Thursday, May 31, 2007

Health 2.0 – The Mother of All IT Conferences by the Mother of All Health Care Bloggers

Matthew Holt of TheHealthcareblog.com

On September 20 in San Francisco, Matthew Holt, creator of Thehealthcareblog.com, is staging Health 2.0: A User-Generated Conference. By “user” I’m assuming he means all of you out there who actually “use” information for self and health care betterment. You can find out more by visiting www. health2con.com.

Why am I telling you this?

1) Matthew has risen to the top of the health care blogging pile, and I’m interested in how he does it so I can keep on slogging and blogging until I get there too.

2) Matthew has attracted the attention of the major media – The Wall Street Journal (the WSJ says he is “a must read”); and he’s been mentioned in ABC News, WSJ.com, FOX News, and Scientific American. I would like to know what kind of magnetism he generates to attract the media moths.

3) I recommend you read Matthew’s blog and attend his conference (all the big IT dogs and visionaries promoting use of IT by consumers will be there). I will have spies there to tell me what transpires.


4) Matthew is a damn good writer – conversational, funny, acerbic, topical, sometimes cynical, but always on the top of his game (to me he’s the Christopher Hitchens of the health care blogging world). I envy his style and his content and don’t mind saying so. In my case, jealousy is the mother of this fulsome flattery.

5) Matthew is out there in San Francisco – home of Medex.com, a host of IT companies, and cheek to jowl with Stanford and Silicon Valley – from whence Google sprang and which has Microsoft scrambling.

6) Matthew has a clear, rapidly emerging sense of where the medical world is going ( his sense is akin to that of Alfred D. Chandler, Jr., the pre-eminent business historian who said the year before his death, “All I know is that the Internet will transform the world.” Matthew knows this too.)

Here, in his own words, is how the world, in this case, the health care world, is being transformed.

Social networks are redefining relationships within communities in unanticipated and previously unimaginable ways. MySpace, LinkedIn, Facebook and YouTube have grown far beyond niche phenomena. A similar transformation is starting to take place in the health care industry as consumers take more responsibility for their own health care.

By applying Web 2.0 tools like social media, blogs, wikis, podcasts, user-generated video and specialized search - a fundamental shift is rapidly taking place away from the
traditional flow of information as defined by payers, physicians, hospital systems, and suppliers.

It is absolutely clear that we are at the start of a big shift in the demand from consumers and providers for better information and easier ways to share experiences. All stakeholders in health care must immediately begin to confront the decision of how to interact with these new technologies and networks, and potentially adopt and integrate them into their business and technology strategies.

What is less clear is whether the emerging Health2.0 phenomenon is going to grow into an independent industry sector, be subsumed into the current health care system, or create a new hybrid landscape.

At Health 2.0: User-Generated Healthcare you will see exclusive live demonstrations of new information and collaborative technologies from cutting edge companies, and have the chance to discuss how they will redefine the practice and business of healthcare. Health 2.0: User-Generated Healthcare will include perspectives from start-ups that are connecting providers to each other and creating new online patient communities, health focused search engines and patient and consumer tools. You will also hear from traditional organizations such as pharmaceutical manufacturers and insurers who are experimenting with these new technologies.

Here’s Matthew’s self-bio:

I'm Matthew Holt. I've spent more than 13 years in health care as a researcher, generalist forecaster, and strategist. I've worked for renowned forecasting and survey research organizations. I've conducted in-depth studies about many aspects of health care for public release and private clients. I'm a well-regarded, amusing presenter, and I've delivered several keynote addresses. ..I'm a Senior Consultant with Professional Services Solutions, Inc.

And here’s what he says he can do for you:

I provide "soup to nuts" research-based strategic consulting.

I get you relevant information about problems and opportunities. I help you design your strategy, and execute on it.

I can provide "quick & dirty" market research, or manage significant research efforts. As a well renowned speaker I can educate--and entertain--your team, your executives or your customers. Using my wide network, I can connect you to helpful people in health care and technology, including bringing a full service virtual team for strategy and marketing projects. I can facilitate your internal decision sessions. I can even set up a marketing program for your organization. In a nutshell, I can help you get where you need to go more quickly and efficiently.

A final word of caution: Matthew, Brit with a hilarious and wicked sense of humor and humus, is getting married soon. We’ll see if that effects his sense of humility. I hope not.


.

Wednesday, May 30, 2007

Shaping “The Experience” Of A Medical Practice

Why do some doctor practices attract and keep loyal patients? Why do Starbucks customers in New York City return for coffee an average of 18 times a year?

In Starbucks case, Howard Schultz, founder of Starbucks, it’s the total “experience.” Starbucks a neutral place – neither home nor work – where one can meet friends, listen to music, use your laptop, find a date, conduct business, snack, enjoy various coffee concoctions, and even pick up coffee grounds for free for you roses. Yes, Starbucks is offering coffee grounds for free to feed your roses at home, as part of its “green” image.”

In a 2006 book The Starbuck Experience: 5 Principles for Turning the Ordinary into the Extraordinary, Joseph A. Michelli, PhD , says all of these possibilities flow from 5 principles Schultz uses to inspire and motivate his employees to do their level best to please Starbucks customers and to keep them coming back.

These five principles are:

• Make it your own- experiment on your own in your own way to give your customers a unique experience.

• Everything matters – It’s not only the big things – the layout of your café – but the details that your customers observe and talk about and tell others.

• Surprise and delight – Free coffee grounds for roses or a specially made coffee drink for a special customer are examples.

• Embrace resistance - If a customer resists, overcome that resistance with special attention and warmth.

• Leave your mark – Do something that your customer or the community where you serve remembers.

Why couldn’t these principles be applied to medical practices? My friend< Susan Keane Baker, author of Managing Patient Expectations: The Art of Finding and Keeping Loyal Patients, Jossey-Bass, says similar principles can be used to medical practices.

She says doctors can start by simply asking their staff members to ask three acquaintances these questions:

1. Have you ever visited our practice?

2. If yes, what was your experience like?

3. Have any of your friends ever mentioned our practice?

4. If ye, what did they say about it?

Or you can conduct a focus group asking:

1. Tell me what an ideal visit to a doctor’s office would be like.

2. What three or four words would you use to describe how you felt when your visited your doctors office?

3. How did you feel when you were with your doctor?

4. How did the doctor make you feel about yourself?

5. What does your doctor ‘s practice do that other practices do not?

6. How did you choose your doctor?

7. What to you like about your doctor’’ practice?

8. How could your doctor’s practice’s practice improve service for you?

9. How would you describe your doctor’s practice as a neighbor?

10. What would a doctor do to make you feel that you are well cared for?

Finally, Susan recommends doctors pay rapt attention to the “moments of truth” – those specific encounters where patients form their opinions of your practice and decide whether to return or go elsewhere.

1. Call your practice

2. Making an appointment

3. Receiving directions

4. Meeting the receptionist

5. Waiting in reception

6. Waiting in exam room

7. Meeting the clinician

8. Giving a history

9. Having an examination

10. Having an invasive procedure

11. Giving a lab specimen

12. Receiving discharge instruction

13. Leaving the practice

14. Obtaining lab results

15. Receiving a bill

I’m not suggesting doctors try to become another franchise like Starbucks, with a strategy for opening 10,000 offices worldwide. Doctor services are more complicated and less differentiated. The menu of services is much more diversified. Besides, except for a few isolated franchises – retail clinics, or practices specializing in Lasik, cataract, cosmetic, Botox, weight loss, skin care, fitness, spas, and ER/trauma services – most physician franchises have never caught on.

What I’m saying is: Look at the total experience of your practice through your patients’eyes. See through their lenses how your practice fits into the human condition and into the community as the place to go. This new perspective may pay dividends. It’s the total “experience,” and every detail that goes into that experience, that counts

Tuesday, May 29, 2007

Consumer-Driven Care: Boom, Bust, or Bouillabaisse?

Is Consumer-Driven Cure Just Another Bubble, or Is It An Important Piece of the Bigger Puzzle?

“There’s a huge boom going on in alternative renewable and new technologies, and it wouldn’t be happening without the bouillabaisse of incentives, mandates, subsidies, and the related group of ingredients.”


Daniel Gross, “With Help, Could Ethanol be the Next Internet? New York Times, quoting Daniel Yergin, chairman of Cambridge Energy Research Associates, May 27, 2007


I take my health care metaphors where I find them, even if I find them in the business section of the New York Times, and even they compare the alternative alcohol fuel boom to the Internet.

Why bouillabaisse as a health care metaphor? As Steve Martin, the American comedian, says, “Boy! Those French! They have a word for everything.” There’s got to be a word explaining what’s going on in American health care, and for me, Boullabaisse is it. It’s a French term for a rich soup made with fish, shellfish, vegetables, herbs, and saffron.

Boullabaisse is an apt metaphor for the rich soup of American health care. Our system mixes insurers, hospitals, academics, physicians, and consumers vying for control of health care. The soup is in a big bowl. And it’s rich. Health care consumes $2 trillion a year, bigger than the GNP of China.

At this point, consumer-driven health care is neither boom nor bust, but just a small part of the health system, part of the bouillabaisee. If you think of the system as a kettle of fish, consumer-driven care is a minnow, or perhaps a spice, adding flavor.

Influential people – Regina Herzlinger of Harvard Business School; Grace Marie Turner, president of the Galen Institute; and Greg Scandlen, head of Consumer for Health Choices – are pushing privately financed consumer-driven care as an alternative, in some cases, even a replacement, for the present system, now 47% paid for by government and 53% by the private sector.

On the other side are those who say health care is much too important to be left to the market, just as wars are too important to be left to generals. Sick people, consumer-critics assert, are too vulnerable, too subject to whims of unexpected illnesses, and too ill-informed to know what’s good for them . People, particularly the frail, elderly, the mentally ill, the poor, and the young can’t predict or control their health destinies, and therefore their care needs government subsidies, mandates, and oversight.

Proponents of market-driven forces like Rayola Dougher, senior economic analyst at the American Petroleum Institute, use this language,

“We think a reliance on market forces is the best way to satisfy any growing fuel requirement, and that any policies should reply a level playing field for all options. We just don’t think at this point that the government should pick winners or losers.”

“Alternative” as another word for “innovation.” I like to see alternatives played out in the market, rather than in the political arena, where these questions about cost and feasibility will be answered.

• Can the Medicare Drug benefit be fairly administered by competing drug companies and health plans? So far the answer is a qualified “Yes.”

• Will nurse-practitioner retail clinics satisfy a public need for convenience and lower costs enough to be in nail in the coffin of primary care? No one knows for sure, but I doubt it.


