As an employer, does your organization have departments with tasks or duties that never seem to get done? If you are like many employers in Ohio, the answer to this question is yes.
One possible solution to create a win-win scenario for both your organization and your injured workers is to consider implementing a transitional work program with the assistance of grants offered by the Ohio Bureau of Workers’ Compensation (BWC). Transitional work is a cost containment strategy for workers’ compensation that helps injured workers return to productivity in the workplace by providing modified job duties that accommodate their medical restrictions due to work-related injuries. In turn, the employer reduces the costs associated with long-term claims and improves overall company productivity.
“Implementing a transitional work program is an ideal way to keep injured workers engaged in their employment and assist them with their income stream,” says Randy Jones, senior vice president, TPA Operations for CompManagement, Inc. “But it also offers the employer an alternative to downtime, the retention of knowledgeable and experience employees, and lower premium costs by preventing a loss in wages and payment of compensation by BWC.”
Smart Business spoke with Jones about the monies that are now available for your business in Ohio.
Who is eligible to receive a grant?
All active employers, both public and private, participating in the state-funded workers’ compensation program are eligible for the grant. Self-insured employers and state agencies are not eligible.
An employer must also be current with respect to all payments due to the BWC and have no cumulative lapses in coverage in excess of 40 days within the 12 months preceding the application date. Employers that received a transitional work grant through the BWC’s prior program from 2001 to 2006 will not be eligible for a new grant but will be eligible for a performance bonus. Employers that may have an existing transitional work program without use of a prior grant are also eligible only for a performance bonus after their current program is reviewed and approved by BWC.
Why should my organization apply for this grant and implement a transitional work program?
A transitional work program provides an alternative to lost time and allows an employer to minimize workers’ compensation disability costs associated with lost work days, compensation, and reserves. Often with minor modification in job duties or hours, an employee is able to return to work following an injury. The idea is to return an injured employee to gainful employment activities as soon as possible to avoid the so-called ‘disability trap.’
Injured workers receive a full paycheck, with the goal of returning to their original job. The advantages include a reduction in costs associated with long-term claims, improved productivity, lower injury downtime, improved employee recovery time, increases in employee morale and a protection of your work force investment, as the loss of experienced employees will result in costs associated with hiring new employees.
How is the amount of the grant determined?
BWC determines the amount of the grant based on employer size and the complexity of services needed for transitional work. Factors include the employer’s payroll, job classifications, job analyses needed and collective bargaining units.
How does the application for grant monies work?
Applications are received and reviewed by BWC. The application form is available on its website at www.ohiobwc.com. Key components will include policies and procedures, job analyses, program evaluation criteria, medical provider listing and employee education.
Who can develop a transitional work program for my organization?
Transitional work developers certified to participate in the Health Partnership Program as a vocational rehabilitation case manager, occupational therapist or a physical therapist can assist your organization. Your developer of choice must also complete BWC-sponsored transitional work development training prior to delivering programs and have verified experience in developing programs or verified mentoring experience according to BWC’s transitional work policy.
Any costs associated with a transitional work developer preparing and submitting a proposal to an employer are not reimbursable under the grant.
Can my organization receive additional monies for participation?
A separate application may be filed to receive a performance bonus of up to 10 percent. The calculation occurs at six months following the end of the applicable policy year (June 30 for private employers, Dec. 31 for public) and is dependent on the number of eligible claims and successful use of the program.
All claims with injury dates within the applicable policy year will be evaluated to determine how many had the potential for transitional work services and how many of those actually utilized those services. Say an employer had 12 claims during the policy year and 10 met the requirements for transitional work. Of those 10, five injured workers were offered and accepted transitional work services. Because 50 percent of eligible claims were helped by transitional work, the employer would receive 50 percent of the possible 10 percent bonus, which equals 5 percent.
Are there deadlines for applying for the grant?
There is no deadline for applying for the grant, but there is for the performance bonus. For private employers the deadline is the last business day of April; for public employers it is the last business day of October.
Randy Jones is the senior vice president of TPA Operations for CompManagement, Inc. Reach him at (800) 825-6755, ext. 65466, or Randy.Jones@sedgwickcms.com.
Insights Workers’ Compensation is brought to you by CompManagement, Inc.
