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The second-opinion industry

 

The Wall Street Journal looks at responses to patients’ growing search for second opinions

“Some … {second-opinion} services are sponsored by established medical centers, including Massachusetts General Hospital and Cleveland Clinic. Others are independent businesses that work with specialists on a consulting basis. Employers increasingly are contracting with such services, and insurance companies at times require patients to get a second opinion, such as for surgery.”

“Patients can request their medical records be sent to an online second-opinion service, which might order additional tests if needed. The services are especially helpful for people who live far from major academic centers that cover a range of physician specialties. Many insurance policies cover in-person second opinions but don’t pay for online services unless they are offered as part of an employee’s health plan.”

One example from the article:

“SecondOpinionExpert Inc., a Web site based in Dana Point, Calif., that launched this spring, says it provides second opinions for $300 and the option for a video conference consultation for an additional $200. The fees generally aren’t covered by insurance plans.”


Cleveland Clinic touts progress, cites problems

 

Cleveland Clinic claims great success with accountable care and improving patient safety and care access.

Its CEO, Toby Cosgrove, M.D., cites its use of distinct measures for all goals — from ER wait times to employee weight loss in its wellness program.

“Physicians are an incredibly data-driven group,” he said, “and if you want to make a change, you present the data and that makes the case for you.”

Fierce Healthcare says he  lauds Cleveland Clinic’s  “split-flow” model–a kind of triage “in which nurses redirect patients to one of two areas depending on the severity of their conditions–the clinic’s average ED wait times are down to 13 minutes.”

But, the news service writes, ” Cosgrove admits that the organization still has its challenges. For example, he said, lack of doctor communication remains the most common patient complaint, leading the clinic to implement mandatory communication courses.”

 


David L. Brown, M.D., joins Cambridge Management Group

 

David L. Brown, M.D., an anesthesiologist and a leading expert on pain management, has joined Cambridge Management Group  (cmg625.com) as a senior adviser. He survived his own prolonged life-threatening illness related to military-acquired hepatitis C, which gave him a particularly deep understanding of the needs of patients and their families facing end-of-life decisions. The experience led Dr. Brown, an Air Force veteran, to found Curadux — a firm dedicated to pioneering a revolutionary decision-support model for those facing advanced illness.

Dr. Brown’s research has focused on acute pain relief in post-surgical patients, as well as relief of pain related to pancreatic cancer. He and colleagues are investigating a novel cannabinoid-2 compound (MDA-7) that shows promise for Alzheimer’s disease symptom management and relief of neuropathic pain.

He recently retired academically and clinically from the Cleveland Clinic, where he was professor and chairman of the Anesthesiology Institute.

Previously, he led the departments of anesthesiology at the University of Texas’s M.D. Anderson Cancer Center; the University of Iowa Hospital and Clinics, and the Virginia Mason Medical Center, as well as serving as professor of anesthesiology at the Mayo Clinic.

Dr. Brown is past president of the American Society of Regional Anesthesia and Pain Medicine; past editor-in-chief of the journal Regional Anesthesia and Pain Medicine; past president of the Association of University Anesthesiologists, and past chairman of the Accreditation Council for Graduate Medical Education’s (ACGME) Residency Review Committee for Anesthesiology. He was also a member of the ACGME board.

He has been a director of the American Board of Anesthesiology and chairman of the Foundation for Anesthesia Education and Research.

Dr. Brown received his medical degree in 1978 as a member of Alpha Omega Alpha, the medical honor society, at the University of Minnesota, after undergraduate work at Iowa State University and the University of South Dakota. In 1982 he completed his anesthesiology residency at Wilford Hall U.S. Air Force Medical Center, in San Antonio. Before that, he was a flight surgeon in the USAF for the 319th Bombardment Wing.


Activists sue Cleveland Clinic over plan to close community hospital

 

Some community activists in Lakewood, Ohio, are suing Cleveland Clinic to try to get the prestigious system to continue leasing Lakewood Hospital through 2026 instead of closing it next year and opening a family health center and emergency department in its place.

 

The lawsuit, in Cuyahoga Common Pleas Court,  seeks damages  of at least  $400 million. It alleges breach of contract, breach of fiduciary duty and fraud, among others allegations.

The suit will probably encourage activists elsewhere to sue big hospital systems consolidating their services and closing community hospitals to do so.

 

 


Population-health-wise, are second opinions useful?

