifts are already taking place at a regulatory level to bring this reality to life: California recently published legal guidelines to promote effective sharing of behavioral health and substance use disorder information, and the General Data Protection Regulation in the EU and other privacy efforts are pushing the world toward increased personal data ownership and autonomy.
The confluence of factors such as increased data volume and more stringent regulations enables the safe sharing of behavioral health data from myriad sources. Increased sharing of data will better inform the current state of a person and will allow for proactive identification of potential behavioral health issues before they arise.
Interoperable data We believe data sharing will be underpinned by fully interoperable health data built on universal standards and carried on a personal, longitudinal life record. This record will collect holistic health data, including broader lifestyle information, that helps identify issues and opportunities with comorbidities.
The standardization of health platforms and electronic health records will enable the aggregation of data lakes. Organizations will apply artificial intelligence to this data to predict early onset of behavioral disorders and recommend interventions to improve behavioral health outcomes. These tools will be especially powerful in the context of behavioral health because of the complex array of factors that affect behavioral health outcomes: The more data sources that come together because of interoperability, the better.
These changes needed to create this future are already underway. For example, Apple, Amazon, Google, and Microsoft all committed to supporting data interoperability in health care by publishing open-source, cloud-based software solutions to support greater interoperability. Empowered consumers As a result of these changes, we believe consumers will have better access to high-quality treatment, increased control over treatment modalities, and a higher quality overall experience.
They will increasingly choose to use highly personalized health tools for self-care and to sustain health independently, while fair pricing and increased access to high-quality services will promote equity in care. And consumer data ownership will also mean that consumers are able to monetize that data if they so choose. As a result, care providers will put increased emphasis on operating in a more consumer-centric way. In a step indicative of this direction, US Medicare reimbursement rules are being updated to be linked to patient satisfaction scores.
What types of opportunities will these disruption factors create? While these trends are powerful, the future envisioned is not inevitable. To make the vision possible, players across the behavioral health landscape will need to build on these trends to create broader change. Insurers, care providers, employers, and government policymakers will each need to take distinct steps to make this future a reality and seize the relevant opportunities.
Insurers Insurers from both the private and public sector should build on these trends by focusing more concretely on building plans that offer behavioral health support and on holistic, preventive care for their members. Doing so will drive an overall reduction in costs and allow insurers to meet the changing needs of their members.
Opportunities for health care players Insurers, care providers, employers, and government policymakers each have distinct opportunities to build on the disruption factors and create a better future for behavioral health. Insurers can leverage the incredible array of data at their fingertips to forge new relationships with members, allowing for preventive interventions to address behavioral health needs.
Care providers can incorporate an array of new technologies into their practice to provide personalized care to their patients. Employers can offer differentiated behavioral health support to their employees that improves performance and retention. Government policymakers can facilitate deeper partnership across industry players by helping to create shared ethical and regulatory frameworks focused on innovative behavioral health technology. This access provides the chance to apply sophisticated analytics to that data to produce behavioral health insights.
As interoperability and data sharing increase, insurers will be able to merge the data with a deep understanding of the drivers of health and clinical symptoms of behavioral diseases. These products can run alongside direct-to-member care that builds on the data and analytics infrastructure to enable preventive interventions and tailored solutions for complex behavioral health conditions.
Executing on these shifts will require doubling down on investment in the technology, data infrastructure, and advanced analytics required to take advantage of the data that insurers already have. Insurers across the world have already begun to face down the challenge of updating legacy technology systems and fighting global technology firms for the talent needed to deliver on these changes.
They might also consider piloting creative programs with their own employees that could eventually be scaled more broadly. Insurers will also need to broaden the types of behavioral health care networks they offer members, in part by finding ways to creatively reimburse providers for a wider array of preventive behavioral health services.
Such steps will be necessary to expand access to care and to support business models that leverage the array of potential provider types, new technology systems, predictive information, and increasingly personalized interventions that can help solve behavioral health challenges. These steps will also help drive access to care and build better relationships with consumers.
