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Manic marketing of premature flu shots

 

flushot

By JULIE APPLEBY

For Kaiser Health News

The pharmacy chain pitches started in August: Come in and get your flu shot.

Convenience is touted. So are incentives: CVS offers a 20-percent-off shopping pass for everyone who gets a shot, while Walgreens donates toward international vaccination efforts.

The start of flu season is still weeks — if not months — away. Yet marketing of the vaccine has become an almost year-round effort, beginning when the shots become available in August and hyped as long as the supply lasts, often into April or May.

Not that long ago, most flu-shot campaigns started as the leaves began to turn in October. But the rise of retail medical clinics inside drug stores over the past decade — and state laws allowing pharmacists to give vaccinations — has stretched the flu-shot season.

The stores have figured out how “to deliver medical services in an on-demand way” which appeals to customers, particularly millennials, said Tom Charland, founder and CEO of Merchant Medicine, which tracks the walk-in clinic industry. “It’s a way to get people into the store to buy other things.”

But some experts say the marketing may be overtaking medical wisdom since it’s unclear how long the immunity imparted by the vaccine lasts, particularly in older people.

Federal health officials say it’s better to get the shot whenever you can. An early flu shot is better than no flu shot at all. But the science is mixed when it comes to how long a flu shot promoted and given during the waning days of summer will provide optimal protection, especially because flu season generally peaks in mid-winter or beyond. Experts are divided on how patients should respond to such offers.

“If you’re over 65, don’t get the flu vaccine in September. Or August. It’s a marketing scheme,” said Laura Haynes, an immunologist at the University of Connecticut Center on Aging.

That’s because a combination of factors makes it more difficult for the immune systems of people older than age 65 to respond to the vaccination in the first place. And its protective effects may wear off faster for this age group than it does for young people.

When is the best time to vaccinate? It’s a question even doctors have.

“Should I wait until October or November to vaccinate my elderly or medically frail patients?” That’s one of the queries on the website of the board that advises the Centers for Disease Control and Prevention on immunizations. The answer is that it is safe to make the shots available to all age groups when the vaccine becomes available, although it does include a caution.

The board says antibodies created by the vaccine decline in the months following vaccination “primarily affecting persons age 65 and older,” citing a study done during the 2011-2012 flu season. Still, while “delaying vaccination might permit greater immunity later in the season,” the CDC notes that “deferral could result in missed opportunities to vaccinate.”

How long will the immunity last?

“The data are very mixed,” said. John J. Treanor, a vaccine expert at the University of Rochester medical school. Some studies suggest vaccines lose some protectiveness during the course of a single flu season. Flu activity generally starts in the fall, but peaks in January or February and can run into the spring.

“So some might worry that if [they] got vaccinated very early and flu didn’t show up until very late, it might not work as well,” he said.

But other studies “show you still have protection from the shot you got last year if it’s a year when the strains didn’t change, Treanor said.

In any given flu season, vaccine effectiveness varies. One factor is how well the vaccines match the virus that is actually prevalent. Other factors influencing effectiveness include the age and general health of the recipient. In the overall population, the CDC says studies show vaccines can reduce the risk of flu by about 50 to 60 percent when the vaccines are well matched.

Health officials say it’s especially important to vaccinate children because they often spread the disease, are better able to develop antibodies from the vaccines and, if they don’t get sick, they won’t expose grandma and grandpa. While most people who get the flu recover, it is a serious disease responsible for many deaths each year, particularly among older adults and young children. Influenza’s intensity varies annually, with the CDC saying deaths associated with the flu have ranged from about 3,300 a year to 49,000 during the past 31 seasons.

To develop vaccines, manufacturers and scientists study what’s circulating in the Southern Hemisphere during its winter, which is our summer. Then — based on that evidence — forecast what flu strains might circulate here to make vaccines that are generally delivered in late July.

For the upcoming season, the vaccines will include three or four strains, including two A strains, an H1N1 and an H3N2, as well as one or two B strains, according to the CDC. It recommends that everyone older than 6 months get vaccinated, unless they have health conditions that would prevent it.