By MICHELLE ANDREWS, for Kaiser Health News

Actress Rita Wilson, who was diagnosed with breast cancer and underwent a double mastectomy recently, told People magazine last month that she expects to make a full recovery “because I caught this early, have excellent doctors and because I got a second opinion.”

When confronted with the diagnosis of a serious illness or confusing treatment options, everyone agrees  that it can be useful to seek out another perspective. Even if the second physician agrees with the first one, knowing that can provide clarity and peace of mind.

 

A second set of eyes, however, may identify information that was missed or misinterpreted the first time. A study that reviewed existing published research found that 10 to 62 percent of second opinions resulted in major changes to diagnoses or recommended treatments.

Another study that examined nearly 6,800 second opinions provided by Best Doctors, a second-opinion service available as an employee benefit at some companies, found that more than 40 percent of second opinions resulted in diagnostic or treatment changes.

But here’s the rub: While it’s clear that second opinions can help individual patients make better medical decisions, there’s little hard data showing that second opinions lead to better health results overall.

“What we don’t know is the outcomes,” says Dr. Hardeep Singh, a patient safety researcher at the Michael E. DeBakey VA Medical Center and Baylor College of Medicine, in Houston, who co-authored both those studies. “What is the real diagnosis at the end? The first one or the second one? Or maybe both are wrong.”

That doesn’t mean second opinions are a bad idea. Experts estimate that diagnostic errors occur in 10 to 15 percent of cases.

“There’s no getting away from it, diagnosis is an imprecise thing,” says Dr. Mark Graber, a senior fellow at RTI International who also co-authored the studies. Graber is the founder and president of the Society to Improve Diagnosis in Medicine.

Second-opinion requests were related to diagnosis questions in 34.8 percent of cases in the Best Doctors study. These included 22.5 percent of patients whose symptoms hadn’t improved, 6.3 percent who hadn’t gotten a diagnosis and 6 percent who had questions about their diagnosis.

In Wilson’s case, she wrote that after two breast biopsies she was relieved to learn that the pathology analysis didn’t find any cancer. But on the advice of a friend, she decided to get a second opinion, and that pathologist diagnosed invasive lobular carcinoma. Wilson then got a third opinion that confirmed the second pathologist’s diagnosis.

Getting a second opinion may not involve a face-to-face meeting with a new specialist, but it will certainly involve a close examination of the patient’s medical record, including clinical notes, imaging, pathology and lab test results, and any procedures that have been performed. Some people choose to have that second look done by physicians in their community, but other patients look for help elsewhere.

In addition to employer-based services like Best Doctors or Grand Rounds, medical centers such as the Cleveland Clinic and Johns Hopkins in Baltimore also offer individual patients online second opinions.

“It really does give people relatively easy access to expertise,” says Dr. C. Martin Harris, chief information officer for the Cleveland Clinic.

The medical center’s MyConsult service doesn’t accept insurance. A medical second opinion costs $565, while a consultation with a pathology review costs $745.

Face-to-face meetings with specialists who provide a second opinion and review a patient’s medical record are more likely to be covered by insurance than an online consult, but nothing is guaranteed.

“Usually it’s not the second opinion where the hiccup is,” says Erin Singleton, chief of mission delivery at the Patient Advocate Foundation, which helps people with appeals related to second opinions. “It may be that the MRI that they want to do again won’t be approved.”  Many insurers won’t pay for diagnostic or other tests to be redone, she notes.

Patients seeing an out-of-network specialist for a second opinion may encounter significantly higher out-of-pocket costs, particularly if they want to subsequently receive treatment from that provider. In those instances, the foundation can sometimes work with patients to make the case that no specialist in their network is equally experienced at treating their condition.

Of course, asking for a second opinion doesn’t necessarily mean accepting the advice. In the Best Doctors survey, 94.7 percent of patients said they were satisfied with their experience. But only 61.2 percent said they either agreed or strongly agreed that they would follow the recommendations that they received in the second opinion.

 


Cleveland Clinic CEO touts standardization

 

Toby Cosgrove, M.D.,  president and CEO of the Cleveland Clinic, talks about the Affordable Care Act’s effects on healthcare in general and the Cleveland Clinic in particular.

Becker’s Hospital Review reported that Dr. Cosgrove said ”he sees some positive changes, noting healthcare inflation has fallen while quality metrics have gone up, in addition to 13 million new people becoming enrolled in health insurance.”

Dr. Cosgrove explained that two and a half years ago, Cleveland Clinic knew it must cut the budget.  He said the clinic planned to reduce the budget by 20 percent, or $1.5 billion out of $6.5 billion, and in the last 18 months has taken out about $500 million in costs.