• Will baby-boomers embrace HSAs and high deductible plans enough to make them a force? Will they remain marginal. Will they cut costs sufficiently to ward off universal care enthusiasts? Or will politicians abort the consumer process by deciding for consumers?The answer is still up for grabs.

• Will large organized multispecialty groups replace independent physicians in solo practice or small groups? The answer thus far is a qualified “No.”

• Will physicians organize into groups or hospitals into systems providing integrated bundled care with predictable prices known in advance? Not yet, but it may be coming.

• Will the dream of a national system-wide information system linking all parties with ubiquitous EMRs and personal health cards ever become real? Or will it the dream become another burst economic bubble, like the dream of corporations like PhyCor and MedPartners, who thought they could organize doctors into corporate entities?

• Will the much touted chronic disease management industry, led by companies like American Healthways, transform health care for the elderly, cut costs, and improve outcomes? Many think so, and early evidence is promising. One thing is for sure. Given enough attention, the Hawthorne Effect, patients respond positively to preventive and wellness efforts.


• Will outbursts of market enthusiasm, and money spent on hype and promotion in hopes of economic and health gain, overcome the embedded problems inherent in an aging population.? Will this enthusiasm build enough public consciousness for taking care of yourself, looking for the best deals for choice and cost, spur consumer demand for make for a better and less costly health system? The jury is still out, but will render its decision within the next five years.

In a human endeavor as complex as health care, covering everything from soup to nuts, it’s important to cut through the clutter. It’s essential not only to seek the right answers, but to ask the right questions. Does this alternative, this option, this innovation address the concerns of people in their everyday lives? Does it fit their behavior? Does it offer convenience? Does it engage them? Does it speak to them in terms they understand?

Everything can be improved and sustained , if the right questions are asked and the right answers activated.

Monday, May 28, 2007

A Memorial Day Tribute to U.S. Military Medical Doctors

The training and accomplishments of doctors serving in the U.S. military has always impressed me. These dedicated physicians, with the help of medics and nurses, have steadily reduced death rates on the battlefield and speeded recovery times after injuries. Because of prompt care at injury sites, quick evacuation, and immediate surgery and medical support, our soldiers, sailors, and marines stand better chances of surviving than in any previous war.

In Iraq, improvised explosive devices and suicide bombers have caused an unprecedented number of amputations and traumatic brain injuries. These injuries place new demands on rehabilitation and long-term care.. The media has focused on the good and bad aspects of this care. News outlets tend to praise the doctors and blame the administration when care fell short of expectations.

One neglected aspect of military doctors and the entire military medical system is that its training system produces excellent medical leaders. This leadership stems from organizational skills honed from mobilizing teams of medical technicians, medical corps men, nurses, and other doctors to provide care.

Once the Vietnam conflict ended, the unused skills of medical corps men motivated Dr. Eugene Stead at Duke to conceive the concept of physician assistants, a relatively unheralded innovation now consisting of about 100,000 practicing physician assistants who have improved and supplemented American health care.

In my own circle of doctor friends who have trained and served in the military, I count these.

• George Lundberg, MD, Los Gatos, California, an eminent pathologist who organized and oversaw laboratories for the U.S. Army, became editor of the Journal of the American Medical Association, leader in world health organizations, and now editor-in-chief of Medscape’s General Medical Journal, the world’s largest online peer-reviewed journal. George has been active in international medical circles and is author of Severed Trust: Why American Medicine Hasn’t Been Fixed, Basic Books, 2001.

• Steve Barchet, MD, FACOG, CPE, FACPE, Rear Admiral, MC, , retired, Seattle, Washington. Steve completed over 27 years of military service, first an obstetrician and gynecologist. His final assignment was Deputy Surgeon General and Deputy Director of Naval Medicine. He served in Vietnam as a doctor running a field hospital. Steve is currently coordinator of the Health Plan for Life (Hp4Life), which is dedicated to the proposition that prevention and wellness are the best route to stabilizing health care costs.

• Dr. Michael Parkinson, Alexandria, Virginia, executive vice president and medical director of Lumenos, a consumer-driven plan now owned by Wellpoint. As a former career medical officer for the Department of Defense, and a student of “top-down” military care, he believes a consumer-driven system is the only antidote to the U.S. medical cost problem. He entered the military in 1980 as a flight surgeon, and learned that primary care in the military consisted of learning about environmental risk factors, occupational medicine, disease prevention, and behavior change.

• Dr. Jerry Reeves, Los Vegas Nevada, Jerry served for 20 years in the United States Air Force Medical Corps. Just prior to retirement, he served as Chief of Clinical Medicine at USAF Headquarters in Europe, where he was responsible for the health care delivered by 350 physicians plus medical support personnel at 27 Air Force medical treatment facilities throughout Europe. Jerry is currently the Chairman of the Board of Directors of WorldDoc, Inc, a leading source of health management systems empowering people to lead healthier lives and reduce health costs. In conjunction with his role as Chairman, Dr. also serves as President of Las Vegas Operations of the Hotel Employees and Restaurant Employees International Union Welfare Fund. Prior to his current positions, Dr. Reeves was Corporate Senior Vice President and Chief Medical Officer of Humana Inc. During his three-year tenure at Humana, he led the disease management, population health, and prescription drug programs for their 6.2 million members.

My hats off to Drs. Lundberg, Barchet, Parkinson, and Reeves and to all physicians who served and trained in the U.S. military and who are using their military experiences to make a difference in civilian health care.

Sunday, May 27, 2007

Health Reform Revisited by Senator Clinton and Me

Clinton Proposals, Reece Reactions

Senator Hillary Rodham Clinton outlined a plan yesterday to reduce health care costs, in a speech at George Washington University.

Senator Hillary Rodham Clinton, who endured a major political setback as first lady when she tried to promote universal health care, revived that crusade yesterday but in a more measured way, offering a plan to reduce costs, through programs like disease prevention, to make universal coverage affordable.


Katherine Q. Seelye, “Clinton Revisits Health Care and Affordability,” New York Times, May 25, 2007

I see by The New Times that Senator Hillary Clinton is “revisiting” health reform. I wish her luck. She will need it. I trust she learned from her first visit in 1994-1995, when she organized a task force consisting mostly of think tank members and graduate students withoutincluding a single hospital administrator or a solitary practicing physicians, who together accounted for about 75% of health costs.

Now she proposes to lower costs, improve quality, and insure everyone at one fell swoop by,

• managing disease prevention
• coordinating treatment
• computerizing offices and hospitals
• substituting generic drugs for brand name drugs
• having Medicare negotiate drug prices with pharmaceutical companies.

Unfortunately, taken together, these sensible and laudable goals are unachievable all at once short of a worldwide depression, an international world war, a major political scandal (a Bush impeachment ), or a unprecedented natural disaster ( global warning with flooding of Florida and the East Coast.) Still I applaud her thoughts.

Her original intent back in 1994 was to micromanage the system through “managed competition” made up of interlocking managed care plans. She suffered an ignominious defeat at the hands of “Harry and Louise” and health industry lobbyists.

The notice of her “ revisiting reform” occasions me to revisit my book Voices of Health Reform, Interviews with Health Care Stakeholders, Options for Repackaging Health Care (Practice Support Resources, Inc, 2005). The book was based on 41 interviews with national health care leaders. From those interviews I made the following 11 conclusions, which I revisit now to see what has changed.

Eleven 2005 Conclusions about Health Reform Revisited


1) Fragmentation and conflicts among health care interest groups renders reform intractable, but collaboration is essential if we are to preserve the best of our present system.

The fragmented state of affairs hasn’t changed much. Some of the larger health plans have acquired smaller plans, some of America’s 5200 hospitals have consolidated into larger health systems, but perhaps 70% of America’s doctors remain in groups of 10 or less, and 40% of these are in groups of three or less. Vaunted collaboration efforts between health plans and doctors and hospitals and doctors have yet to materialize to any significant degree. Senator Clinton’s proposals contain little about consolidating the various industrial sectors or forcing them to collaborate. Consolidation is occurring, but collaboration remains in short supply. Collaboration with one’s competitors runs against the grain of human nature, which may be why RHIOs (Regional Health Information Organizations) have had such a slow start.


2)Single-payer backers, still committed, are seeing practical opportunities slip away.

The three major Democratic candidates – Clinton, Obama, and Edwards -- all preach the gospel of universal coverage at the national level, but for practical purposes, the only real action is occurring in the states. If you ask the public, “Would you like universal coverage,” at least 75% will say “yes.” But if you rephrase the question, “Would you like universal coverage if it raises your taxes, rations care, and causes you to wait for high tech cures, “ that 75% drops below 50%. I agree with Senator Clinton says insuring everybody must be accompanied by lower costs and improved quality. Unfortunately, the political hat trick – lower costs, better quality, and universal coverage – is an extremely difficult to pull off. The government can’t dictate costs and quality. Government cost control has never worked well, and quality control depends on measuring outcomes – still in its infancy.

3)Medicare, in its present form, is unsustainable.

Medicare, with social security, is the third rail of American politics. Right now the politicians are still trying to sort out what the elderly think the Medicare Drug bill, passed in late 2003, and what it will cost. So far 80% of seniors have signed on and most seem satisfied, and it is costing less than anticipated, which was in the neighborhood of $100 billion a year. Senator Clinton is foursquare for the government negotiating drug costs directly with pharmaceutical companies. But prospects for that are unlikely. Capitol Hill has more drug firm lobbyists than members of Congress. Drug companies contribute heavily to coffers of politicians on both sides if the political aisle. Medicare may be “unsustainable,” but Congress has bigger fish to fry – the Iraq War, Besides, 2017 when Medicare is scheduled out of funds should present trends continue, is still ten years away.

4)These days the consumer-driven movement occupies everybody’s minds.

When I wrote my book Voices of Health Reform in 2005, there were 1 million health savings accounts (HSA) holders. Today there are 4.5 million HSA holders, and the number is growing at roughly 40% per year. Project that out ten years, and the number would be 112 million. This HAS member hood , is unattainable, critics say, because HSAs punish the poor, the sick, and women. But HSA brokers can’t keep up with demand. Brokers say many firms are completely replacing HMOs and PPOs with High Deductible Plans linked to HSAs. A lot depends on how quickly baby boomers embrace HSAs, how effective Democrats are in criticizing and facilitating them, how motivated employers are in ditching present health costs, and how satisfied the current crop of holders are with them. Whether the free preventive care offered by most tax deductible plans and the tax-deferred income by not using them are sufficient incentives to grow them remain moot questions..

