Archive for the ‘Thinking fodder’ Category

Healthcare Reform: Impact on Primary Care

Wednesday, January 12th, 2011

It is encouraging to think that Americans are bringing reflection into the mix with the recent events with Rep. Gifford and the other shooting victims. Maybe it is the media that is pushing this national conversation, but any time we can be more reflective and less reactive in our dialogue, we all win, eh?

The Arizona shootings have led Congress to delay their agenda and to delay the House’s vote to repeal the healthcare reform bill.  While the House’s intent will most likely be symbolic, it seems that there should be more thought into what exactly the reform act does instead of just a visceral reaction.  Hence, my point on reflection.

Key Areas of Impact on Primary Care

The Commonwealth Fund offers a sound briefing on the Affordable Care Act’s impact on primary care. Since primary care serves as the foundation of our healthcare “system,” and is fundamental for efficient delivery, this is an appropriate place to apply focus.  I have supplied the link, in the hope, that you will review the brief directly, but here are some of the key points provided in the briefing:

  • There are provisions in the Act that will temporarily increase payments to primary care providers for both Medicare and Medicaid:  10% bonus for Medicare (2011-2015) and Medicare level rates for Medicaid (2013 and 2014).
  • There are incentives to support innovation in the delivery of care.
  • There are incentives and an emphasis on improving outcomes and enhancing patient care experiences.
  • Recognition and funding exists in the Act to incent more individuals to become primary care providers.

Value of Primary Care

Studies demonstrate that greater access to primary care typically results in better prevention, more adroit management of chronic diseases and even improved mortality rates.  Since our current system of reimbursement for medical providers is fee-for-service, the emphasis (and incentive) is placed on procedures not on coordination of care or management of care or even outcomes.

Nearly half of all healthcare visits are for primary care and yet primary care providers comprise just over a third of our physicians in the United States.  Just as our population is aging and we are increasing access for millions of uninsured individuals, we will be losing nearly one fourth of the primary care providers to retirement.  Currently there are not nearly enough primary care physicians in the pipeline to replace those who are retiring.  Only seven percent of medical students choose to go into primary care.

Prevention

The Affordable Care Act allows places some emphasis on prevention.  Beginning this year (2011), co-payments, coinsurance and deductibles for approved preventive services are eliminated.  This includes blood pressure screenings and many cancer screenings as well as immunizations.  Seniors will also have a free annual wellness visit and should receive a personalized health prevention plan.

More Providers

If you live in a rural area, you may already be feeling the impact of fewer primary care providers.  The Affordable Care Act provides incentives to battle this serious deficiency through loan forgiveness programs, scholarships and other programs aimed at increasing the supply of primary care providers including nurse practitioners and physician assistants.

Just the Start

The tenets within the Affordable Care Act positively impact primary care, but they do not fix the problem.  There is still much work to be done and the Affordable Care Act is just the start of fixing our healthcare delivery system.



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New Year, Same Healthcare Delivery

Wednesday, January 5th, 2011

Thank goodness we have new years to force reflection and to consider our direction.  As you may have noted, I have been anything BUT regular in my blog posts for the past six months.  You may have guessed, it is because of my father’s terminal illness.

Since his health started to take a nose dive in June 2010 and I moved him and my mother to live in my community, I have been forced to see the healthcare industry as a “family member” and have considered our culture’s struggle with morbidity and mortality.

My dad is still with us but the prostate cancer is voraciously taking over.  And even though my dad is 82, he is fighting death.

I don’t know what direction my future posts will take but I just want to offer up some bullet point thoughts for now:

  • I am thankful to Northern Berkshire VNA + Hospice for their continuing care and guidance for my father and our family.  We would be lost without them.  And I am so thankful that my father’s primary care physician recognized the value of hospice sooner rather than later.
  • We have encountered several physicians and nurses who extend their knowledge and care by their grace and kindness.  Berkshire Medical Center has several providers in their medical community that work hard to combine true compassion with competency.  It is these individuals who are the heroes in healthcare delivery.
  • Insurance and payment continue to drive the “system” in interesting ways.
  • Medicare, supplemental insurance, out of network, transferring care into a new state – how complicated does it need to be for our seniors?
  • Our “system” of delivering care is fractured enough that the actual delivery of care becomes problematic and certainly expensive.  Why is the primary care physician essentially out of the information loop during hospitalizations?  Why does one man dying from prostate cancer need a primary care physician, an oncologist, an urologist, a surgeon and an interventional radiologist?
  • Testing, testing and testing?????  And an end of life, how much do we really need to know?
  • Patient-centered care is about the individuals delivering the care, the organizational system structuring the care and the overall corporate culture.  As an industry, we still struggle with the delivery of patient-centered care.  Try being a patient for one day in your organization and see how well you do.