The vaccines can’t give a person the flu because the virus is killed before it’s included in the shot. This year, the nasal vaccine is not recommended for use, as studies showed it was not effective during several of the past flu seasons.

But when to go?

“The ideal time is between Halloween and Thanksgiving,” said Haynes at UConn. “If you can’t wait and the only chance is to get it in September, then go ahead and get it. It’s best to get it early rather than not at all.”


athenahealth CEO: Hospitals need to focus on network

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Jonathan Bush, athenahealth founder and CEO, writes here about how the future of the hospital is in the network.

He writes: “The vast majority of hospitals need to redefine themselves from organizations that deliver care to organizations that orchestrate care. Even though hospitals are one of the core lines of lifeblood in healthcare, the way in which the majority of them operate aren’t appealing to patients today, nor is it sustainable to hospitals’ future existence.”

“{O}ur {healthcare} system is so broken that it’s turned this instrument  {the hospital} of health and humanity into a walled citadel. To better serve the patients who are seemingly already going elsewhere, hospitals need to become a leading orchestrator of the very best care on behalf of patients.”

The folks at New York-based Mount Sinai seem to get it. Last year, readers of The New York Times were treated to a Mount Sinai marketing campaign headline that read, ‘If our beds are filled, it means we’ve failed.’It’s counterintuitive, but spot on. Mount Sinai has embraced the idea that ‘instead of receiving care that’s isolated and intermittent, patients [should] receive care that’s continuous and coordinated, much of it outside of the traditional hospital setting.’ It’s only with this shift away from a ‘filling beds’ mindset, combined with a refactoring to the way in which a hospital interacts with other players in the market, that hospitals will maintain a leading role across the care continuum.”

He urges:

Embracing the “requirement to leverage an infrastructure of cross-continuum connectedness and total cost and quality transparency. Software alone won’t get hospitals there; being part of a more connected national network is critical.”

Adopting “savvier consumer marketing that helps hospitals stand out amidst emerging players in healthcare — like CVS Health and Walgreens — who understand the consumer mindset and have built their brands around convenience and ease.”

Accepting that a “new era of hospital sales must emerge, working with insurers and employers to broker deals that send the right patients through your doors only for the services you do really well.”

Realizing that “successful hospitals will create a renaissance of accessibility: If you can’t provide an appointment slot served up via a mobile app for every procedure type within three days, you’re failing.”

Understanding that  “hospitals should become ecosystem partners, not brick-and-mortar investors. This means eliminating anything that can be done in a primary care practice, a retail clinic, or at home, and exporting non-invasive surgery out of the hospital to more cost-effective specialized surgical centers.”


athenahealth CEO on redefining hospitals’ roles in networks

network

–Graphic by Barrett Lyon

Jonathan Bush, founder and CEO of athenahealth, explains here why the future of the hospital is as part of a network.

.”…The vast majority of hospitals need to redefine themselves from organizations that deliver care to organizations that orchestrate care. Even though hospitals are one of the core lines of lifeblood in healthcare, the way in which the majority of them operate aren’t appealing to patients today, nor is it sustainable to hospitals’ future existence.”

“….{H}ospitals are the places where we see medical breakthroughs; where we find we are stronger, braver and more powerful than we think. In short, they are the places where humanity often shines at its brightest. However, our system is so broken that it’s turned this instrument of health and humanity into a walled citadel. To better serve the patients who are seemingly already going elsewhere, hospitals need to become a leading orchestrator of the very best care on behalf of patients.”

He recommends:

“First is the requirement to leverage an infrastructure of cross-continuum connectedness and total cost and quality transparency. Software alone won’t get hospitals there; being part of a more connected national network is critical.

“Second, hospitals need to embrace savvier consumer marketing that helps them stand out amidst emerging players in healthcare — like CVS Health and Walgreens — who understand the consumer mindset and have built their brands around convenience and ease.

“Third, a new era of hospital sales must emerge, working with insurers and employers to broker deals that send the right patients through your doors only for the services you do really well.

“Fourth, the successful hospitals will create a renaissance of accessibility: If you can’t provide an appointment slot served up via a mobile app for every procedure type within three days, you’re failing.