5)Regional ideological and geographic differences matter.

For the last 30 years, Doctor John Wennberg and associates at Dartmouth and now Harvard have been saying regional variation of health costs and practices are irrational, illogical, and untenable. Yet little has changed. More health care is still delivered at higher costs per episode or procedure, for example, in Miami, New York City, and Boston. Big multispecialty groups are still more common in the Midwest and Pacific Coast. Kaiser still thrives in California, the West Coast, and Denver, but languishes elsewhere. Hospitals and doctors still cater to their local constituencies, which may demand more specialists, centers of excellence, technologies, and specialists. Experimental universal coverage plans may be introduced in Blue States suffering from business stagnation or fast growing immigrant populations, but they are often anathema in most in fast growing, business-minded entrepreneurial Red States.. Nationalization of the system will not erase these regional and geographic differences. The U. S. is a huge continental nation, with marked regional differences and attitudes.

6)Hospital and physician collaboration is an “iffy” proposition
.

You might think hospitals and doctors, both being in the “cure” business,” would be warm bedfellows in most health care undertakings. You would be wrong, As Regina Herzlinger points out her latest book Who Killed Health Care? America’s $2 Trillion Medical Problem – and the Consumer Driven Cure, hospitals , which make up roughly half of health costs, are intent on maintaining control and building their empires– through mergers, consolations of services, vertical integration, charging high prices for the uninsured, and stopping doctor-owned specialty hospitals from getting off the ground. Herzlinger claims hospitals will stop at nothing to quash or stop competition. Senator Clinton says coordinated therapy and computerized medical systems will help lower and rationalize costs. She is no doubt right on these counts, but most hospital systems spent their money on internal computer systems, not “coordination” with physician systems. Physician systems may not communicate with hospital systems and are still in short supply at most small physician practices. About 20% of physician practices now have EMRs.

7)The consumer movement means different things to different health care stakeholders and opens up enormous opportunities for other community institutions.

When I speak to hospital audiences about the consumer movement, I generally get a collective yawn. Appealing to individual consumers, changing their billing systems to make them more “consumer-friendly, creating bundled bills so consumer will know in advance what they would be charged, are partnering with doctors to build ambulatory care centers removed from the hospital campus simply don’t jib with plans to build a centralized empire where consumers come to them rather than the other way around.

Physicians are also slow to change. The idea that “patients” are “cost-conscious consumers” who respond to lower prices, evidence of value, convenience, and consumer control is hard for some doctors to swallow. Along with Senator Clinton, they may agree that computerization of the office will help attract patients (but a $30,000 a year, many are reluctant to pay), that coordinated care is great (but reorganizing , relocating the office, or joining a larger group is too daunting a task for most), that disease prevention would be a good thing appeals to most (but when are Medicare and health plans going to pay for prevention). One thing doctors are willing to do, is to prescribe generics rather than brand name drugs to relieve patients of the expense of brand name drugs.

8)Many American physicians increasingly consider themselves a disenfranchised minority.

There may be some basis for this complaint: Physician income growth is flat, Medicare and health plans systematically cut reimbursement for doctors, insurers reject 10 to 20% of submitted claims for minor errors, and the papers are filled with stories about doctors accepting free lunches, gifts, and rebates from well-healed pharmaceutical and medical device companies. As a physician interviewed in Voices of Health Reform, said to me, “Why would any intelligent person choose a profession where income is guaranteed to fall 30% over the next five years, where your every action is second-guessed by government or health plans, where malpractice suits are a constant worry, and where you are blamed at every turn for the exorbitant cost of care? Why would an rational, business-minded physicians accept Medicare or Medicaid payment below their costs of doing business? Why indeed” These are some of the reasons why a 50,000 physician shortfall is expected by 2010 and a 200,000 shortage by 2020.

9) Medicare and managed care organizations are placing their reform bets on the pay-for-performance movement.

This bet is based on the proposition that there are “good doctors”, i.e. high performing frugal doctors with good outcomes, and “bad doctors, i.e. marginally competent or incompetent doctors who charge excessively and have poor outcomes and that you can use data to sharply separate the two. I am dubious on pay-for-performance for a number of reasons: 1) most doctors to see enough of a given category of disease to be judged; 2) those making the judgments on performance have never been in a physicians’ office and have scant knowledge of how many clinical diseases can be based on “evidence;” 3) patient satisfaction surveys don’t really discriminate on the technical and knowledge base of good and bad doctors; 4) most outcomes result from patient behaviors outside the office. But, of course, I could be wrong. At the very least we need more effective patient-based education programs – probably online and personalized – that can teach patients using simple language, animated illustrations, the truth and consequences of their behavior and why they should comply with the doctors’ instructions.


10) Health systems are difficult to manage because they are composed of individuals and independent organizations acting in their own best interests at the boundaries of care.


As John Naisbitt, first in Megatrends and now in Mind Set!, so vividly points outs in his books, we live in a ”bottom-up” not a top-down society. We respond to the environment around us and to innovations that meet and satisfy the demands imposed upon us and effect our daily lives, not to mandate imposed from above by politicians. Americans are creatures of our culture. When asked what Americans believe, Garry Orren, a professor of political science at Brandeis, who polls of the New York Times and the Washington Post, “ A good place to start is to remember we are pro-democracy and anti-government. It comes down to ideas that are essentially anti-authority, and tend towards self-regulation. If there were an American creed, I think it might begin.

One: Government is best that governs least.

Two” Majority rule.

Three: Equality of Opportunity.

That seems about right to me. It explains why Americans prefer local health solutions, why they reject federal government-mandated coverage with rationing, why they feel capable of making their own health care solutions, why they seek equal opportunity access to high technologies, why they prefer pluralistic payment systems, why they allow market-based and public-based institutions to co-exist, why they are reluctant to heavily tax the “haves’ for the benefit of the “have-nots,” and why they believe in self-responsibility and individual choice and control.


11) Information technologies are often seen as the Holy Grail of health care, but these technologies will not work if they ignore the Elephant in the Room, the reluctant of small physician practices to install electronic medical records

In the long run, I think Senator Clinton is correct that computerized systems and information technologies will shape the system. Information technologies will glue together health care innovations, reduce costs, ease use, and improve care and outcomes – not in time to influence the 2008 Presidential elections --but in the next ten years.


The breakthrough in information technologies, already upon us, pivots on three developments:

1) government financial incentives (read that as Medicare) and from health plans paying doctors for adopting and using IT systems for episodes of care (pay for use);

2) the realization among doctors that the introduction of HSAs on a large scale and the widespread use of smart care(containing information the patient’s medical history and HAS credit status make payment at the point of care) will make their practices more efficient and profitable;

3) a growing demand among consumers to seek out only those physicians who are able to meet their demands for transparency, information, and convenience at the point of care.

That’s about it. Once again, reform is more likely to occur from innovations initiated from the bottom-up, rather than the top-down; universal coverage is not in the immediate future although pressures for it will grow in individual states; consumer-driven care remains a lively alternative; and what happens next may well depend on what takes place in the marketplace rather than the government space

Saturday, May 26, 2007

Hidden in Plain Sight: A Book Review

Innovative Insights in How to Respond
To Demands in Patients’ Everyday Lives


The other day I responded to an email from Michelle Morgan, publicist for the Harvard Business School Press. She was aware of mediinnovationblog.blogspot.com and of my book Innovation-Driven Health Care and wanted to know if I would like to review Hidden in Plain Sight: How to Find and Execute Your Company’s Next Big Growth Strategy, 2007, by Erich Joachimsthaler, a business scholar who has spend 25 years advising companies on innovation.

Joachimsthaler is founder of Vivaldi Partners, an innovation straregy and marketing firm with headquaters in New York City, and offices in Munich, Dusseldorf, London, Zurich, Hamburg, and Buenos

I said, sure, I would be glad to since health care innovation is my beat. I've just completed the book, and I found its insights fascinating. Joachimsthaler’s basic thesis is that the most powerful innovations, the one’s that make you exclaim, “Now why didn’t I think of that?” rest on observing demands generated by how people behave what people do in their daily lives, not on extending any companies' current product line. Of this observation comes his theory of DIG (“Demand-first innovation and growth)/

DIG consists of:

• Creating the demand landscape – becoming an unbiased observer of what people do each day and how they live.

• Reframing the opportunity space – Making practical products relevant to the context of people’s lives and work.

• Formulating the strategic blueprint for action – challenging the organization’s fundamental beliefs and looking for radical and better solutions outside their usual way of thinking and beyond extending the usual product lines.

Joachimsthaler gives concrete examples. For instance, he talks of Starbucks. During a visit to Italy. Howard Schultz, Starbucks founder and CEO, during a visit to Italy, observed the café was part of Italians’ everyday lives. Upon his return to America, Schultz imagined a business that could create a “third place” – not home and not work- that would be welcomed and become part of people’s everyday regular lives.

Joachimsthaler also explains how GE’s Medical System’s Division creates growth platforms for responding to clinicians demands in the fields of advanced medical imaging, patient monitoring, anesthesia delivery, critical care, and information systems.

Why should doctors read such a book? Well, for one thing, I think we have a lot to learn from innovative commercial companies and retailers – from,

-- creating new sites and new services for medical care for convenience sake to fit the demands of patients; everyday lives,

--to making the patient-doctor encounter more productive and more satisfying at the point-of-care,

--to creating integrated and bundled services with prices known in advance,

--to partnering with hospitals to build “big boxes” to provide one-stop-shopping ambulatory services,

--to constructing doctor-owned home pages from which patient can gather informed and reliable health information created by their own doctor.

To the astute health care observer, many of these innovations are obvious -- but hidden in plain sight for those who care to see.

Friday, May 25, 2007

The Frail and Elderly: The Costly One Percent

One Percent of Patients Account for 20 Percent of Costs

This day I spoke to John Shard, MD, 66, who lives in Lakefield, Connecticut, a small hamlet tucked in the Northwest corner of Connecticut.

Shard heads up an organization Enhanced Care Initiatives, or ICI. Through contracts with managed care organizations, such as Tufts Health Plan and HealthSpring, Inc., a small managed care firm in Nashville, ICI provides and organizes care for frail and elderly patients, mostly over 75 and mostly with multiple chronic diseases.

Medicare, Medicaid, and health plan data indicates these patients, who represent one percent of patients, account for 20 percent of health costs. Four percent of these patients represent 40 percent of costs. Many fall through the cracks of traditional care. They tend to be socially isolated and depressed.