Okay, this isn’t meant to be a rant, especially because my father has enjoyed exceptional care in North Carolina and now in Massachusetts.    We do need to think long and hard about healthcare delivery. We who dwell in this industry are the individuals who can work to change things. We do need to consider the demographic pressure as the baby boomers age – both in terms of costs and appropriate care.  We do need to consider the lack of primary care that is already impacting rural regions. And we do need to understand that all individuals can impact their own healthcare – simply by the food we eat (plant based, anyone?) and the exercise we have. As the new batch of Republicans vow to dismantle last year’s healthcare reform, should we take the time to communicate to our local politicians about what we know?

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Moving Toward an Accountable Care Organization (ACO): The Healthcare World is Changing, Are You?

Wednesday, September 8th, 2010

Yesterday, CIGNA announced the launch of an accountable care organization (ACO) pilot with the Piedmont Physicians Group in Atlanta, Georgia.  The essential intention behind this pilot is to demonstrate how primary care physicians can be rewarded for improving outcomes while also having lower medical costs.

The pilot program will monitor and coordinate ALL aspects of patient care. Patients will not have to do or change anything in this pilot.  All of the adjustments will be done internally.  Patients will most likely experience immediate benefits in the management of chronic conditions, such as diabetes.

The CIGNA/ Piedmont pilot uses a registered nurse as the clinical care coordinator.  This role is specifically oriented to assist patients as they navigate through the healthcare system to manage their health issues.  The care coordinator adds an additional layer of interface that will use data and clinical programs to help support the individual’s needs.  The focus will be on improved outcomes.

In essence, this program, and others like it, are going back to basics on one level and moving forward on another.  The focus will be on prevention – keep an individual well but once the individual needs to access care, the pilot will work to coordinate that care, guiding the patient through the process with knowledge and informing data.

CIGNA will continue to pay the primary care physicians for the medical services they provide but they will also pay a care coordination fee along with a possible reward in a pay for performance structure.  In some ways, this is similar to concierge practices where the physician continues to provide medical services for reimbursement from third party payers but also collects an annual fee for additional services – services not unlike care coordination and an emphasis on prevention.  The responsibility for that additional fee becomes the payer’s in exchange for improved outcomes.  Sounds like a win-win situation.

Providers need to make way for new incentive programs like this one.  Whether a hospital or a physician organization, preparation for change needs to happen now.  There is substantial information flowing about electronic health records (EHRs), utilization of outcomes data and comparative effectiveness research findings and the ability to provide care coordination.  It is likely that these three tenants will form the basis of a provider’s ability to become an ACO.

The handwriting on the wall indicates that providers will be paid for keeping patients healthy.  Providers should reconsider the value of their outreach programs that seek to motivate physical activity, healthier diets and smoking cessation.  Some early research (Trust for American’s Health, 2008) suggests that funds spent on prevention outreach lead to significant savings in healthcare costs.  This kind of outreach is already in place in many organizations.  If not, the easiest step is to focus on wellness events and early detection programs and begin planning for the other steps (EHR implementation, using comparative effectiveness research findings and coordination of care).  The world is changing and providers need to change along with these new (or renewed) constructs.

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The Value of Time-out

Wednesday, September 1st, 2010

You might have noticed that I took most of the summer off from writing.  I could blame it on having two hospitalizations for close family members (while those events served as good market research opportunities, it is good to report that both family members are doing just fine now!) but really…I wanted to spend more time just thinking.

We move too fast in our technologically enhanced world.  With our Blackberries in hand, we can check our emails even while vacationing in the mountains.  Or, if email is too slow and phone calls too cumbersome — fear not — we can text, tweet or just move on without completing the communication loop.

A friend of mine thinks it is just the glamour of new technology that pushes us to unfettered limits.  I am not so sure.  Somehow we have to make decisions about the depth of our thoughtfulness and if we are pressed to answer in a nano-second and move onto the next issue, are we even making good decisions?

I am a baby-boomer by demographic profile, so I know what life was like before we could wake up to our email worrying about what we missed in the night.  Isn’t it important for us to help the younger generations keep what is good as we advance?  Isn’t thoughtful consideration, a time hungry endeavor, worthy of our need to hold on to it?

If you agree that you are spinning too fast whether you are at work or can’t relax while on vacation, it is time to speak up.  We need to push for the productivity of thinking.  We need to remember that good decisions about our work are borne out of planning and considering – not check-offs for tasks that get done.  Let’s take another look at that phrase, less is more.

And while we are pulling back to reflect when the need arises, should we, as those who dwell in health care delivery, also spend some time thinking about how we can do our work better?  Is more specialization the answer?  Should we be alarmed when an urologist tells us that he “only focuses on the plumbing” and if we want to know about the impact on Coumadin on radiation cystitis, we better seek out the cardiologist.  Yes, I understand what he meant but isn’t my father impacted by both his bladder and his heart?  Does the coordination then fall to the patient?  In this case an 81 year-old without any clinical awareness?

Okay, this has been the summer of thought.  And, my intent is to continue with this blog as an instructive device but also one that includes thinking fodder to push us and stretch us to do more than get stuff done but to get it done well as game-changing momentum.

Onward!

