Cooperating for better care.

Robert Whitcomb

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Doctors strike!

 

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A strike by physicians at University of California Student Health has raised big issues. A key demand by the doctors, who provide primary-care and mental-health services, was to obtain more financial information from the system to use in negotiations.  Finances of health institutions remain famously opaque, as does the matter of what really is meant by “nonprofit” when applied to institutions with  very high executive salaries.

The doctors joined the Union of American Physicians and Dentists in November 2013.

They were also upset by demands that they pay more into their pensions, and they feel that the system is making them rush through their patients to increase volume.

Healthcare Renewal, run by Roy Poses, M.D., says it’s the first time in 25 years in which fully licensed physicians have picketed a U.S, employer.

As more and more doctors give up private practices and become institutional employees, we can probably expect more strikes.

And U.S. physicians, as the most highly paid in the world, might use union membership to fight efforts to substantially reduce their pay and other perks, though such reductions seems inevitable given government and other payers’ pressures to control our healthcare system’s costs in the face of the “Silver Tsunami” and other pressures.


‘Precision Medicine’ in hospitals?

 

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The White House has been detailing the Obama administration’s $215 million Precision Medicine initiative to enhance patient care via genomic research.

“Precision Medicine” seeks to use an individual’s  genetic data, environment, and lifestyle characteristics to customize healthcare treatments and prevention strategies.

The bulk of the $215 million would go to the National Institutes of Health and the National Cancer Institute, with the Food and Drug Administration and the Office of the National Coordinator for Health Information Technology (ONC) receiving smaller amounts.

“Participants will be involved in the design of the initiative and will have the opportunity to contribute diverse sources of data — including medical records; profiles of the patient’s genes, metabolites (chemical makeup), and microorganisms in and on the body; environmental and lifestyle data; patient-generated information; and personal device and sensor data,” said the White House.

We at Cambridge Management Group would like to know more about how  the president’s plan would affect research, and use of that research at hospitals, especially at teaching hospitals affiliated with medical schools  engaged in intensive research. Hospital oncology departments would, presumably, be particularly big beneficiaries of the program.

Francis Collins, M.D., who runs the National Institutes of Health, has said the cancer part of the program is “much closer to clinical benefit” than many know.

 

 


CMO’s and CFO’s must get friendlier

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An article in FierceHealthcare discusses how the changing healthcare industry “means that chief financial officers and chief medical officers must put aside historical friction in favor of collaboration.”

”The roles and responsibilities of the two positions made working together difficult in the past,” John Byrnes, M.D., a board member of the Healthcare Financial Management Association and founder of the Byrnes Medical Group, told the news service.

“CMOs generally don’t have a business background, so they speak a different language than the CFO and vice-versa,” noted Dr. Byrnes, the former CMO of SCL Health, in Denver.

The disconnect includes building design.   “You don’t really find finance offices close to clinical care, patient care areas,” he said.

But with the Affordable Care Act,  Dr. Byrnes says, “CFOs are starting to realize that any improvement in care that the chief medical officer can drive through the organization also has significant financial benefits because more often than not it will remove some of the unnecessary costs in patient care out of the organization.”

Finding common ground benefits both the clinical and the financial sectors because it bridges the goals of lower costs and improved patient outcomes.

 

 


Our daily problems and our mortality

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”Vanitas,”  by Philippe de Champaigne,  showing three essentials: Life, Death, and Time

This James Carroll column discusses Atul Gawande, M.D., author of Being Mortal,  the daily troubles of life and the biggest thing of all — knowing  that we will die.

 


Legacy payment systems still in charge

 

”Whatever form the new payment models take, payers and providers have to come up with arrangements that discourage systems from using bonuses merely as a boost to the bottom line.”

 


Response to Medicare payment-change plan

Herewith a very useful discussion in MedPage Today by health-policy experts  and providers on the Department of Health and Human Services’ plan to  phase out Medicare traditional fee for service based on volume and instead pay providers according to quality and value of care.

The questions discussed:

“What are the most appropriate alternative payment models?”

“How much impact on quality and cost of care do you expect to see?”

“What unintended consequences do you worry about?”

Among the more interesting remarks were those of Richard Kravitz, M.D., who said:

”{R}egardless of the accounting scheme, value-based payment requires systems for measuring both medical risk and quality reproducibly and accurately. Our ability to measure quality at the aggregate level is excellent, but quality assessment at the individual level lags far behind.”


Healthcare education needs more teamwork

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Harvard Medical School.

This HealthAffairs blog notes:

{A}ccording to our content analysis of top U.S. health administration schools and a recent article in the Lancet, our {medical} educational systems focus their curricula on isolated, theoretical subjects, such as analytics and quantitative problem solving, rather than the team-oriented, practical problem-solving skills required for innovation.”

This has to change, the authors say, and note:

”Across … undergraduate and graduate education, including schools of public health, business, nursing, health administration, and medicine, there are significant opportunities to add innovation components to all of these {healthcare-related} curricula and to include innovation as a crucial component of lifelong learning requirements.”


Needed: More shared decision-making with women patients

 

John Jennings, M.D.,  an 0bstetrician, writes in HealthAffairs of the need to much more fully bring women patients into shared decision-making with their physicians.


Groups join in backing ACA subsidies

The National Associati0n of Community Health Centers (NACHC), the American College of Physicians (ACP) and the American Nurses Association (ANA) and statewide primary-care associations (PCAs) representing Community Health Centers in most of the 37 states where federal exchanges are operating have joined in filing  an amicus brief supporting the position of Health and Human Services (HHS) in King v. Burwell in favor of maintaining subsidies under the Affordable Care Act.  

The NACHC’s Web site said:

”In their brief, amici noted that health centers are serving approximately 745,000 enrollees in Federal Exchanges throughout the country, the vast majority of whom have incomes below 200% of the Federal poverty line and therefore are dependent on the federal tax subsidies in order to be able to afford health insurance coverage.  NACHC estimated that an adverse decision by the Court would cost the centers more than $500,000,000, and that while centers would struggle to continue to serve these enrollees as uninsured patients, they would have to cut back on services and on the number of patients they could serve, as well as lay off staff and close some health center sites.”


Video: Philly IT firm has way to simplify managing staffing alerts

A Philadelphia IT startup called Staffluent, promising to  reduce the phone time  that hospitals must spend to find nurses, physicians and support staff from their employee pool to plug shift gaps, has developed a solution to simplify managing alerts and responses.

MedCity News reported that the company conceded that there are some large companies that do  staffing management,  such as Kronos, but, he noted, these companies frequently don’t manage replies well. As past subjects of King Kronos, we agreed with him.

 

 


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