Shard says his organization seeks to establish ongoing relations with these patients. They do this through nurses, care coordinators, and regular community meetings bringing the frail and elderly together to discuss problems and solutions. These meetings break the isolation cycle and lift many patients out of depression. Many sessions open with jokes, which the patients bring. For subject matter, the meetings feature practical things patients can do to improve their health status, like simple exercise or dietary changes.

Another key ingredient in ICI’s success (it decreases hospitals by 33% and emergency room visits by 25%) is a meeting between ICI nurses and the patient’s doctors. Doctors respond positively to these meetings, which serve as a powerful intervention and improve accounts dramatically. The elderly, it turns out, aren’t helpless and passive. Given a modicum of attention, they adsorb advice greedily and are highly educable. ICI and the doctor together become potent advocates for the patient.

The nurses have a laptop containing an electronic medical record with clinical guidelines. With the EMR, ICI can track and document what nurses are doing and how the patients are responding. The ICI program is strictly a “hands-on” operation and depends heavily on personal contract, rather than telephonic follow-up, which many competing disease management firms emphasize.

Thursday, May 24, 2007

One Trick Ponies

Medicine needs fewer one trick ponies, specialists who spend too much time with their fellow cronies. Too many doctors focus just on their specialty, as if it were the only normality in this complicated health care world.

These specialists may suffer from tunnel vision. They may be thinking only of their singular mission, rather than the patient’s or the health system’s overall condition. You might say these specialists are suffering from hardening of the categories, rather hardening of the arteries.

Give me gifted generalists, free-ranging wide-eyed realists. Give me doctors know more about the overall score. Give me physicians who innovate rather than simply operate.

Wednesday, May 23, 2007

A Once A Year Drug to Treat Postmenopausal Osteoporosis

Why Not A Yearly Drug for Other Diseases Too?

Another Occasional Clinical Blog

“A once-yearly infusion of zoledronic acid during a 3-year period significantly reduced the risk of verterbral, hip, and other fractures.”

Dennis M. Black, PhD, and 20 co-authors, “Once-Yearly Zoledronic Acid for Treatment of Postmenopausal Osteoporosis, New England Journal of Medicine, volume 356, pages 1809-1822, 2007.


Sometimes asking “Why not?” is the essence of innovation. If the answer is ‘yes” and has elegant simplicity, it may even be a revolutionary step forward.

Such may be the case with using zoledronic acid as an annual single intravenous intravenous infusion to treat postmenopausal osteoporosis.

I don’t know who first asked “why not” about zoledronic acid as a once year dose to treat osteoporosis, but I do know:

• 21 authors in an international study found zoledronic acid reduced vertebral fractures 70%, hip fractures 41%, and non-vertebral, clinical fractures, and other fractures by 45%.
• 50% of postmenopausal women develop osteoporosis, the progression of which can now be prevented or minimized in many as one half to thirds of affected women.
• 50% of patients taking oral drugs for osteoporosis stop taking them within a year.
• Costs of medical care for osteoporosis are $18 billion yearly, the cost of which may due to failure to take oral drugs.

A Neighborly Chat

I was musing about these numbers when chatting with an 80 year widow in our town. I was telling her of the once-yearly infusion study and its astonishingly positive results. I thought she might be fascinated. She has suffered multiple vertebral fractures, has lost 6 inches in height, and wears a back support brace to prevent further fractures.

Her response surprised me, “ I don’t care what the doctors say. They just want to hand out, inject, or infuse another drug. I won’t do another damn thing until I research it on the Internet. Besides, I want to know what the drug costs. My doctor probably doesn’t know. ”

So much for baby boomers as the only demanding U.S. demographic group.

Three Concluding Thoughts

Her response led me to three thoughts.

1. An article in the April 23-30 American Medical News, “Costs vs. Compliance: Patients Often Fall to Follow Doctors’Orders Because They Can’t Afford The Medication. Talking With Patients about Money is One Step towards Changing That.” The author, Kevin O’Reilly, cited an article in the Archives of Internal Medicine, which stated 85% of patients are sometimes noncompliant, 50% skip drugs to save money, 35% didn’t discuss their noncompliance, 32% of patients suffer declining health because of noncompliance.
2. Doctors can decrease cost, in decreasing order of doctor preference, with 5.0 being top choice by:
• switching from brand –name to generic drug 4.34,
• giving drug sample 4.16,
• discontinuing drugs 4.03,
• switching to less expensive brand-name drug 3.96,
• prescribing higher dose and telling patient to split tablet 3.58,
• referring patient to drug assistance program 3.57,
• recommending over the counter substitute 3.21,
• referring patient to public aid or social worker 3.15,
• encouraging patient to see another doctor 1.86,
• doing nothing 1.47.

3. Wondering if once yearly intravenous drug infusions might be adapted to other treatments of other diseases. This is sheer speculation on my part and may be folly since I’m not acquainted with the potential pharmacologies or disease dynamics involved.

Nonetheless innocent and ignorant questions sometimes leads to stimulating more informed persons to pursuing research outside the usual mental framework to reach for answers in the sky where others have yet to venture. I’m reminded of these lyrics of a popular 2007 song by Hillary Duff.

Why not
Take a star from the sky
Why not
Spread your wings and fly
It might take a little
And it might take a lot
But…why not
Why not.


References

1. D. M. Black and others, Once-Yearly Zoldronic Acid for Treatment of Postmenopausal Osteoporosis, New England Journal of Medicine, volume 356, pages 1809-1822, May 3, 2007

2. J. Compston, Treatments for Osteoporosis – beyond the HORIZON . New England Journal of Medicine, volume 356. pages 1878-1879, May 3, 2007

3. Kevin O’Reilly, Costs vs Compliance, American Medical News, pages 7-8, April 23-30, 2007

4. Archives of Internal Medicine, September 25, 2006, and March 25, 2005.

Tuesday, May 22, 2007

“Busyness” The Bane of Health Care Businesses

"The world is moving so fast these days that the one who says it can't be done is generally interrupted by someone doing it."

Harry Emerson Fosdick, 1878-1969

"It is not enough to be busy; so are the ants. The question is: what are we busy about?"

Henry David Thoreau, 1817-1862

Back-to-back meetings all day long are a sure sign of organizational backwardness and of failure to know one’s time, not of an individual’s importance. That’s the message I convey in this blog. Constant “busyness” leave little time for innovative thinking.

As a “connector,” a word Malcolm Gladwell coined in the Tipping Point (Little Brown, 2000) to describe individuals with wide social circles and broad connections, who seek to make the right things happen, I spend a lot of time on the phone trying to reach influential friends and health leaders.

It’s a frustrating experience.

• First, there’s those long interminable uninterruptible telephone menus, in English and Spanish, directing you to those eight departments you don’t want to reach, then reciting them again if you don’t push the right button.

The purpose of these menus, of course, is to direct traffic without human intervention and to protect the “busy” executive. One trick here is to push “0” before you get too entangled listening to the menu merry- go-round.

• Second, there is the protective bodyguard “associate” asking you to state and defend your reason for calling, your relationship with his/her imminence , and telling you the boss is “busy” now in meetings, on conference calls, or is out of the office and won’t return until he or she is good and ready to answer your call, which may be never.

• Third, there’s the “busyness” excuse. So-and-so is “terribly busy,” Or, Doctor Jones is a an “incredibly busy physician, “ Or, “Mr. Smith is busy, he/she’s in meeting all day, all week, and is booked solid for the rest of the month, “ unable ,presumably, to talk to ordinary mortals outside of the organization. Sometimes I feel like saying, “I’m terrible busy too,” But I hold my tongue.

I understand this is a busy world and busy executives have a lot on their plate and spend a lot of time at meetings.

But I maintain there’s a lot of unnecessary busywork going on out there and one can get so caught up in “touching base” to satisfy office politics and to coordinate the bureaucracy that one forgets the world is made up of people.

Others have said of meetings and phone calls.

• Peter F. Drucker (1909-2005) -- “Another common time waster is meetings. The symptom is an excess of meetings. Meetings are by definition a concession to deficient organization. For one either meets or one works. One cannot do both at the same time. If any executive in an organization than a fairly small part of their time in meeting, it is a sure sign of malorganization.” Drucker also said any organization in which executives or managers spend more than 25% of time in meetings is “dysfunctional.”

• Marshall Zaslove, MD, a physician productivity expert, wrote, ”Most doctors don’t like meetings, because we recognize intuitively that they’re not only an interruption, but usually a waste of our work time. On this point we differ from executives and managers, who love meetings and who will even boast to each other. ‘So-and-so gave me a meeting.’ The difference stems from the fact that as physicians we usually do our work one on one; that’s just the nature of our tasks. In contrast, managers are not rewarded for the work they do as individuals, but for how much work they can get groups of other people to do.”

• Robert C. Townsend, the legendary executive who launched Avis Car Rental’s campaign, “We Try Harder,” and who wrote Up the Organization: How to Stop the Organization from Stifling People and Strangling Profits,” said the best way to humanize the corporation was to have every employee, from executives on down, spend two weeks at a year at reservation desks answering phone calls. On a personal level, while on the road, he would call Avis headquarters, and ask for himself, “Try calling yourself up to see what indignities you have built into your own defense.”

So there, I’ve worked off my frustrations over “busyness.” One person I enjoy calling is Mike Martin, president and CEO of Practice Support Resources, Inc, an independent health care publisher in Independence, Missouri. His firm publishes 500 titles a year for physicians and hospital executives. Mike is always available to personally respond to calls. Mike is a refreshing touch of humanity.

References

1. Peter F. Drucker, The Effective Executive, Harper & Row, 1966

2. Marshall O. Zaslove, The Successful Physician: A Productivity Handbook for Practitioners , An Aspen Publication, 1998.
3. Robert C, Townsend, Up the Organization, How to Stop the Organization from Stifling People and Strangling Profits,, Mass Market Paperback, Fawcett, 1981.

Friday, May 18, 2007

The Hospice Innovation

The High Touch Part of High Tech/High Touch Medicine

Death be not proud, though some have called thee"

DEATH be not proud, though some have called thee
Mighty and dreadfull, for, thou art not so,
For, those, whom thou think'st, thou dost overthrow,
Die not, poore death, nor yet canst thou kill me.
From rest and sleepe, which but thy pictures bee, 5
Much pleasure, then from thee, much more must flow,
And soonest our best men with thee doe goe,
Rest of their bones, and soules deliverie.
Thou art slave to Fate, Chance, kings, and desperate men,
And dost with poyson, warre, and sicknesse dwell, 10
And poppie, or charmes can make us sleepe as well,
And better then thy stroake; why swell'st thou then;
One short sleepe past, wee wake eternally,
And death shall be no more; death


John Dunne

Juno Beach,Florida -- Most of us die before we reach 100. That's the nature of the human genome. Some of us die of "natural causes" at home or work; others die from the big killers - heart disease, stroke, cancer, obstructive lung disease- in hospitals; all of us die no matter what medicine's high tech tools have to offer.