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Essential Questions for Healthcare Planning

Monday, May 3rd, 2010

You are either starting or have started your business and should have spent some time on the basic start-up elements (mission, services, pricing,  brand, financing, revenue and expense projections) As your practice matures, don’t let the execution of your operations overtake your planning.  In the United States, our business culture tends to be fast moving and dwells in “doing.”  That’s how we get things done!  But don’t leave out the thinking and the planning as you move your organization into new realms.  Differentiate your healthcare organization by asking these essential questions:

1)               What makes (or will make) your healthcare organization unique for your patients? Perhaps it is your service delivery or maybe it is your brand, but make sure that you come to your prospective patients mind in an un-aided fashion – essentially you want to be on their short-list for the service you offer. You want to know that your patients or prospective patients want and need your service.

2)               Do you have good knowledge of the healthcare market? Not only do you want to know what works best for your patients but you also want to know what your competitors are doing and offering.  You want to know everything that is happening in your specific market.  And you want to be able to know why your patients prefer you or why they don’t.

3)               In tandem with knowledge of your market, you want to know as much as possible about your existing patients. What do they appreciate about your service and are there areas in which you can improve?  Having a deep sense of your service prowess will aid in stable patient retention.

4)               How will you communicate with your customers and keep them in the fold? You want your patients to think about you beyond when they obtain their bill for your services.  How often will you communicate?  What will be the purpose of these communications?  How personalize can you make them?

5)               What type of customer relationship management (CRM) system will you use to keep track of your healthcare customers? You can keep track of your patients as well as the physicians who refer patients to your service.  Learn about them and collect information to help enhance your relationship development.

6)               What benchmarks are you going to set to help you recognize progress? As you plan, you want to make sure you have metrics in place that can help you assess your success.  Your metrics may change as you grow.  You may start with website hits or patient volume but as your processes mature, you may refine the metrics to help you assess your practices in more detail.

7)               What is your organization’s culture? Developing a top-down and bottom-up culture that promotes the patient experience can help develop your reputation and reinforce your branding.

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Thinking Fodder for Healthcare Reform

Tuesday, February 23rd, 2010

Okay, I am still thinking about healthcare reform.  I hope you are as well because we need the workers and thinkers who dwell in the healthcare arena to speak up and speak out.  We need to be the problem solvers.  Later this week, President Obama and members of Congress will gather to discuss solutions.  It is important for us to stay tuned but we have much work in front of us, no matter what.

Periodically, I will gather thinkers or information and report on different perspectives to provide fodder for the rest of us to consider, mull and hopefully discuss.  I just heard an interview with the CEO at Cleveland Clinic, Toby Cosgrove, M.D. Check out the link but I have also included some key bullet points below – in most cases, the bullet points below are direct quotes from the interview posted on Fortune, February 17, 2010, on CNN/Money:

  • We do not have a system of health-care delivery in the U.S. It’s a series of mom-and-pop shops all over the country, and it has not been systematized.
  • So regardless of what happens [with reform], we can really only try to contain the rate of inflation. The cost is going to go up over time.

Cost drivers?  Areas to seek improvement?

  • Let’s take obesity [as a health concern and cost driver.] It accounts for 10% of the cost of health care in the U.S. — we will never be able to control the cost of health care until we begin to control the epidemic of obesity. Two-thirds of the U.S. is overweight, and one-third is obese. We are the fattest nation in the world.
  • [When considering preventive measures for employees,] it’s always been a question of “What’s the ROI on this?” Until very recently, people didn’t realize the ROI is probably 3 to 1: For every dollar invested, you get three back in terms of employees being better.
  • Three things — smoking, diet, and lack of exercise — cause 40% of premature deaths in the U.S. They contribute to 70% of the chronic diseases, things like emphysema and heart disease. And that’s 75% of the cost of health care. It’s huge!

How Cleveland Clinic is different:

  • Very few hospitals are organized the way we are. First, all of us have salaries. It doesn’t make any difference, if I’m a cardiac surgeon, whether I do two heart operations a day or four. I take home the same amount of money at the end of the week. So there’s no incentive to do extra tests or any of that.
  • Second, we all have one-year contracts, and we have annual professional reviews. So the quality of the doctors is controlled, there’s no tenure, and if you don’t make it, you don’t get a pay raise or you may not stay. That is one of the most important things we do. It’s quite different from most places, where doctors can practice for as long as they want to practice.
  • We are physician-led, which is quite different from most medical organizations…

How will hospitals change?

  • There are a lot of very successful for-profit hospitals. I think what we’re going to see is a roll-up of hospitals. I don’t think it’s reasonable anymore to think that each hospital can be independent — have its own financial support, its own purchasing, its own back office. You need efficiency.
  • We have an electronic thing called MyChart, where you can go on the Internet and read your record. Few other hospitals around the country have done it. But we think it’s the patients’ information. It’s about them. We’re working for them. Why shouldn’t they have the data?

Here is the link to CEO of Cleveland Clinic interview once more…it is worth reading Dr. Cosgrove’s thoughts and the interview is well done.  Keep the conversation going!


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