Cooperating for better care.

Robert Whitcomb

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Closing a little hospital near a big city

In a leafy suburb of Cleveland, 108-year-old Lakewood Hospital is expected to close in the next two years. Mike Summers points to the fourth floor windows on the far left side of the historic brick building. He recalls spending three weeks in one of those rooms. It was Christmas 1965 and Summers had a broken hip.

“I remember hearing Christmas bells from the church across the street,” he says.

Summers was born at this hospital. His sister was born here. This hospital has a special place in his heart. But then he became mayor of Lakewood four years ago and realized the hospital was a financial liability for the small city, which has seen a sharp increase in poverty levels in the past two decades.

“I’ve grown to understand the situation we are in is not unique. There are considerable forces at play and we are in the middle of all of them and a lot of communities are just like us,” Summers says.

Lakewood Hospital is this community’s biggest employer, with 1,000 workers. It has been a rich source of municipal revenues even as manufacturing jobs left the region.

But the hospital, operated for the city by the large nonprofit Cleveland Clinic system, has lost money since 2005. Executives say they need to close it and replace it with a smaller outpatient health center and emergency room.

Residents who need to be admitted could go instead to other hospitals including one that the Cleveland Clinic is building in nearby Avon, a more affluent suburb.

For generations, Lakewood Hospital has been a source of pride for residents. Nearly everybody has a connection to it – they were born there, worked there, or spent time healing there when they were ill.

And hundreds turned out for a community meeting in January, heckling city leaders and hospital executives making a case for the closure.

“It is our intent to keep Lakewood Hospital fully functioning until Avon Hospital opens in September 2016,” says Dr. Toby Cosgrove, the chief executive officer of the Cleveland Clinic, said at the meeting.

Still, residents are pursuing legal action. The city has responded to the residents’ action, and Lakewood’s leaders say they’d like the community to focus on how to overcome the loss of the hospital, rather than a legal battle.

Lakewood is experiencing something that is increasingly common across the country.

The hospital, like others, has fewer patients and they aren’t staying as long – which can cut into revenues.

Who is using the hospital is also a factor, says Paul Ginsburg, chairman of medicine and public policy at the University of Southern California.

“Unfortunately as a society we’ve created some powerful incentives,” Ginsburg says. “Hospitals are paid much better to treat privately insured patients than anyone else. After that comes Medicare, and the least payment is for Medicaid patients and, of course, the uninsured. That’s virtually no payments.”

Lakewood has become a poster child for the challenges of inner-ring suburbs.

A Brookings Institution report in 2012 on the nation’s growing suburban poverty includes Lakewood. It notes that free and reduced price lunches for high school students shot up from 9 to 46 percent between 1999 to 2010.

Mayor Summers says that there is no question Lakewood Hospital’s percentage of privately insured patients has dropped in recent years.

“In 2000, we were about maybe four or five percent of residents were at the poverty level. Today, we’re pushing 16 percent,” he says. “It’s been fairly dramatic.”


The bigness of physician leaders and HIT

 

Healthcare organizations are giving  physician leaders and health information technology (HIT) bigger and bigger roles, notes a survey of chief experience officers from Experience Innovation Network.

The report’s authors, reports FierceHealthcare, sought to address three key themes:

  • Cross-organizational patient experience improvement alignment
  • Method of addressing obstacles to system-wide patient-experience improvement efforts
  • Widespread successful strategies for improving patient experience

Fierce reported that “A plurality of respondents (29 percent) named  physician leaders as the best way to engage physicians in the experience improvement process, followed by feedback and data (19 percent), incentive alignment (13 percent), and training and tools (12 percent).”


In search of ‘frugal innovation’

Herewith a Becker’s Hospital Review look at how hospitals can engage in “frugal innovation”  that doesn’t require the vast sums of some technologically related innovation

“Frugal innovation — doing more with less — redefines the traditional notion of innovation in healthcare. It is often discussed in the context of emerging countries and economies, such as rural China and India, and may provoke images of makeshift tools and technologies. A lack of resources calls for the industry to find new ways to do things.”

Molly Coye, M.D., chief innovation officer of UCLA Health, says ”’frugal innovation’ sounds like it’s something entirely new and different. {But} frugal innovation begins with the patient experience and the problem to be solved. It asks the question, ‘How can we do this at the lowest possible cost and the greatest convenience for the patient and their family and still have high-quality results?,'” she told Becker’s.

As some observers have said, healthcare innovation shouldn’t be technology looking for a use, but rather a smarter use of technology. Consider, for example, telemedicine  to decrease clinic visits.