For every high tech innovation, a corresponding high touch innovation crops up, For every mainstream theray, there's an alternative therapy. For every disease, there's a support group. And for every failed therapy, every disease, with every death across the Great Divide, there's a hospice.

My son, Spencer, who lives here in Juno Beach, has made my wife and me proud of his role in the hospice movement. He's training to be a hospice chaplain, one of those saintly souls who visit the dying, listen to their stories, commiserate with their spouses and relatives, prepare them to die in peace, comfort them, and cater to their spiritual needs.

Yesterday, with our son, my wife, Loretta, a fomrer Massachusetts General Hospital nurse, and I attended a session of session of a group training to be hospice chaplains. It was led by Philip Kittle, PhD, senior chaplain of the Hospice of Palm Beach County. The mission of the hospice is "to serve the spiritual needs of Palm Beach County."

The session opened with a white paper on the theological nature and structure of "sin," and was followed by a verbatim presentation by one of the aspiring chaplains. The "verbatim" consisted of a three page case study, written and read by one of the chaplain want-to-bes. The case for the day concerned a Jewish woman whose spouse of 25 years was dying of cancer. Her problems were two-fold: one, difficulty in talking to her husband about his imminent death; and two, conflicts with her husband's three sons from a previous marriage. The discussion swirled around the trainee's intraction with the wife, her dying husband, and the three sons. In a separate meeting, I was told, an interdisciplinary team- the chaplain, nurses, and doctors - would lay out the plan for the patient.

Our session with the trainees inspired my wife and me. It made us realize we are in this thing called life and death together. All of us need compassion and comfort and coming to grips with our mortality at the end.

The hospice movement, now about 30 years old in the United States, has become a major force in U.S. health care. Hospice tends to the dying in freestanding hospice units, in hospice hospital wings, in long-term nursing facilities, and in patients' homes. It is an inspiring movement. It has inspired our son, who has decided to become an Episcopalian priest, ministering to the needs of the dying. We are proud of him.

Thursday, May 17, 2007

Employers:Trust Your Employees, Give Them Health Care Choices

Death at the Hands of a "Choice" of One

From Who Killed Health Care: America's $2 Trillion Medical Problem - And the Consumer-Driven Cure, by Regina Herzlinger, McGraw Hill, 2007

Juno Beach, Florida --I have several friends with strong opinions about the employer's role in health care.

--One is John Burns, MD, who was vice-president of medical affairs at Honeywell (may not be exact title), about 10 years ago. John, an internist, felt all employees, from CEO on down, ought to have the same health benefits. This did not go down well with Honeywell executives, who thought rank had its privileges and therefore they ought to have their annual physical examinations at the Mayo Clinic while other employees could have their evaluations done elsewhere. John also felt strongly Honeywell should only pay for medical services that were based on evidence from the medical literature. Finally, John had his clashes with the Health Resources people who considered it their paternalistic and sacred duty to give employees as many health care benefits as possible and available..

-- The other is Brian Klepper, MD, president and founder of the Center for Practical Health Reform. Brian, too, is a believer in "evidence-based" medicine. He believes in care based on data on quality and outcomes and performance, as monitored by management platforms and as gathered in RHIOs, (Regional Health Information Organizations. Brian, like John, feels only business employers have the clout and leverage to reform health care.

Then, there's Regina Herzlinger, professor of business administration at Harvard Business School, senior fellow at the Manhattan Institute, and godmother of the consumer-driven health movement. You might think she would be sympathetic to the health costs plights of business. Health costs, after all, are said to be killing American business in the competitive global marketplace. GM, for example, spends $1500 for health care for each employee while Toyata is spending $110.

You might think this professor of business administration would put her emphasis on shifting of costs and risks to employees. These shifts could take the form of,

-- rewards for exercise and fitness
-- stopping smoking
-- losing weight
-- paying more to hospitals and physicians who adopt quality incentives
-- disease management at home and at work
-- tmanaging cost through HMOs, PPOs, and other forms of managed care.

But you would be wrong.

Instead she says: Businesspeople: trust your employees to make their own health care choices rather than relying on your Health Resources (HR) to narrow employee choices. Your employees, she insists, are just as capable of making intelligent informed choices about health care as they are of knowing what to do with their 401Ks, their cafeteria plans, and their private purchases of homes, cars, computers, and mutual funds. According to Herzlinger, HR personnel are paternalistic and bureaucratic rather being competitive and entrepreneurial. Like typical corporate bureaucrats, they do not believe in competition, choice, and entrepreneurship, and they mistrust employee's judgement in choosing between multiple plans. Instead they believe in making health consumers' choices for them. And they believe it is their duty to hire insurance plans to administer their employees' benefits.

If this approach fails, as it often does, they require employees to pay more for their premiums and elevates co-pays. If that fails, they further reduce the number of plans to one or two. They reduce the number of drugs available in the formulary. They reduce the number of hospitals or physicians in the network. The strategy is: narrow the choices, shrink the benefits, switch to generics, tightly manage use of health services to the sick.

Rarely do the HR types consider competition and different vendors. And so by 2005, this narrowing and shrinking process resulted in virtually all employeers offering only opne plan, typically a managed one. Only lately since 2004 have some employers began to switch employers to high deductible plans with health savings accounts (HSAs) and even a few have completely replaced HMOs and PPOs with high deductible plans.

Rarely have corporations turned to consumers and physicians to manage costs on their own. That would be their last stand. That might entail more individual responsibility, employees choosing between various plans based on costs, quality, and value. That would be radical, trusting employees to make choices, as they now do for cars, computers, pension funds, housing, and education. But giving consumers the option of spending their own money -- based on what they think they need and what they judge to be in their own best financial and health interest -- might also cure the health care cost crisis.

Wednesday, May 16, 2007

General Hospiitals in Transition from Dominance to Innovation

From Who Killed Health Care? America's $2 Trillion Medical Problem- And The Consumer-Driven Cure (McGraw-Hill, 2007)

I have some experience with hospitals. As a pathologist, I've worked inside of them. As the chairman of a PHO, I helped develop 150 "bundled bills" -- a combined hospital and physician fees -- to achieve "tranparency" for health plans and consumers. As a co-owner of an outpatient "commercial" clinical laboratory, I've competed with hospitals(Among other tests, we charged $6 for an SMA-12 while the hospital was charging $75. I was told this was necessary for "cross-subsidization" purposes to support money-losing hospital services.) And with a former hospital CEO, James Hawkins, I co-authored Sailing the Seven "Cs" of Hospital Physician Relationships: Competence, Convenience, Clairty, Continuity, Contro, Cash, and Competition (Practice Support Resources, 2006).

None of this makes me an expert on general hospitals, but as a consequence of these experiences, I read Regina Herzlinger's chapter on general hospitals with rapt attention.

Regina's message is: America's 5200 general hospitals had better move to innovate if they are thrive in a consumer-driven environment.

No longer can general hospitals sustain their dominance, if,

1. their costs continue to grow at a an 8% to 9% annual pace;

2. their costs exceed costs of general hospitals in other developed countries as much as 4 to 1 and in underdeveloped countries attracting medical tourists by as much as 10 to 1;

3. "adverse events" continue to occur on their premises, 400,000 times a year, marking them as dangerous places full of safety hazards;

4.they continue to consolidate with rivals to maintain their monopolies, further driving up costs by extracting fees from insurers who have no where else to go;

5. they persistently charge "outrageous" fees to the uninsured, thereby making a mockery of their "charitable," "not-fro-profit" and "church-affiliated" or "doing the work of the Lord" status;

6. block the building of physician-owned and/or operated specialty hospitals through heavy lobbying of Congress;

7. employ salaried doctors or setting up "centers of excellence" in the name of economies of scale or vertical integration, when in actuality they are more inefficient and less productive than their competitors.

8. Act in their own financial seelf-interest rather than the interest of consumers.

According to Herzlinger, these tactics, successful so far, will not work indefinitely because general hospital costs, already comprising about half of all health costs, will continue to rise. Her reasoning? Monopolies without competition will ultimately run afoul of federal anti-competitive laws, lawyers like Dickie Scruggs will stripe hospitals in some states of their charitable status. monoplies are inerently economically inefficient, consumers spending their own money will siimply get their care elsewhere.

Herzlinger argues general hospitals must see the clouds on the horizon and act to innovate, much like America's retail industry has done, by,

1. introducing more and more diverse consumer shopping sites for care;

2. stressing services and convenience to miminize time and travel expenses;

3. offering more choices of services and re-organizing them into more convenient care categories;

4. ceasing trying to be everything for everybody and subspecializing;

5. allowing more competition which will come anyway and will not be denied;

6. focusing on consumer needs that are more relevant and fit consumer needs, not the needs of the hospital;

7. offering integrated services for diabetes, cancer, AIDS, heart, lung, and bad backs.

8. giving physicians more latitude, control, and share of profits

9.becoming more transparent in pricing by offering upfront "bundled bills" for a range of services in advance.

10. moving to meet the threat posed by global competitors, who have already made many of the managerial innovations indicated above.

The Health Insurers

From Who Killed Health Care?America's $2 Trillion Medical Problem -- And the Consumer-Drive Cure (Regina Herzlinger, McGraw Hill, 2007)

Juno Beach, Florida --In her 304 page book, backed by 634 references, Regina Herzlinger, Harvard Businness School Professor, Senior Fellow at the Manhattan Institute, and Godmother of Consumer-Driven Health Care, asserts third parties are killing the system. They're killing it, she maintains, by bringing about too high costs, getting between doctors and their patients, acting in their own self-interests rather than those of health consumers, and showing a lust for empire building.

In her chapter on "The Health Insurers" she surprises me by focsing on the woes of Kaiser Permanente. This took me a little off guard because I have always thought of Kaiser as a progressive organization who could do no wrong. I have admired their Archimedes Project, their reduction of heart attack and stroke mortality, and their ambitious EMR project. Thirty years ago, when I was a student of Regina Herzlinger at a Harvard Business school advanced management course, Regina admired Kaiser.