Employers today are experiencing escalating health care costs associated with the significant increase in health risk factors, such as obesity, chronic disease and an aging work force. The impact these conditions and others have on workers’ compensation costs is generally left out of the equation. Studies have shown that workplace wellness programs have the ability to generate a significant reduction in return-to-work days, frequency and severity of claims, as well as presenteeism or absenteeism and the cost of health care benefits. Depending on accepted metrics, the return on investment (ROI) for employers can reach $6.50 for each dollar of investment.
“Implementing workplace wellness programs not only can improve the health and well-being of Ohio’s employees, but also impacts one of the largest operational expenses for an employer, workers’ compensation premium. With grant monies now available from the Ohio Bureau of Workers’ Compensation (BWC), even small employers have the ability to access resources that usually only the larger employer can afford,” says Randy Jones, senior vice president, TPA Operations for CompManagement, Inc. Smart Business spoke with Jones about the monies that are now available for your business in Ohio.
Why did the BWC start this grant initiative?
To meet the challenges of obesity, rising incidence of chronic diseases, and the aging work force, BWC recently established a Workplace Wellness grant. The objectives are to limit and control the escalating cost of workers’ compensation claims through addressing these health risk factors as well as to reduce health care costs for employers and improve the health of Ohio’s work force.
In 2010, 25 to 29 percent of Ohio’s adult population was considered obese (body mass index equal to or greater than 30) and the largest percent of our work force was between the ages of 45 to 54. Research has shown these challenges contribute to increased incidence and cost of workplace accidents and illnesses.
Who is eligible to receive a grant?
All employers (public and private) participating in the state-funded workers’ compensation program are eligible for the grant. Self-insured employers are not eligible. The employer may not currently have a wellness program in place, which consists of a tool that measures health risk factors plus programs that are designed to address those factors. If an employer does not have a tool or a program or lacks both, they will qualify for grant funding. If however, the employer uses a tool and designs programs based on the results from the tool, the employer will not qualify at this time. As an example, if an employer currently offers a Health Risk Assessment (HRA) but does not create any programs from the results of the HRAs, the employer would be eligible for a grant.
How much money is available under the Workplace Wellness grant initiative?
BWC has allocated $4 million for the Workplace Wellness grants over a four-year period. Grants are available to employers up to $15,000 over four years, which will allow for up to 50 employee participants per employer and $300 per participating employee. The amount per employee is graduated each year as BWC takes employee participation into consideration when awarding and renewing the grant. These funds are intended to supplement the cost of a wellness program, not fully fund it.
How does the application work?
Applications are received and reviewed by BWC on a first come, first served basis. The application form is available on their website at www.ohiobwc.com/employer/programs/safety/WellnessGrants.asp. The major components of the application include a profile of your organization, an estimated budget for the workplace wellness plan, selection of a workplace wellness vendor, and a timeline for implementation of your program. A safety management self-assessment is also required.
What are the requirements for participation?
An employer must contract with a third party vendor that provides wellness program services in order to participate and submit an application to BWC. In addition, the employer must complete an online safety self-assessment, submit baseline data such as HRAs, biometrics, and a program plan within three months of receiving the grant funding, provide receipt documents, and submit an annual case study that explains what has been accomplished in creating and implementing a program as well as a plan for the upcoming year. Data elements pertaining to health risk factors such as cholesterol, blood pressure, etc. must also be reported annually in an aggregate format for all participating employees.
Why should my organization apply for this grant and implement a wellness program?
While workplace wellness programs help to reduce health risks, improve quality of life, and enhance personal effectiveness for your employees, studies show these programs also help to reduce workers’ compensation and disability costs for an employer by an average of 30 percent. This initiative is best suited for employers with measurable claims experience, a strong interest and desire to implement workplace safety and wellness programs, and a willingness to participate for four years.
How can my Third Party Administrator for workers’ compensation help with the process?
TPAs that provide safety services to their clients are well-suited to assist with this implementation. They will be able to develop occupational risk assessment tools as well as analyze data of health risk factors that contribute to the length and severity of incurred workers’ compensation claims. By linking safety and occupational health programs such as wellness together, an employer should see an overall reduction of workers’ compensation costs with enhanced employee morale and improved productivity.
Randy Jones is the senior vice president of TPA Operations for CompManagement, Inc. Reach him at (800) 825-6755, ext 2466 or Randy.Jones@sedgwickcms.com.
Ohio employers are required to provide workers’ compensation coverage for their employees to cover costs associated with workplace injuries. Very large employers may qualify to self-insure, but the majority of employers must obtain coverage through the Ohio Bureau of Workers’ Compensation’s State Insurance Fund.
