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5 essentials for physician-hospital integration

 

A new report, Integrated Leadership for Hospitals and Health Systems: Principles for Success,  a joint venture of the  American Hospital Association and American Medical Association, sets forth what the authors see as the best ways to achieve physician-hospital integration.The include:

  1. Physician and hospital leaders sharing values, general expectations and specific goals,  with  aligned incentives.
  2. Incorporating all disciplines and supporting collaborative decision-making between doctors and hospital executives,  but with physicians keeping clinical autonomy.
  3. Integrating hospital and physician leadership at all levels of a  health system, and with nursing and other non-physician clinicians participating in all key management decisions.
  4. Transparency of clinical and business information across the enterprise,.
  5. An information-technology system that  lets clinicians capture and report quality and performance data of all participants.

 


Good news for California ACO’s

 

An analysis  by the Berkeley Healthcare Forum group in the School of Public Health at the University of California, Berkeley, shows that Accountable Care Organizations in California are growing in size and number and improving care quality.  The Golden State has 67 ACO’s — more than any other state.

The study suggests that ACO’s are moving toward achieving the goal of 60 percent of the California population receiving integrated care by 2022.

The report is called “A New Vision for California’s Healthcare System.”

Based on the Integrated Healthcare Association’s (IHA) quality measures, groups that also have ACO contracts have  similar scores for treatment of heart disease and asthma, and better scores for cancer, diabetes, pediatric care, and chlamydia  than other medical  organizations in the state (excluding the special case of fully integrated Kaiser Permanente) and higher patient- experience score measures.

 

 

 

 

 

 

 

 


Dignity Health’s operating income rises nicely

 

So much for  the fears of some that the Affordable Care Act would drive down hospitals’ operating income as patients move more (or, rather, are moved more) to outpatient treatment.

Huge Dignity Health’s operating income rose a hefty 5.4 percent in this year’s first quarter, fueled largely by higher patient volumes. We’d suggest that the aging of the population and  the insurance-premium assistance provided by the ACA explain most of the increase at the California-Arizona-Nevada hospital behemoth.

 

 


Impact of Scotus ruling on hospitals, payers and states

Three experts look at the possible impact of the Supreme Court’s imminent decision on insurance subsidies under the Affordable Care act on hospitals, public and private payers and states.

In a Becker’s Hospital Review discussion Amy E. Sanders, an associate with the law firm of Bass, Berry & Sims, Paul H. Keckley, managing director in the Navigant Healthcare practice, and Joel Ario, managing director of Manatt Health Solutions and  former director of the Office of Health Insurance Exchanges at  the U.S. Department of Health and Human Services, also do a bit of  forecasting of the justices’ likely reasoning in the King v. Burwell decision.

 


Falling off the rolls

 

Some 13 percent of people who signed up for health-insurance coverage in 2015 under the Affordable Care Act have fallen off the rolls. The Obama administration attributes much of this decline to many people failing to pay their share of premiums. (Some probably got addicted to the “free”  — for them — care in emergency rooms.)

Things could get more exciting soon if the U.S. Supreme Court rules that the Affordable Care Act only authorizes subsidies to help people pay for health insurance in states that established their own health-insurance exchanges. About 6.4 million could lose their premium subsidies if the Supremes rule against the subsidies.


Health centers’ bipartisan appeal

 

Community health centers  have developed a constituency that cuts across political divides. Since Cambridge Management Group works with health centers, that’s good news to us as well as  to their millions of patients. Even many conservative Republicans who strenuously oppose the Affordable Care Act laud the Obama administration to help build more of them, as can be seen by recent congressional votes.

And these centers are not just for the poor: Many middle-class people use them because of the range of their services and convenient hours and locations.

Just one example: Republican Sen. Roy Blunt of Missouri visited a St. Louis community health center late last week to indicate his support for such clinics despite his overall opposition to the Affordable Care Act.

He told St. Louis Public Radio:

“I think [health centers] are a great example of how you meet the needs of a community that otherwise would not have their needs met nearly as effectively,” said Senator Blunt, who chairs the Senate committee that  decides how to parcel out the two-year mandatory funding set aside by the Medicare Access and CHIP Reauthorization Act.


Epic does mighty well without marketing

 

Epic, the healthcare-software giant, is a famously secretive company that mostly doesn’t market its wares and yet remains the dominant force in its sector.

Only about 1 percent of Epic’s employees  are  in sales and marketing. The company doesn’t issue press releases and he hasn’t a “media” department on its Web  site.

“When I started the company, I had no idea how to do marketing, so we just didn’t do it,” founder, in 1979, and still CEO Judith Faulkner told Becker’s Hospital Review. “What I did know, because I was a technical person, is to be able to write good software. So we focused on writing good software, and we focused on doing good support. And then fortunately, word of mouth did the rest.”


Physicians’ open notes can make a tough talk necessary

patient

By SHEFALI LUTHRA for Kaiser Health News.