Why the shift? Well, it isn't a complete shift, but she is critical of Kaiser's failed renal transplant program. In this program, she says Kaiser drifted away form its usual culture of scrupulously providing prepaid care. It was too intent on growing its system and left out its usual attention to details. It also learned too much "vertical integration" can be a bad thing. You can't be everything to everybody and do everything well. Some things are better off being outsourced. In her analysis of Kaiser, she carefully lays out the history of Kaiser -- its founding, growth, reaction to adversity, and declines. She says Kaiser strayed from its mission in the mid-1990s when it decided to adopt its culture to that of other HMOs - growth for growth's sake -- and instituted its fated and failed renal transplant program

She concludes:

At one time, the fabled HMO Kaiser exhibited a corporate culture that enabled it to offer high quality care at a reasonable price, and Kaiser still does a good job for many of its patients. But when Kaisers managers decided to grow the organization, they wore down the foundation of this culture and lost a fortune in the process.

In all human activities, God is in the details, especially wlhen it comes to care of seriously ill people. The management of the Kaiser HMO allegedly neglected these thousands of details in its kidney tranplantation program; it reportedly understaffed the program; fired orginal employees who complained about its quality progam and provided little suppor for those who remained. In 2006, after more than a hundred of patients awaiting kidney transplant died, Kaiser performed one mericual act; it closed the program
.

There is more to "The Health Insurers" chapter than Kaiser. Herzlinger comments on the fallacies of "Just-Say-No" policies, the unnecessarily high administrative costs, the use and abuse of doctors, the neglect of the needs of health care consumers, and other misguided policies.

Tuesday, May 15, 2007

Who is Killing Health Care?

I'm in Juno Beach, Florida, and I've just completed reading Regina Herzlinger's latest book, Who is Killing Health Care? (McGraw Hill, 2007). The book is an all-out assault on the flaws of the present system. She puts the blame squarely on the shoulders of not-for-profit hospitals, managed care, employers, the academic community, Congress, and other self-serving third parties who know little about health care consumers. All of these third parties, she says, in one way another, adopt a paternalistic "Father knows best" attitude without basically knowing what they're talking about. Only they, the top-down gang, feels it knows what's good for patients when nothing could be farther from the truth.

The altitude and attitudes of the health care "fat cats," who are pocketing billions to serve their own narrow self-interests, bewilders and angers health care consumers. Consumers feel they have little choice, control, transparency, and information to make intelligent choices. And third party actions hog tie doctors. leaving little room for innovation and entrepreneurship. These two factors, Regina asserts, will the the life-blood and salvation of any workable, convenient, cost-saving, patient-serving system. Health care consumer, Herzlinger maintains, are very smart people who know what's best for themselves. More on this book and specific examples of what Herzlinger is talking about later.

Monday, May 14, 2007

Two Solo Practice Mindsets

Do You Single or Mingle?

In Mind Set! (Collins, 2007), John Naisbitt, who wrote Megatrends, observes how you think about an issue depends upon your mindset.

Naisbitt puts it this way, ”Judgments in every area are driven by mindsets, from world affairs to personal relations.” If you think of the world as a clash of civilizations, all politicians as crooks, outsourcing to India as stealing American jobs, cats as the planet’s cleanest pets, global warning as a threat to civilization, husbands as faithful rather than as philanders, you receive the same information differently.

How one perceives the future of solo practice also depends on mindsets.

If you cherish your independence, want to be your own boss, seek a deep personal relationship with your patients, strive to reduce your overhead, and have information technology savvy, you may think a solo practice as the way to go.

Dr. Gordon Moore, a solo family physician in Rochester, New York, is such a person. In “Going Solo: One Doc, One Room, One Year Later” (American Academy of Family Practice, March 2002), Moore described how gratifying and rewarding solo practice can be.

Using a “lean” IT system with Internet access, Moore saw every patient on the day they called, delivered comprehensive care, took his own call, developed deep and personal relationships with patients by spending 30 minutes with each one, reduced his patient load from 25 to 30 to 12 patients a day, operated without support staff in a room of 150 square foot, averaged $65 a visit, and took home $155,000.

On the other side of the solo mindset divide is David Lawrence, MD, chairman emeritus of Kaiser Permanente. In his widely acclaimed book, From Chaos to Care: The Promise for Team-Based Medicine, Perseus Publishing 2002, Lawrence maintains solo practice is dying because one doctor, acting alone, can’t handle American Medicine’s demands..

Lawrence conveys his message in the form of a fictitious solo practitioner, Adam Landers, MD. He says Dr. Landers lacks the time, money, and organization to be a high quality physician and to deliver on the promise of modern medicine. Landers, Lawrence maintains, will fall further and further behind. These are Lawrence’s words, “For the simple and routine illnesses, he provides a valuable service. But for more complex and chronic conditions, neither he nor his colleagues in other solo or small group practices are prepared for what medicine now requires and patients demand. The forces are too strong and the changes too profound.”

According to a 2003 CDC survey of National Ambulatory Care, 38.5 percent of patients still go to solo practitioners for their care. This visitation rate may change over time. New physicians are much less likely to enter practice and more likely to work as salaried employees of group medical practices, clinics, hospitals, or health networks.

To those who say solo practice is dead as a dodo, I say, “Some Death, Some Dodo.” Solo practice may be dying, but patients haven’t recognized it yet.

Sunday, May 13, 2007

The New York Times Reports “Good News” About American Health Care

That’ll Be The Day

“All I know is just what I read in the papers.”

Will Rodgers,1879-1935

I await the day when The New York Times runs a series of “good news” articles about the state of American health care. The series might have these titles,

• Americans Trust Their Doctors
• Americans Have Greater and Quicker Access to High Tech Diagnostic and Curative Care Than Any Other Nation
• Foreign Physicians Flock to America for Training Unavailable in Their Country
• Record Numbers of Canadians Cross Border for Life-Saving Care
• America Achieves Unprecedented Longevity Gains in Last Decade
• Americans Receive 80 Percent of Noble Prizes in Medicine
• Research at American Pharmaceutical Companies Produces 90 Percent of the World’s New Drugs
• America’s Innovative Health System’s Variety and Choice the Wonder of The World

That’ll be the day.

The Times in 2005 and 2006 had a series of a dozen articles entitled “Being A Patient.” These focused largely on the perils of being a patient in America. Now The Times is embarked on a series on medicine and money, focusing on profit-mongering drug and medical device companies in league with greedy specialists to bilk the public.

It all comes down to altitude and attitude. From their lofty perch, The New York Time’s editorial staff has yet to tumble to the reality America is basically a conservative nation, distrusts centralized government, wants choices of care and providers, demands access to the wonders of high tech medicine, and believes a market-based system, with all its faults, such as profits for entrepreneurial and innovative health care companies and doctors, are worth the price and value received.

It is almost as though The Times denies the existence of entrepreneurial capitalism in American health care. Our health system blends innovative large and small firms striving for economic growth. Such a system entails risk – workers who lose jobs and health insurance, widening of gaps between winners and losers, competition with some jobs going to skilled workers abroad who have increasing skills, occasional bankruptcies among those unable to pay health care bills. American capitalism is imperfect. It requires oversight to reduce risks without losing entrepreneurial vigor. Unremitting accusations of bad faith and constant “bad news” stories don’t strengthen health care.

Read the The New York Times, and you’ll come away believing pervasive avaricious greed corrupts American health care and will break our already “broken” system.

From May 9 through May 11, The Times ran 10 articles on how drug companies deceived the public and entered into unholy alliances with doctors to sell more drugs to produce more revenue for doctors, how doctors willingly entered into these alliances solely for material gain, and how lobbyist-tainted and incompetent FDA failed to monitor new drugs and harmed patient safety.

The May 9 front page, right top column, the prime spot for highlighting news, featured these headlines,

Doctors Reaping Millions for Use of Anemia Drugs. Payments from Industry. Concerns over Safety – Critics See Incentives for Higher Doses.

The opening Section read:

“Two of the world’s largest drug companies are paying hundreds of millions of dollars to doctors every year in return for giving their patients anemia medicines, which regulators now say may be unsafe at commonly used doses.
The payments are legal, but very few people outside of the doctors who receive them are aware of their size. Critics, including prominent cancer and kidney doctors, say the payments give physicians an incentive to prescribe the medicines at levels that might increase patients’ risks of heart attacks or strokes.
Industry analysts estimate that such payments — to cancer doctors and the other big users of the drugs, kidney dialysis centers — total hundreds of millions of dollars a year and are an important source of profit for doctors and the centers. The payments have risen over the last several years, as the makers of the drugs, Amgen and Johnson & Johnson, compete for market share and try to expand the overall business.”


The Times
appears bent on publishing on its front pages “All the Bad News that’s Fit to Print about U.S. Health Care.” The May 9 article is part of a series of medicine and money, all decrying collusive relationships between big business and bad doctors. The Times series focus on the pharmaceutical industry and medical device industries , and how these industries reward specialists who overuse products for financial gain.

To The Times, the American health system has become a morality play,

• the good guys (The Times and other assorted elites and policy pundits) vs. the bad guys (profiteering health companies and doctors);
• the greedy (well-healed executives and “rich” doctors) vs. the needy (poor patients in the throes of cancer or kidney dialysis);
• the high brows (academics and journalists who know what’s right for the common good) vs. the low brow commercial types (who do almost everything wrong as long as it suits their own financial self-interest).

I don’t wish to pick a fight with a media outlet who buys ink by the barrel. I know “bad news” sells better than “good news.” I know The Times considers itself the Watchdog and Whistle-Blower against mean-spirited, profiteering conservatives. I don’t question our capitalistic system needs oversight to reduce abuses.

I’m simply seeking more balance in The Times reporting. For an example of this imbalance, in its May 9 piece, The Times dismisses America doctors’ overuse of anemia-correcting drugs for cancer and dialysis as a deliberate effort to make money. To make its case, The Times notes American doctors,

• prescribe more drugs than European counterparts ( Did it ever occur to The Times maybe, just maybe, European doctors “under-prescribe” and maybe their patients have less positive results? )

• conssciously endanger patients for profit when they know anemia drugs are unsafe (Has it occurred to The Times American physicians prescribing these drugs believe higher hemoglobin levels are “good” for improving health and alleviated distressing symptoms attributable to anemia.)

• Continued to prescribe drugs even after studies indicated hemoglobin levels above 12 might endanger patients ( Did it ever occur to The Times the studies indicating “possible” risk studies were far from conclusive and only appeared in March?)

Nor does The Times point out doctors themselves often criticize thenselves. For instance, on a May 11 blog, “The Doctors Weighs in on Cancer,” Dr. Dov Michaeli, an academic physician and biochemist who does cancer research takes the American Society of Clinical Oncologists (ASCO) to task for responding to the Times defensively (see epilogue to this blog for a reprint of ASCO letter to The Times).