As with any insurance, employers commonly want to know how much an allowed claim will actually cost them. The Ohio Bureau of Workers’ Compensation (BWC) sets rates and collects premium based on many different factors, including an employer’s loss history and participation in various alternative rating plans, such as group rating and group retrospective rating. This means that the answer to that question may not be as simple as one would expect.
Smart Business spoke to Randy Jones, senior vice president of TPA Operations for CompManagement, Inc., about how a workers’ compensation claim can affect your bottom line.
If I have a claim, when will I see the effect of that claim on my premium rate?
BWC sets rates using claims and payroll history from the oldest four of the most recent five years. For example, 2012 policy year rates are set using claims and payroll filed from 2007 to 2010. This means that a claim filed in 2011 would not actually affect your rates until the 2013 policy year.
The actual cost of the claims used in the rate calculation is determined at an annual survey date. The BWC survey date for private employers is Dec. 31 of the year preceding the rating year, and private employers’ rating years begin July 1. For example, for the July 1, 2012 policy year, claim costs are based on all claims incurred from 2007 to 2010 with costs incurred as of Dec. 31, 2011.
Because employers pay BWC premiums in arrears, these rates would be reflected in the premium payments made in February and August of 2013.
What types of claims costs does BWC use in calculating rates?
Claim costs fall into three main categories — compensation payments, medical payments and reserves. The most common compensation payments are reimbursements for lost wages from time off work. Medical payments are made directly to providers and then charged to the overall claim costs. The reserve is an estimate of future claims costs for both compensation and medical payments. Reserves will decrease as medical and compensation activity decreases. Over time, with no activity, the reserve will decrease to zero.
How are these claims costs factored into my rate calculation?
As explained earlier, BWC determines rates based on four years of historical claims and payroll information. BWC uses the actual payroll an employer has reported on its semi-annual payroll report to determine Expected Losses. These Expected Losses essentially tell BWC how much in claims losses an employer with that level of payroll in that particular industry is expected to have incurred over that same four-year period.
BWC then compares the actual claims costs incurred for that four-year period to the Expected Losses. If the employer’s actual losses are less than Expected Losses, the employer will pay at a rate below the established base rates. If the employer’s actual losses are higher than Expected Losses, the employer will pay at a rate above the established base rates.
One important consideration is that BWC looks at the total cost of the claims (not the total number of claims) on your policy, so many small, seemingly insignificant claims can add up to have the same effect on your rates as one very large, expensive claim such as a back surgery or knee replacement.
How can I reduce the costs of the claims used in my rate calculation?
The best way to reduce your chargeable claims costs is to prevent the claims from occurring in the first place. There are several simple steps an organization can implement to create an awareness of safety, such as:
- Holding monthly safety training meetings focused on specific topics
- Ensuring that adequate personal protective equipment is available and that employees know how to access and utilize it properly
- Posting warning signs where appropriate as reminders for best safety practices, as well as marking all hazardous areas
- Verifying that all equipment has appropriate safety devices installed and is checked regularly for proper working condition
- Appointing someone within your organization to do a monthly safety checklist review of the entire workplace
- Ensuring first aid kits are available and easily accessible throughout the building
Unfortunately, not all claims are avoidable through proper safety programs. Once you have an allowed claim, aggressive claims management from the onset can prevent costs from getting out of control. Also, the BWC has several alternative rating programs that offer discounts toward annual premiums, whether up front or retrospectively. These programs are Group Rating, Group Retrospective Rating, Individual Retrospective Rating, Small and Large Deductible Programs, Drug Free Safety Program, Safety Council, One Claim Program and Self Insurance.
Some programs are also compatible with one another, allowing employers to ‘stack’ discounts together up to the maximum discount allowed, determined annually by BWC. There are different eligibility requirements for each program, as well as expectations that must be met in order to participate and maintain eligibility. However, each program has the goal of rewarding an employer for its focus on safety in the workplace and controlling claim frequency and severity. Implementing workplace safety, aggressive claims management and cost containment strategies, and utilizing alternative rating programs will all help to offset the impact of a claim to your bottom line annual premium expense.
Randy Jones is the senior vice president of TPA Operations for CompManagement, Inc. Reach him at (800) 825-6755, ext. 2466, or Randy.Jones@sedgwickcms.com.