During a recent physical, Jeff Gordon’s doctor told him  that he may be pre-diabetic. It was a quick mention, mixed in with a review of blood-pressure numbers, other vital statistics like his heart rate, height and weight, and details about his prescription for cholesterol medication. Normally, Gordon, 70, a food broker who lives in Washington, D.C., would have paid it little attention.

But his physician, who recently joined MedStar Health, uses the system’s Web portal that allows him to share his office notes with patients. For Gordon, seeing the word “pre-diabetic” in writing made it difficult to ignore, and he took action.

He contacted MedStar about joining a pre-diabetes clinical study. In the course of taking the tests required to participate, the otherwise healthy septuagenarian found out his blood sugar wasn’t elevated enough to qualify.

Still, the experience of seeing the term in his doctor’s notes was a “wake-up call,” inspiring him to pay more attention to his diet and exercise. “It’s harder to ignore when it’s in your face,” he said.

This kind of note-sharing got a kick-start five years ago when researchers from Harvard Medical School joined forces with the Pennsylvania-based Geisinger Health System and Harborview Medical Center in Seattle to launch a high-profile pilot program called Open Notes. The initiative focused on encouraging healthcare providers to give patients access to doctors’ office notes and then tracked what happened when patients read them. Even before the project, some providers had independently shared notes, but since the organized effort began, interest has grown.

Now, Open Notes estimates about 5 million people see physicians who share notes as part of the initiative, said Tom Delbanco, a professor at Harvard Medical School who has been with the project since it launched. That includes doctors from more than 20 institutions across the country, consisting of major academic medical centers and health systems ranging from the Cleveland Clinic to the Veterans Health Administration to Wellspan, in Maryland and Pennsylvania. And even beyond the project’s participants, there is a trend among physicians — such as Gordon’s doctor — to move in this direction, too.

It’s part of the health system’s growing focus on patient engagement – the idea that more informed people will take better care of themselves, improving their health while lowering costs. This emphasis is driven in part by the federal health law, which links Medicare payments to how well hospitals and doctors do at getting and keeping patients healthy.

The trend is also fueled, experts suggest, by components in the health law and the earlier financial stimulus law that set out financial incentives for doctors to use electronic health records and better connect with patients online.

Advocates say that open notes could fundamentally shift the doctor-patient relationship by making it less paternalistic, putting patients in a position to catch mistakes and have more informed conversations with their physicians. But others worry the practice could curb honesty in what doctors write about their patients, or cause confusion if patients misinterpret what’s written.

What doctors write is hardly the stuff of state secrets. Some portions are technical to the point of dullness. Other portions offer clear, valuable advice.

In one note, shared by a patient who requested his name be withheld due to privacy reasons, a doctor wrote, in the context of a potential diagnosis of a hand deformity condition called Dupuytren’s contracture, that the patient’s “sensation is intact in the medial, ulnar and radial nerve distribution.” Hard to understand, yes, but still helpful to the patient for tracking the condition. Even more helpful, perhaps, is the physician’s summary of the condition: “It is very early, so we just need to monitor it.”

Some healthcare providers, though, worry patients might misuse the information – attempting to diagnose themselves or declining beneficial treatment because they misunderstand what’s written. That isn’t out of the question, said Jan Walker, a research associate at Harvard and Beth Israel Deaconess Medical Center, who also worked on the Open Notes project. “We certainly believe so far, the good far outweighs the bad,” she said.

Kenneth Burman, director of endocrinology at MedStar Washington Hospital Center, said he independently began sharing his notes with patients years ago, mailing them a private copy. When patients read their notes, he said, they can actually “understand the diagnosis and the recommendations.” Patients will look things up, he added, and occasionally correct references to things like family history, or add relevant details he might have missed.

Though he can’t document it, he said patients are generally better about following through with treatment if they get to read their notes. “It helps the patient understand the disease process and what the course of action should be,” Burman said.

How patients respond to this disclosure varies. Some use notes as helpful reminders while others use the information to challenge a physician’s recommendation and help rule out a diagnoses.

For Kent Snyder, 63, a lawyer from Portland, Ore., note-sharing was particularly helpful when he developed arthritis-like symptoms and vision trouble – part of an autoimmune condition doctors still haven’t been able to figure out.

Reading what his doctors had written, Snyder said, helped him focus conversations on “key salient issues” – for instance, correcting physicians about symptoms he’d actually experienced, which in turn allowed them to rule out potential diagnoses.

Looking at his notes, Snyder added, meant he better understood why doctors ordered certain procedures or treatments.

“It’s not just money – I don’t want to take an antibiotic unless I absolutely have to,” he said. “I don’t want to have a test if I don’t need it.”

Patients’ abilities to fix errors in their records could encourage providers to adopt note-sharing, especially if it could reduce the odds of doctor mistakes, said Steven Weinberger, CEO of the American College of Physicians, which represents internal-medicine doctors.