Of the ASCO letter to the times (reprinted in epilogue), Dr. Michaeli acidly comments “ASCO makes that same argument that professional people make when colleagues are caught with their hands in the cookie jar: most of us are conscientious, hardworking people. Granted, but it turns a blind eye to the corrosive influence of pharmaceutical companies on the use of drugs. This is denial of how our health system ‘works’ on a daily basis.”

Michaeli concludes: “As the wheels are coming off our broken health system, more revelations of waste, abuse, greed and outright criminality are bound to surface. What are we going to do about it?”

Good question. I suggest we start with a more balanced view of the system.

• First, I reject the notion the system is “broken” – and constant reference by academic critics of greed by practitioners as a cause for this brokenness ( Michaeli, an academic researcher, shows some of this bias when he says, “ ASCO is led by academic clinicians and researchers, whose motivation and dedication is admirable. But many of the rank and file, community practitioners, are not beyond temptation.”

I doubt medical academicians, who compete for pharmaceutical company grants and who run clinical trials, are beyond temptation. I’m unaware academic physicians wear halos and only practicing doctors are vulnerable to “temptation.”

• Second, I believe critics ought to acknowledge health care is an innovate force in our economy, will soon represent 20 percent of the nation’s GNP, and is the nation’s largest employer. Professional managers, whose job is to maximize resources and revenues, run most health care enterprises - hospitals, medical practices, drug and device manufacturers. If overzealous pursuit of revenues and resources leads to excess, managers should be condemned, even fined and jailed, but it shouldn’t be assumed or taken for granted pharmaceutical and medical device companies and doctors are always seeking mutually beneficial arrangements are ipso facto evil doers.

What the media in general, and The New York Times in particular, needs is a more balanced view. An occasional dollop of good news, such as more than 50 percent of cancer victims are now surviving, more than 10 million cancer victims are living with their disease, and genetically engineered cancer drugs are contributing significantly to cancer cures, would help achieve that balance.

I’m pleased to report the May 12 issue of The Times contains a “good news” piece on Becton, Dickinson & Company. It’s buried on the third page of the business section. It’s titled “Medical Gear That Rarely Makes News.” It consists of an interview with Edward J. Ludwig, CEO of Becton and Dickenson, with revenues of $5.7 billion last year, on sales of syringes, diagnostic kits, lab equipment, and related gear.

The unifying theme behind the company’s success is its emphasis on safety in its products to protect doctors, nurses, and patients with shields, sliding clasps, and needle retracting into the device. Its ambition is to make a significant dent in the 2 million infections each year from antibiotic resistant staphococci killing 90,000 Americans each year and costing $6 billion yearly to treat. Toward that end, B &D has acquired a diagnostic system allowing them to quickly identify the offending bacteria. Use of this system to screen every patient. entering Evanston Northwestern Hospital reduced infections by 60 percent. Ludwig contend s private innovation will help the “broken” health system to heal itself by attacking safety problems, and improving care. What the media needs is a new more flexible mindset allowing them to become more innovative in reporting the “good news” of our resourceful and responsive health system.

Epilogue: In the interest of being “fair and balanced” (a term the mainstream media now considers anathema since Fox News adopted it as their slogan), I reprint six letters from the May 13, Sunday, New York Times. The Times deserves credit for publishing letters representing both points of view.

Best Drug, or Best Money Maker? (6 Letters)
1) To the Editor:

So two drug companies are paying hundreds of millions of dollars to doctors who prescribe anemia medicines that lack effectiveness and put a patient’s health at risk. This is not a surprise because it reflects our broken health system, a system driven by greed.

Although drug companies say their intentions are not to promote the use of more medicine for profit, there will always be the risk that some doctors will prescribe higher doses to gain that extra dollar.

As patients, we should work to eliminate the incentives to doctors and to raise patient awareness about them. We deserve the right to know the benefits of a medicine, both for us and for the doctors.
Luis Rodriguez
Daly City, Calif., May 9, 2007

2) To the Editor:

Medical care should be guided only by what is best for patients. But throughout the medical system, rebates and volume discounts are common and can create the perception of improper incentives.

Our organization has long advocated evidence-based guidelines, including those we produced in 2002 with the American Society of Hematology on erythropoietin use for chemotherapy-related anemia. With the appropriate use of erythropoietin, many thousands of patients have avoided potentially dangerous blood transfusions.
Oncologists care deeply about their patients, and the overwhelming majority treat them based on the best available evidence.

In the case of erythropoietin, recent studies prompted the Food and Drug Administration to issue a “black box” warning in March about the potential dangers of using erythropoietin to boost hemoglobin to levels higher than guidelines recommend. Early evidence suggests that doctors factored this new data into their prescribing decisions and have reduced erythropoietin use.

As a whole, the medical community needs to better determine the impact financial incentives may have on prescribing patterns and patient care, to ensure that patient needs continue to be at the forefront of medical decisions.

Allen S. Lichter, M.D.
Exec. V.P., American Society of Clinical Oncology
Alexandria, Va., May 10, 2007

3) To the Editor:

Many doctors appear dissatisfied with fees ethically garnered from clinical evaluation and management. They can and will prescribe for personal profit, and will readily reshape and expand diseases to suit the available reimbursement. Without disclosure, patients are typically the last to know there might be a problem.

The investigation of anemia drugs no doubt could expose the self-serving logic, unethical inducements and poor administrative surveillance that permit exploitation of the public’s soft financial underbelly. Unfortunately, there are plenty of other specialties of medicine where such professional betrayals occur. And adequate regulation is not likely to occur in the financial free-for-all of private medicine.

James H. Lampman, M.D.
Bismarck, N.D., May 9, 2007

4) To the Editor:

The discovery and development of growth factors that stimulate the bone marrow to produce red cells was a milestone in modern medicine. In the appropriate setting, these growth factors can improve blood counts and quality of life and spare patients time-consuming, expensive, short-lasting and risky transfusions.

In our practice the increasing use of these medicines is driven by the fact that they work so well. As with any new therapy, these medicines need to be used within established and developing guidelines to avoid serious side effects.

Since there are two competing and equally effective drugs, the drug makers are offering incentives for preferential use — the natural outcome of a free-market economy.

Deciding how regulators might control drug makers is an important undertaking, but it should not detract from the tremendous benefits of these drugs when used in the right situation.

Birjis Akhund, M.D.
Chief of Medical Oncology
Huntington Hospital
Huntington, N.Y., May 9, 2007

5) To the Editor:

America has the best medical care in the world. It is the most advanced and expensive. The first two qualifications are debatable, but the third is difficult to refute.

The great expense is complicated by the high cost of drugs and procedures of dubious benefit.

The likelihood of being prescribed drugs of dubious benefit is obviously increased by kickbacks to doctors. The kickbacks may be legal, but should they really be allowed? The cost of medicine is increased by this practice, and the quality is sure to suffer.

Alex Floyd
Lexington, Ky., May 9, 2007

6) To the Editor:

“Doctors Reaping Millions for Use of Anemia Drugs” (front page, May 9) was disturbing. I found it equally disturbing that the continuation of the article was in Business Day. In the past two decades, I have observed that news of important medical advances increasingly appears in, or is continued in, the business section.

This practice advances the thinking that health care is primarily a business in which providers reap riches, rather than a humane social endeavor in which providers earn their living.

Ira D. Feirstein, M.D.
New York, May 9, 2007

Saturday, May 12, 2007

Patient-Physician Productivity Triple Play


Medfusion. Inc, EClinicalworks. Inc , and Primetime Software, Inc


In yesterday’s blog, I described how patients, given the opportunity to become emotionally and intellectually engaged in their own care through interactive online videos, improved the productivity, satisfaction, safety, and financial returns for all parties – the patient, the physician, and the hospital.

Today, I shall tell how various arrangements between three innovative information technology organizations – Medfusion Inc Eclinicalworks, Inc and Primetime Software, Inc – further advance and enhance these factors.

• Medfusion, Inc is a Raleigh, North Carolina company that has pioneered development of physician Web sites that offer such patient-friendly services as office location hours, physician credential, prescription refills scheduling an appointment, and patient education information. These self-service capabilities increase patient productivity by offering information without going through telephone menus, and physician productivity, by speeding workflow through reducing phone calls, allowing pre-registration and appointment scheduling, delivering lab results, prescription renewals, online, and reminders about annual appointments and preventive tests.
• Eclinical works is a Massachusetts-based EMR/PM (electronic medical record/practice management) company that offers medical practice software to over 10,000 practice physicians in over 50 states at a price of about $10,000 per physician, far below the industry norm. The Eclinicalworks EMR is easy for physicians in small practices to use, learn, and install than more expensive and cumbersome systems. Furthermore, users can customize the EMR and practice management systems for their use by working out the bugs in a transparent web site, www.ecuser.com
• Primetime Software’s product is the Instant Medical History, which explains its offering this way. “Instant Medical History interviews patients to begin gathering the subjective history prior to the encounter. Branching logic enables patients to progress quickly through adjustable questionnaires from an extensive medical knowledgebase. Sophisticated technology enables this information to transfer to EMRs. Physician productivity increases because as much as sixty percent of the medical data necessary to complete the visit note can be provided by patients and automatically documented in medical terminology through the Internet, in exam rooms, or in waiting areas before the encounter.”

Common Features


Medfusion, Eclinicalworks and the instant medical history have several things in common, they,
• enhance productivity in office practices, achieving gains of up to 60% to 80% in the typical primary care practice;
• reduce expense of data entry, by converting from paper to electronic charts, saving time in finding previous charts, saving space, and, in some cases, replacing personnel.
• make it feasible to structure and standardize the information exchange between patients and doctors, and to close the gaps between the subjective and objective, the evidence-based and non-evidence based, the quality and non-quality related, and the Science and the Art.
• represent the convergence and evolution of multiple IT technologies into one flexible and workable whole.
• demonstrate that IT systems, working together can engage the attention of both patients and physicians and serve as a humanizing influence by freeing up more face-to-face time between patients and doctors.
• Allow patients to leave the office visit with a complete record of the medical history, the physician findings, the treatment plan, and in the process, reduce future misunderstandings and disagreements that might end in malpractice actions.
• are all described or mentioned in my book Innovation-Driven Care: 34 Key Concepts for Transformation and are backed by case studies by those who developed these systems.