These adjustments will be challenging, as they may require experimenting in plan design or creating test-and-learn modalities to determine whether taking steps like waiving cost sharing for behavioral health needs might create long-term benefit. Care providers Care providers must build on these disruption factors to deliver better care for their patients. Increased data sharing by consumers, including from apps, wearables geared toward behavioral health, and deployment of telepsychology and virtual care, can enable providers to create and deliver preventive, personalized care solutions supported by advanced predictive modeling and analytics.
Providers have an opportunity to leverage emerging technology to enable these interventions as well—but doing so will entail significant shifts in the way behavioral health care is delivered today. An enormous array of technology options is emerging that can support patient care, such as self-guided, gamified treatment to virtual assistants and AI that can be used to ensure better care for patients through enhanced digital triage processes, augmented and virtual reality treatments, and computational psychiatry.
Care providers can leverage each of these changes—and many more—to deliver better outcomes for their patients. Meanwhile, providers will need to augment workforce capacity through community and in-home behavioral health care to ensure individuals receive treatment as early as possible. Physicians of all specialties will simultaneously need to integrate preventive behavioral health treatment into care.
Both steps will require creative workforce planning and tailored education. To that end, providers globally will need to continue to lean further into value-based financing models that compensate providers based on the overall quality of care. Such a shift will allow providers to invest in the preventive care required for behavioral health, mitigating any downstream financial consequences for earlier intervention.
The challenges of these shifts—from implementing a new culture to aligning workforce incentives with organizational goals—can be tremendous. Nurturing a collaborative relationship with insurers and aligning on goals to address behavioral health will be essential to succeeding in this context. Technology that is set to transform the behavioral health ecosystem An array of disruptive technology is already emerging to support—or compete with—major players in the behavioral health ecosystem.
Virtual assistants are AI chatbots and emotion-based algorithms that provide psychological support often based on clinical techniques , information, and resources using a natural interaction that is low stigma and scalable. Emerging example: Tess is a mental health chatbot that delivers emotional well-being coping strategies to its users.
Emerging example: NeuroFlow provides a suite of tools to enable remote monitoring and behavioral health integration across the continuum of care, including psychology, primary care, and pain management settings. Emerging example: Unmind is a workplace mental health platform empowering organizations and employees to measurably improve their mental well-being through scientifically backed assessments, tools, training, and signposting.
Emerging example: WVU Medicine recently launched a clinical trial using deep brain simulation DBS for patients suffering from treatment-resistant opioid use disorder. DBS, or brain pacemaker surgery, involves implantation of tiny electrodes into specific brain areas to regulate the structures involved in addiction and behavioral self-control.
Doing so is crucial to business success: It will be required both to compete effectively for talent and to help workers thrive. Such an effort might include having employees opt into passive behavioral health data collection that can be leveraged to support employee needs. The greatest challenges employers will need to navigate in this context are ethical and cultural.
In the process, employers must also show employees that engaging with their behavioral health at work will not harm their career trajectory. As a starting point, employers could appoint ethics and health data protection officers to manage and protect data, as is the case with private health information across the world.
They can also go beyond traditional employee assistance programs to offer higher quality, differentiated behavioral health support that allows employees to pursue their well-being holistically. Employers not familiar with the delivery of such services may stumble in implementing them. Park Place offers a number of services for adults, including individual and group therapy, detox, and residential care.
Detox This program is designed with safety as our top priority. In our detoxification unit, we will help you on your road to recovery. Protocols are in place to safely and gradually taper off from drug and alcohol use with as few withdrawal symptoms as possible. Recovery-oriented Services Recovery-Oriented Counseling Our treatment helps you work towards long-term sobriety while maintaining much of your everyday routine.
As the least intensive of our services, our Outpatient Services may be the starting point or last part of your journey to recovery. Our quality and individualized care will improve your health and sense of community as part of our continuum of care.
Medication Assisted Treatment Here at Park Place, we have access to the tools needed to meet your goals towards a better lifestyle. Vivitrol is an FDA-approved medication used to treat opioid and alcohol addiction. Administered once a month, the treatment reduces opioid and alcohol cravings, reduces and prevents relapse, and breaks the dependence on opiates and alcohol.
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