 


Can closing a hospital be good for health?

 

Can the population health of an area actually improve after one of its hospitals closes?

Some researchers looked at what happened after St. Vincent’s Hospital in New York was shut.

New research published  in  HealthAffairs  and summarized by Modern Healthcare suggests that, by “broad measures of quality and access, patients collectively may be no worse off. Surprisingly, they may even be better off in some cases.”

Note that the  research only  looked at patients covered by Medicare. “That excludes the uninsured, a vulnerable population. This is a critical point because hospitals that provided more care to poor patients were more likely to close,” Modern Healthcare noted.

The before and after death rate, the cost of care, and the length of hospital stays were not significantly different before and after St. Vincent’s closed.

“There was one significant exception: Fewer patients died from heart attacks. That suggests the patients actually found better care than what was offered in the hospital that failed.”

 

 

 

 

 

 

 


Payment for value: Where’s ‘there’?

 

While there’s broad agreement that American healthcare must move away from the still dominant and astronomically expensive fee-for-service system and toward “payment for value” (including, for example, bundled payments), there’s confusion on how to do it, as this Capital New York article discusses:

It notes:

“{T}here is no broad agreement as to what ‘value’ means, how it will be measured or how it will be audited.”

“Some of {New York State’s} leading healthcare actors feel they’re racing toward a goal they don’t quite understand.”

‘“People keep talking about how we’re going to get there,’  said Stephen Berger, chairman and founder of Odyssey Investment Partners, L.L.C., a private equity firm, and chairman of the New York State Commission on Healthcare Facilities in the 21st Century. ‘I don’t know where ‘there’ is. And I think there is not one ‘there.’ There is a lot of ‘theres,’ and I’m concerned that a great deal of what we are counting on depends upon being able to have some more clear discussable, understandable definitions of things like quality.”’

 

 

 


Acute-care payment reforms and E.R.’s

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As American healthcare moves further toward fee for value, more than ever, successful acute-care payment reform means working more closely with emergency rooms. This HealthAffairs piece gives some examples of how this can work.

It looks at University of Maryland Upper Chesapeake Health; Washington State’s ER Is for Emergences Pr0gram, and Kaiser Permanente California.


Inter-operable enough? Dr. Wachter defends Epic

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Many in the healthcare industry  hate Epic, the electronic health- records company. But “Digital Doctor” Robert Wachter, M.D., associate chair of the department of medicine at University of California, San Francisco, defends the company.

Dr. Wachter calls Epic, both its product and business practices, a fine operation and asserts that it  delivers what hospitals and health systems want, inter-operability and all.

Another defender, says Becker’s Hospital Review, is David Bates,  chief quality officer at Brigham and Women’s Hospital, in Boston. He told Dr. Wachter that Epic’s platform is the only EHR system that offers most of the capabilities that an organization wants in an EHR. “If you make a big matrix of all the various things that you want as an organization, Epic covers many more of the boxes than others,” Mr. Bates said.

Still, as Becker’s  notes, the hospital industry “by and large remains critical of Epic’s willingness to share data. Dr. Wachter argued in his book that the type of inter-operability the industry is gunning for isn’t the type of inter-operability many health leaders are focused on.”

 

 


North Texas healthcare at a glance

 

Graphs show who dominates North Texas healthcare.


Fla. governor goes after ‘taxpayer-funded’ hospitals

 

Florida Gov. Rick Scott, who, with the GOP-run legislature, refuses to expand Medicaid under the Affordable Care Act, has created the new Commission on Healthcare and Hospital Funding to look at “taxpayer-funded” hospitals. {Of course, all hospitals are funded directly or indirectly by taxpayers when you take tax-exemptions into consideration.}

The group is supposed to  probe  “the role of taxpayer funding for hospitals, insurers and healthcare providers, and the affordability, access and quality of healthcare services they provide to Florida families as a return on taxpayer investment.”

The governor also wants it to investigate “the extent to which taxpayer-funded hospitals pay for lobbyists, campaign contributions and advertising.”


Medical homes and multipayer reform

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The C0mmonwealth Fund looks at the lessons of medical homes for multipayer reform.

The lessons:

  • Involve either the state or the federal government—or both—as a convener, payer, or key stakeholder.
  • Find common ground between payers and providers on a few key issues where there is already some general agreement—for example, common performance measures.
  • When payers are aligned from the start, they are much more likely to collaborate and exert a positive influence on program design.
  • Be cognizant that the local insurance market and policy environment are the primary forces shaping implementation.

 


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