But while doctors and patients said they knew anecdotally of patients finding and fixing mistakes when looking at their notes, Walker said there’s no research measuring how common it is and what effect it could have on patient outcomes or satisfaction.

Some physicians worry that sharing notes could require them to change what they write so it’s easier for patients to understand, Weinberger said. Peter Elias, an Auburn, Maine-based physician, said colleagues often worry they might have to omit things for fear of confusing or upsetting patients. But, he added, sharing notes makes him have important conversations he might otherwise have skipped.

When patients see what doctors write, he said, “it makes the difficult conversations essential. You can’t skip them anymore.”


Cold water for financial incentives for physicians

 

“The programs are often less effective than the designers hoped for,” Jessica Greene, associate dean for research at George Washington University, told the publication after running two studies of a physician-incentive program at Minnesota-based Fairview Health Services.

Economists and healthcare quality and management experts  urge provider organizations to review their payment models. “Complex compensation designs, poor alignment of goals and lack of clearly defined, actionable measures can lead to failed efforts and unintended consequences, they say,”  reports Modern Healthcare.
“Poorly aligned monetary motivations can even lead to difficulties with staff recruitment or retention and lead to over-focusing on one specific issue at the peril of other, more important ones.”
“A program in which Houston clinics could receive twice the normal financial incentive given by Medicare for achieving cervical cancer screening, mammography and pediatric immunization targets also had little impact.”“Despite considerable initial enthusiasm for the use of financial incentives for quality improvement, this study does not support the efficacy of this approach,” wrote the authors of a 2010 study of the Houston clinics.

 

 


Physicians and marketers must better align themselves

 

Competition for patients is at an all-time high and reimbursement systems are rapidly changing, which makes healthcare institutions, physicians and marketers increasingly nervous. So it’s more important than ever for physicians and marketers to align around a common agenda for business growth.

However, marketers and physicians too often struggle to understand each other’s objectives and constraints, as we at Cambridge Management Group (CMG) have  found again and again in our work across America.

“Physicians wonder why the marketers’ efforts aren’t getting them more appointments. And marketers complain that the physicians’ focus on complex cases doesn’t produce good blogs,” said corporate anthropologist Andrea Simon, Ph.D., founder and chief executive of Simon Associates Management Consultants (SAMC). “Rather than butting heads, these two groups need to team up, so that they can effectively acquire new healthcare customers.”

With that goal in mind, a webinar will outline a process to help create much more productive physician-marketer partnerships.

The free, hour-long session — How The Physician-Marketing Partnership Leads To New Patients — starts at noon, EDT, on Friday, June 12. It’s just the latest webinar in the Healthcare Innovation: Trends from the Trenches series, created by Simon in 2013. To register now, please click here.

Besides Ms. Simon, the hosts will be Linda MacCracken and Timothy Crowley, M.D. Both are national leaders in physician and healthcare institution alignment and marketing. Ms. MacCracken has collaborated closely with  Cambridge Management Group on various projects, as has Dr. Crowley, who has been a CMG senior adviser.

Ms. MacCracken is a strategist focused on physician-aligned patient engagement. She is heading innovation for Accenture Provider Health’s Customer Relationship Management program and teaches marketing to physician executives at Harvard University’s T.H. Chan School of Public Health.

She has worked in and with health systems to increase patient volumes, open networks and boost customer engagement, as an independent consultant and as chief marketing/strategy officer at Solucient/Thomson Reuters/Truven Health Analytics. Ms. MacCracken has led teams to achieve such results as boosting market share by 15 percentage points, lifting a health system to #1 in its market from #3, boosting physician-engagement ratings to the top 10 percent nationally and launching profitable services that exceed targets.

She is a frequent speaker at such national forums as those run by the Society of Healthcare Strategy and Marketing.

Dr. Crowley, an internist and expert in physician-network development and management, is president of Pinnacle Health Medical Group, in Harrisburg, Pa.

Healthcare organizations call upon Dr. Crowley to turn around and optimize the financial performance of struggling employed physician groups suffering unsustainable losses. His extensive experience in both the fee-for-service and capitated-risk-reimbursement systems is valuable to organizations trying to manage the “pivot” from fee for service to capitated risk reimbursement in their nascent Accountable Care Organization development efforts.

Since taking the Pinnacle post last year, his achievements there have included raising the average percentage of physicians’ contract work hours actually spent in front of patients to 90 percent from 59 percent; increasing new-patient visits by 20,000, and cutting the “loss’’ per physician to zero from $100,000.

Dr. Crowley’s experience in creating and developing the Cardiovascular Institute at the Beth Israel Deaconness Medical Center, in Boston, helps systems contemplating similar models with their high-margin specialists.

As senior vice president at Caritas Christi HealthCare, Tim Crowley was directly responsible for more than 400 employed physicians and a total of 1,200 practitioners in the system. In a single year, his leadership and innovative methods significantly contributed to turning around the system from a $50 million loss to a $30 million operating gain.

 


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