Over the past year, the Ohio Bureau of Workers’ Compensation (BWC) has focused its attention on creating more program options for employers that encourage the correct behaviors and rewards them for achieving performance outcomes that reduce lost work days for injured employees while controlling costs.
“We highly recommend that, regardless of size, each employer in Ohio examines the many program options available today to assist them in lowering their premium expense, as many may fit right into their overall risk management plan,” says Mark MaGinn, vice president for CompManagement, Inc.
Smart Business spoke with MaGinn about the options available for your business.
Are there any discount programs an employer can participate in without having to wait until the next policy period?
In October, the BWC created a new program called Grow Ohio, which provides new employers the option of participating in a group rating program or receiving a 25 percent discount on their workers’ compensation premiums immediately. A new employer (defined as a new business entity or an out-of-state business that creates one or more jobs in Ohio on or after July 1, 2011) has 30 days from filing an initial application for workers’ compensation coverage to select an option. If it selects the group rating option, the employer receives an additional 30 days to enroll in a group program. In the past, it would have to wait until the next policy period to participate in group rating, losing the ability to save immediately on premiums. Any new employer entering the state between July 1, 2011, and June 30, 2012, may be eligible to receive up to a maximum discount of 51 percent for the 2011 policy year through the group option.
Will there be any new programs in 2012?
The BWC has several new programs available in 2012 that focus on improving return-to-work and management of associated claim costs. All fall under the Destination: Excellence program:
Industry Specific Safety Discount — establishes prevention strategies based on the unique nature of individual industries; employers can earn a 3 percent upfront discount for engaging in specific safety strategies like completing a risk assessment, providing data to BWC and completing safety activities that are intended to reduce accidents.
Transitional Work Grants — prepares employers to bring injured workers back in a modified capacity while allowing them to recover from injury; the program will allow employers to apply for grant money to implement a transitional work program, as well as earn up to a 10 percent bonus for utilizing the program in claims with lost-time.
Go Green Discount — program will provide employers with a 1 percent upfront premium discount (up to $1,000 every six months) for managing their account online.
Lapse-Free Discount — program is designed to encourage employers to pay premium in a timely manner and will provide a 1 percent upfront premium discount (up to $1,000 every six months) if an employer has not incurred a lapse in premium in the past 60 months; a one-time forgiveness to stay current can be utilized.
Private employers will be able to enroll in these programs until the last business day of April 2012 for the July 1, 2012, policy year. Public employers will need to enroll by the last business day in October 2012 for the Jan. 1, 2013, policy year.
Are there any changes to be made to existing programs in 2012?
BWC has made several productive changes to existing programs for the July 1, 2012, private rate year and the Jan. 1, 2013, public rate year.
100 percent EM Cap — Participation has been expanded to allow credit-rated employers (employers with better-than-average loss experience paying a rate lower than the base rate); the 10-Step Business Safety plan requirements have also been replaced with a half-day industry-specific training session that needs to be completed in the first year and online training for subsequent years.
Small Deductible — Payments made under the deductible program will now be excluded from an employer’s experience calculation.
Group Retrospective Rating — Participants are now eligible to earn a 2 percent upfront discount for participating in a Safety Council program.
One Claim Program — The discount is reduced from 40 percent off of the base rate for four years to 20 percent year one, 15 percent year two, 10 percent year three and 5 percent year four.
Salary Continuation — is now compatible with all programs.
Can an employer participate in multiple programs?
Yes, many programs are compatible with each other, giving an employer the ability to ‘stack’ discounts together beyond the maximum credibility table discount (currently 53 percent for the private employer July 1, 2012, policy year). However, only programs that encourage best practices and are not cost-based are compatible. Employers should be aware that there are different eligibility requirements for each program, as well as expectations that must be met to obtain eligibility.
How does an employer know which programs to participate in to maximize its discount?
An employer should contact its workers’ compensation third-party administrator to request a ‘feasibility study.’ A feasibility study is a tremendous tool for an employer to evaluate the many different rating/discount programs in order to see how they can impact the costs associated with their workers’ compensation program. In addition, a feasibility study should include which rating programs can be ‘stacked’ together for greater discount potential if qualifications are met.
Mark MaGinn is the vice president of Ohio state fund program management and business development for CompManagement, Inc. Reach him at (800) 825-6755, ext 8168, or Mark.MaGinn@sedgwickcms.com.