“And fifth, hospitals should become ecosystem partners, not brick-and-mortar investors. This means eliminating anything that can be done in a primary care practice, a retail clinic, or at home, and exporting non-invasive surgery out of the hospital to more cost-effective specialized surgical centers.”

 


Civil-rights groups worry about Walgreens-Catholic system clinics

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19 civil-rights are concerned that three  healthcare clinics that have opened in  the Portland, Ore., area are part of an affiliation between Providence Health & Services, a Catholic system, and Walgreens. Three other Providence clinics have opened in Seattle-area Walgreens stores, with up to 19 others planned in the two states.

This is the first time that the huge drugstore chain has partnered with a Catholic hospital system.

The 19 groups worry about the expansion of health care guided by a religious doctrine, that, in Providence’s case, includes opposition to abortion, pharmaceutical-based birth control and aid in dying.

“In our states, we have consistently seen that when secular entities join with religious health systems, the services, information or referrals provided at the secular entity become limited by religious doctrine,” the joint letter  from the 19 groups said. They asked Walgreens to clarify its policy.


Advocate to buy 56 clinics from Walgreens

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Advocate Health Care, Illinois’s largest health system,  will  buy  56 healthcare clinics that it will operate  in Walgreens drugstores  in metropolitan Chicago, The clinics will be renamed Advocate Clinics at Walgreens and open under Advocate in May.

Walgreens said that the move is part of its strategy to create “more innovative approaches with health systems.”

Walgreens  seems to have a strategy of pulling back from running clinics in its drugstores and instead turning to hospital systems. Just last year, Seattle-based Providence Health & Services, the third largest not-for profit health system in the United States, said it  would open 25 new retail clinics in Walgreens drugstores in Oregon and Washington.


Bigger clinic competitor

 

Walgreens’s plan to buy Rite Aid for about $9.4 billion means that CVS will have a more powerful competitor to deal with. The would-be merger partners together have about 13,000 U.S. stores.

If antitrust regulators approve the deal, it means that hospital systems and physician groups will have both a stronger collaborator and a stronger competitor — the latter given the big push by drugstore chains to open many more clinics in their stores with some services competing with those  of hospitals and physicians.

Further, the chain would have more bargaining power with the drug companies.

 

 

 

 

 

 

 

 


Retiring Presence CEO says partnerships, community health are keys

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Sandra Bruce, who is retiring at the end of the month as chief executive of  the Presence Health system, in Illinois, says brokering partnerships is increasingly the key to effective hospital leadership.

Hospitals & Health Networks calls it ” the Starbucks-ification of health care. Hospital leaders — looking to treat the health of populations, focus on wellness and pivot away from acute care — are building up convenient, less costly to operate locations around their communities. They’re partnering with consumer-savvy organizations like Walgreens to add greater, um, presence in neighborhoods, and build brand awareness.”

“Presence Health…with 11 hospitals, is no exception. Earlier this month, it announced plans to partner with urgent care provider Physicians Immediate Care to jointly manage 10 such clinics in the state, and build even more down the line. Those would be open seven days a week and into the evening, offering everything from X-rays to suturing. This is part of a larger strategy to expand the health system’s ambulatory footprint, with 55 sites coming in the first phase.”

Speaking about community health, Ms. Bruce said: “In some cases, it’s going to be safer streets. It could be housing it could be food. I’m not sure what we’re going to find in every community. While we’ve all done these broad community needs assessments, we haven’t really focused on what I call a ‘true population health assessment,’ and then determined what partnerships we need to begin to address those issues.”

“I don’t know if {healthcare is at} a crossroads, but we have an opportunity to step up in this country and reframe what it means to be an American from the perspective of health. And if we step up and lead the revolution to work on some of these social determinants of care, in a decade or two, the country will look very different; our communities will look very different, and obviously health care itself will be delivered in a very, very different way. ”

 

 


Providence Health and Walgreens have clinic plan

 

Providence Health & Services  will lease space to operate healthcare clinics in Walgreens stores in Oregon and Washington State.


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