He touted Care Pass, Cleveland Clinic’s system of streamlining procedures,  which has let  it  reduce spending significantly.

“‘With Care Pass, you take the very best of how you do a procedure, take care of somebody and standardize it. That takes out the variation. As you take the variation out, you improve the quality and reduce the cost,” Dr. Cosgrove told Becker’s.

The news service also said that the  clinic’s “renowned same-day appointment philosophy has enabled more than 1 million same-day appointments a year at Cleveland Clinic facilities. Additionally, the clinic has developed a mobile stroke unit, one of two in the country.”

Cleveland Clinic will  further  expand its virtual patient-physician visits based on  mobile apps.

 


Cleveland Clinic navigates a new world

 

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The original Cleveland Clinic Building, put up in 1921. 

Disparate ventures show how the  Cleveland Clinic, one of America’s most respected nonprofit health systems, is trying to manage the revolution in healthcare.

While it has traditionally relied on its  internationally known ability to provide high-priced specialty care, the system, “along with every stand-alone community hospital and large academic medical center, is being forced to remake itself,” The New York Times reports. “Patients are increasingly seeking care outside the hospital — in a family health center, a doctor’s office, a drugstore or at home. Medicare and other insurers are moving away from volume-based payments to new models, to pay less for better care.”

The New York Times reports that “to avoid becoming marginalized in an environment where insurers are looking to health systems that can manage all of a patient’s medical needs, the clinic — long known for treating the ‘sickest of the sick’ — is trying to become as good at primary care and treating chronic disease  {including for poor communities} as it is at performing complicated heart valve repairs. ”

But “the clinic has been slow to experiment with some new payment models like a Medicare program for so-called Accountable Care Organizations, which offer systems a share of the savings if they can keep costs low while meeting assorted quality goals. The models seek to push health systems to become better at caring for large groups of people who have a wide variety of medical needs.”

“We’re so far behind that we can be ahead,” said Ann Huston, Cleveland Clinic’s chief strategy officer, told The Times.


Cleveland FQHC launching mobile health clinic

 

In what an increasing number of Federally Qualified Health Centers  (FQHC’s) will probably be doing, Neighborhood Family Practice (NFP), a Cleveland FQHC with four locations, has partnered with the Cleveland Municipal School District to launch its first school-based mobile health clinic.

“A nurse practitioner, medical assistant and other staff from NFP will provide primary care to children at the school one morning per week, bringing to 12 the number of Cleveland schools that now provide the service,” the Cleveland Plain Dealer reported.

The Cleveland Clinic had already launched a school-based mobile health unit, which began serving inner-ring suburbs in December.

The Plain Dealer reported that the NFP program ”will also be run out of a mobile unit — the city of Cleveland is providing its MomsFirst mobile unit to NFP for the clinic for a nominal fee — though the health center is looking for permanent space at the school. NFP plans to offer a second clinic to students” next fall.

“With parent or guardian consent, kids at schools served by the mobile clinics can receive primary and preventive healthcare — services like vaccinations, well-child visits, help managing medications for conditions such as asthma and diabetes, and referrals to other services.”

 


Inpatient-to-outpatient transformation, continued

 

Cleveland Clinic plans to close  its Lakewood (Ohio) Hospital, and then  turn it into an ambulatory facility, reflecting the nationwide trend toward outpatient care.

Consider, most recently, Steward Healthcare System’s controversial plans to replace Quincy (Mass.) Medical Center with an outpatient urgent-care center and a 24-hour emergency department, in two separate places.  HCA closed Edward White Hospital, in St. Petersburg, Fla., in November with the same plan.


More hospitals reject job applicants who smoke

 

Freud

Sigmund Freud, M.D., died of oral cancer caused by cigar smoking.

Carmela Coyle,  president and CEO of the Maryland Hospital Association, writes in Hospital Impact about some hospitals in that state that have banned the hiring of tobacco users. As she notes, some other providers in the nation, such as Cleveland Clinic, Baylor Health System and WellSpan, have done the same thing.
They’re on to something, she writes:  “From a public relations perspective, it’s tough to preach smoking cessation to patients and the community when hospital employees, who, in this new world of community partnerships, serve in many ways as hospital representatives, are smokers themselves. More importantly, however, is that the mindset of hospital executives and trustees is changing, as hospitals shift from fee-for-service payment models to those built on a foundation of population-health management. This new zeitgeist is one of abiding responsibility, for every single life in a hospital’s care. Its employees are no exception.”

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