Designing programs and using best practices to keep your employees safe may feel like the right thing to do, but this decision does more than just ease your mind.
“By implementing best practices and a safety management program in the workplace, employers can not only protect their employees and prevent incidents from occurring, but they can also reduce their annual workers’ compensation costs,” says Randy Jones, the senior vice president of TPA Operations for CompManagement, Inc.
Smart Business spoke with Jones about how improving safety in the workplace benefits both employees and the bottom line, and about what employers can do to improve workplace safety.
Why should organizations focus on safety and how does doing so benefit an organization’s employees and its bottom line?
The most valuable asset that any organization has is its people. Employers should implement and use safety best practices and a safety management program in the workplace. By using those tactics, employers protect their employees and prevent incidents from occurring while also reducing their workers’ compensation costs.
Claim costs are one of the three major factors that determine an employer’s annual premium with the Ohio Bureau of Workers’ Compensation (BWC). Reducing and/or preventing workplace injuries and illnesses from happening dramatically impacts costs.
What are some steps organizations can take to improve safety?
In order for any safety program to be successful, an employer must be committed to safety. It is absolutely imperative for management to support the safety process.
There are several simple steps that an organization can implement to create an awareness of safety in their organization, such as:
- Holding monthly safety training meetings focused on specific topics.
- Having an emergency evacuation plan in place and practicing it regularly.
- Ensuring that your organization always has adequate personal protective equipment and that employees know how to access and utilize properly.
- Posting warning signs where appropriate as reminders for best safety practices, as well as marking all hazardous areas.
- Ensuring that all equipment has appropriate safety devices installed and is checked regularly for proper working condition.
- Appointing someone within your organization to do a monthly safety checklist review of the entire workplace.
- Providing employee recognition for safe work habits.
- Ensuring that first aid kits are available and easily accessible throughout the building.
Where should organizations look for safety training programs?
Many third-party administrators have in-house safety and loss control departments that offer a variety of onsite and online training programs. In addition, training is available from the BWC’s Division of Safety & Hygiene.
What types of safety grants are available and how can an organization apply for one?
The Ohio BWC has a Safety Intervention SafetyGRANTS program that is available to state-funded employers in business for at least two years. This program awards safety grants to employers for the purchase of ergonomic, safety and/or industrial equipment. Employers are eligible for a two-to-one matching grant up to a maximum of $40,000, which equates to a total of $60,000 ($20,000 from the employer and $40,000 from the BWC). The BWC requires that the employer provide ongoing documentation, case studies and access for staff to evaluate in order to determine the cost effectiveness of these interventions in reducing occupational injuries. The BWC also offers a safety grant for the implementation of a drug-free safety program and just recently announced a safety grant available for the wholesale/retail trade sector for the implementation of safety controls in their workplaces.
What are the advantages of participating in safety councils?
The BWC has more than 80 sponsored safety councils located throughout Ohio. By becoming an active member, an employer is able to receive a 2 percent rebate on its annual workers’ compensation premium. An additional rebate may be earned if your workplace reduces either the severity or frequency of injuries by 10 percent or keeps both at zero.
To qualify for the rebate, an employer must meet the following eligibility requirements: join a local safety council by July 31, 2011; attend 10 safety council meetings (at least eight through the local safety council; the additional two hours may be through attendance at BWC safety training courses or industry specific training); send a qualified senior-level manager to a safety council sponsored meeting; and submit semiannual workplace accident reports for the 2011 calendar year.
The program does not apply to self-insuring employers, state agencies and employers enrolled in the BWC group retrospective rating programs. Employers enrolled in the group rating program are eligible for the 2 percent performance rebate in addition to their group rating discount, but are not eligible for the 2 percent participation rebate.
How can an organization determine whether it is eligible for these safety improvement programs?
Your third-party administrator’s safety and loss control department should be able to review the different safety improvement programs with you and assist in identifying which ones are the best fit for your organization and management team. In addition, resources are available from the BWC’s Division of Safety & Hygiene at www.ohiobwc.com or (800) OHIOBWC.
Randy Jones is the senior vice president of TPA Operations for CompManagement, Inc. Reach him at (800) 825-6755, ext. 2466, or Randy.Jones@sedgwickcms.com.
While the overall number of workers’ compensation claims has decreased over the past few years, insurance industry studies show medical treatment costs are continuing to grow at an alarming rate with prescription drugs being one of the major contributors.
The impact, however, isn’t solely driven by the price of the drugs, but instead, in large measure, it has been due to the increased utilization — more drugs are being prescribed, more frequently, and for longer periods of time. In many cases there are more appropriate and cost-effective treatment alternatives — but, in order to better manage this process, more focus and expertise is required than what is provided in most Pharmacy Benefit Management (PBM) programs, especially when comparing workers’ compensation benefits to group health.
“One of the major challenges workers’ compensation insurance programs encounter with controlling medication costs is ensuring injured workers are being prescribed the most effective and appropriate drugs to treat an injury or work-related illness,” says Daryl Corr, president of Healthesystems. “Since the complexity of injuries and patient medication tolerances can vary so significantly, combined with the challenge of widescale use of pain medications, treatments can’t be a one-size-fits-all approach. Therefore, it’s critical to incorporate more clinically focused strategies to ensure prescription drug treatments are being managed appropriately, especially in the most complex cases.”
Smart Business spoke with Corr about the uniqueness of workers’ compensation prescription benefits and how clinically focused tools are impacting medication costs and the quality of care.
How can a clinical services program help reduce the costs associated with complex workers’ comp pharmacy claims?
At the most basic level, a clinical services program helps customers design and maintain the pharmacy program’s medication plan (formulary) around the specific prescription medications or classes used to treat workers’ comp related injuries. These rules can help determine whether a drug requires a prior authorization before dispensing.
However, on a more targeted level, a successful clinical services program can have a big impact when focused on the most complex workers’ comp cases. These complex cases may represent a small percentage of an insurance payer’s injured worker patient population, but they have a tendency to drive most of the cost. In a lot of situations, this goes well beyond the typical 80/20 business rule axiom. For many insurance payers, less than 10 percent of the claimants receiving prescription drugs are driving over 70 to 80 percent of their overall drug treatment costs.
So, focusing more attention on this narrow group of claims maximizes the opportunity to significantly reduce drug spend. However, it requires a lot more expertise and commitment from the PBM to achieve the best results. You need a highly skilled and knowledgeable staff of PharmD clinicians focused on examining individual cases, analyzing drug therapies and identifying alternate treatment options — subsequently interacting with prescribing physicians and claims professionals to educate them about more appropriate alternatives when they are available. This approach focuses on the claims where the largest dollars are being spent in order to maximize the potential savings impact.
What is the best way for a PBM to integrate clinical services into a pharmacy program?
The most successful clinical tools are highly integrated into a PBM’s overall pharmacy program. There are critical pharmacy program functions necessary to make this happen, namely powerful technology and proactive communications. Incorporating powerful technology takes pharmacy management to the next level by proactively identifying problematic prescription trends through systems edits and evidence-based medical guidelines. A proactive communication process is key, especially when it comes to interactions between the PBM, the prescribing physician and the insurer’s claims professional.
A PBM’s team of PharmD professionals needs to actively interact with physicians to provide education and insight into the specifics about the prescribed drugs and the injuries they are treating. Depending on a physician’s specialty, they may have limited knowledge about the effectiveness of a particular drug or alternatives available — or, frequently a physician may not be aware of all medications being prescribed to an injured worker if they are being treated by multiple physicians. Clinical education and outreach is imperative and must occur quickly in order to be most effective.
Are these targeted clinical services applied universally to all workers’ comp claims?
Not necessarily. Usually, these types of services are focused on the most complex claims. All clients and their individual claims are unique — just like each diagnosis is unique to each injured worker. In addition, rules and regulations differ from state to state and may affect how or if you can interact with physicians, or whether there are specific mandated treatment guidelines in place. A PBM must be aware of these rules and work with customers to ensure everyone maintains compliance. With these added issues, it becomes even more crucial for a PBM to take a proactive role in educating its clients about what is occurring in the market as it relates to applying best treatment guidelines and clinical best practices.
There is also a need to proactively monitor the pharmaceutical industry to identify new drugs that are entering the market, which may have an impact on a workers’ comp pharmacy program. The key is to help clients make the right decisions by factoring both treatment effectiveness and cost. It isn’t solely driven by the price of one pill. It’s about applying the right treatment to achieve the optimal outcome, which typically means lower costs over the life of the claim.
DARYL CORR is president of Healthesystems. Contact Healthesystems at (800) 921-1880 or email@example.com. For more information about Healthesystems, visit www.healthesystems.com.