When Push Cms to Shove

When push comes to shove, these over-lapping and inter-mapping technologies are more about productivity than humanity, financés than nuances, and documentation than doctoring. They are more about power coding and data loading and restructuring and standardizing a longstanding cultural relationship. They may serve, directly and indirectly, as measures of performance, outcomes, and that elusive still intangible thing called quality.

But they don’t and can’t separate good doctors from bad doctors or more than superficially define the human dimensions of the patient-doctor relationship. Nor can they measure clinical judgment, depth of a physician’s cognitive thinking abilities, extent of patient compliance, final outcomes of a patient’s illness, or doctor and patient individualism and choice of courses of action. Human intelligence remains beyond artificial intelligence, virtually always, at least for now.

Friday, May 11, 2007

“Engaged Patients" as a Catalyst for Change

When Patents Are Emotionally and Intellectually Engaged in Their Care Everyone Benefits and the Right Things Happen

A new idea, “engaged patients,” based on the proposition that patients emotionally and intellectually engaged in their care are worth the return on investment in educating them, is bursting upon the practice scene. In other words, “engaged patients” are intrinsically valuable because they bring about quantifiable financial returns.

“Engaged patients” propel consumer-driven care. Becoming engaged in their care is why patients visit websites like the Mayoclinic.com, WebMD.com, and Revolutionhealth.com. Engagement is why the patient education video industry is so robust. Furthermore, go to YouTube.com and you can view educational videos on almost any surgical procedure or disease. YouTube and educational videos are part of a larger phenomenon – a visual educational culture Visual education, often computer-driven, is faster to absorb, easier to understand, and doesn’t require verbal literacy.

Michelle Sobel, Chief Creative Officer for Emmi Solutions, Inc, a Chicago-based company that produces interactive patient education videos prior to surgical procedures, explains why videos expressed in plain language with a voice-over, are so powerful,

“The engaged patient is more than an informed patient. The engaged patient is activated. She understands information critical to her health, communicates effectively and confidently with her clinical team, complies with instructions related to here treatment, and is positively transformed by her experience with care.”


As patient engagement increases, so do top-line and bottom-line payoffs, to wit.

• Patient Loyalty -- Engaged patients who understand what’s at stake through patient education are loyal. A Georgetown Consulting study has demonstrated informed patients are loyal. Hospitals and doctors who rank in the top quartile on loyalty measures have 80% higher earnings than hospitals and doctors in the lower quartile, (1) For hospitals, engagement means greater market share, for doctors, engagement doctors higher patient retention and more referrals.

• Operational efficiencies - Engaged patients able to tell their whole story, even to a computer, create efficiencies. Dr. John Bachman, professor of primary care at Mayo in Rochester, has written computer interviewing saves 4- 8 minutes per patient, creates a record justifying higher codes, and generates claims less likely to be rejected.(2) Engaged patients follow directions. Cancellations of procedures when patient don’t comply with pre-op instructions cost $2188 -- the average cost of a cancelled procedure .(3)


• Patient Safety – Engaged patients, alerted to possible problems during hospitalization or after surgical procedures, are three times more likely to recognize complications, such as hospital-acquired infections, which cost $54,000 more than in patients who such infections than those who did not. (4)

• Risk Reduction – Most nuisance lawsuit result from misunderstandings, not negligence. These misunderstanding may be a failure to understand informed consent – 44% of patients don’t know the exact nature of the operation they’re undergoing; 60-70% don’t read the informed consent form; and claims in which misunderstood informed consent is an issue have average awards as much as $ 1 million. (5,6)

References

1. Gallup Consulting Study. Hospital Network: Employment Engagement, Patient Loyalty, and Leadership Development, www.gallupconsultiing.com/content/?ci=1495, accessed March 2007.
2. Bachman, J, The Patient-Computer Interview, Mayo Clinic Proceedings, volume 78, pages 67-78, 2004.
3. Paul J. St. Jacques MD and Michael S. Higgins MD, MPH, Beyond Cancellations: Decreased Day of Previous Surgery Delays from a Dedicated Preoperative Clinic may Provide Cost Savings, Journal of Clinical Anesthesia, Volume 16, Issue 6 , September 2004.
4. Connolly, C. “Data Shows Scourge of Hospital Infections,” Washington Post, July 13, 2005.
5. What Did the Doctor Say?” Improving Health Literacy to Protect Patient Safety - A Joint Commission Whitepaper, February, 2007.
6. American Society of Closed Claims Project, www.asaclosedclaim.org, Accessed, April 27, 2007.

Thursday, May 10, 2007

Med-Wikis and Ed-Quickies

Everything You Ever Wanted to Know aboutMedicine – Quick!

Four cardiology fellows at the Cleveland Clinic recently launched a Web site on a platform they believe could be the medical textbook of the future – the wiki.

A wiki, which means “fast” in Hawaiian, is an open-source web site, built on the wisdom- of- crowds theory. Anyone can add, remove, edit, or change content to make it better.”


Pamela Lewis Dalton, American Medical News, May 7, 2007


I can spot innovative winners. AskDrWiki.com
will be a winner. Predicting AskDrWiki.com as a winner doesn’t take skill. Med-Wikis are a sign of the times, demand for quick and paperless information. The talent to edit well and quickly, or Ed-Quickie, makes Med-Wikis credible.

The model on which AskDrWiki was fashioned, Wikipedia, the “free encyclopedia,” has succeeded hugely. But it’s controversial. It doesn’t rely on fixed content shaped by eminence grise, selected experts who usually write encyclopedia entries. Authorities writing entries are the traditional model of paper-based encyclopedias.

The history of Wikipedia, as written by Wikipedia, is:

Wikipedia,a project to produce a free content encyclopedia that can be edited by anyone, formally began on 15 January 2001 as a complement to the similar, but expert-written, Nupedia project. It has since replaced Nupedia, growing to become a large global project. As of 2007, it includes millions of articles and pages worldwide, and content from hundreds of thousands of contributors.”

Wikipedia rests upon the “wisdom-of-crowds” theory, again according to Wikipedia, is:

The Wisdom of Crowds, Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations, first published in 2004, is a book written by James Surowiecki about the aggregation of information in groups, resulting in decisions that, he argues, are often better than could have been made by any single member of the group.”

Med-Wikis may threaten, even replace, paper medical textbooks. The health care world is moving very fast, and doctors want their information quick, even if it may not be authoritatively endorsed by experts in the academic medical establishment.

Med-Wikis are moving fast to blunt criticism of less than optimal contents. They are addressing errors or flaws by setting up credentialing processes for contributors. According to David Rothman, an information specialist at Community General Hospital Medical Library in Syracuse, a wiki watcher who has set up his own blog, davidrothman.net, to track wiki blogs,

“A medical wiki with good editorial policies and vetted contributors may soon contain information of quality similar to an established medical journal of textbook.”

Med-Wikis have disadvantages. You have to be tethered to a desktop computer or carry a laptop to view them, and it’s difficult to take them to the bathroom or bedroom to view, unless, of course, you’re part of the wireless web.

The cofounders or AskDrWiki.com, Drs. Brian Jefferson and Kenneth Civello who co-created their web site with Drs. Shane Bailey and Mike McWilliams, are optimistic. Drs. Civello and Jefferson think wikis will gain favor over textbooks although there’s a place for both.

AskDrWiki.com,
which first focused on cardiology and electrophysiology, is already expanding to cover other specialties – dermatology, vascular medicine, endocrinology, hematology, infectious disease, musculoskeletal and connective tissue, nephrology, oncology, pulmonology, rheumatology, vascular surgery, and specialties dealing with images in radiology, cardiology, and peripheral vascular disease.

In a society and medical world enraptured by instant access to a more vibrant up-to-date conversations and encyclopedic knowledge, Med- Wikis are good things and will catch on. In a sense, wikis blend blogs and interactive web sites. Both feature contemporaneous individualistic. Wikis may be more controlled and less opinionated. Both represent new media outlets of a new culture. As Marshall McLuhan, the prophet of pop-culture and now medical culture, said, “The medium is the message.” Wiki messages are visages of the present and presages of the future.

I close with a limerick,

There once was a dermatologist who consulted a wiki,
About a strange, exotic, mysterious cutaneous hickey.
She knew, of course, the wiki would be contemporaneous,
Relevant, extemporaneous, spontaneous but not extraneous,
Even though the source was not from the almighty picky.

Wednesday, May 9, 2007

A Happy Hunting Ground for Health Care Venture Capitalists

“PLACE WITH ABUNDANT SUPPLY a place that provides plenty of something desired.”

Encarta World English Dictionary, St. Martin’s Press, 1999


A health care venture capitalist asked me the other day what my book Innovation-Driven Health Care and www.medinnovationblog.blogspot.com were all about. I hesitated for a moment, then blurted out, “A happy hunting ground for health care venture capitalists.” Perhaps my 1/16th Cherokee genes were surfacing.

My answer was, of course, self-serving. But when you think about it, the American stock markets and the venture capitalist markets, are brimming with confidence about the future. They’re on a roll. And they’re on a hunt for a source of information on potential investments with greater than average returns.

This is particularly true in the United States. Our society is blessed. We have a health system with unparalleled scientific and technical capacity. It’s not by chance that 80% of all Nobel Prizes for medicine go to the U.S., even though we have only 5% of the world’s population. Our health care economy is filled with innovators and entrepreneurs with entrepreneurial vision and entrepreneurial values, with access to venture capital,

We are, in short, filled with innovative vigor. Information technologies, are, of course, the leading edge, but there can’t be an edge without a knife anymore than there can be a healthy brain in a dead body. The brain is our high technology sector, and the body is the thousands of inventive medical engineers, programmers, physicians with a technology bent, competent management teams, and knowledgeable venture capitalists with a vision of the future. The woods are full of health care innovators, and there are plenty of venture capitalists to hunt for them.

‘Twas not always so. Just a few years ago, the hunters weren’t so eager. Back in the late nineties and early 2000s, the dot com balloon burst, largely because Internet dreams had meager financial underpinnings, with little revenue and no return of investment. The dot com firms and some of the new health care firms were all hat, and no saddle.

In health care, firms like MedPartners and Phycor had bet the farm on the promise and the premise that consolidating independent physicians into national practice management firms, was feasible. It wasn’t. Those firms collapsed and disappeared from the market. And hospitals lost their assets when they learned the practices they had acquired were largely losers once fee-for-service doctors became employees and lost the incentive to work hard. You can't make money as a doctor working an eight hour day or a 40 hour week or taking month long vacations.

But in the last five years, for a variety of converging reasons – mounting costs, an aging population, the thirst of Americans for high tech health care fixes, pressures on hospitals and doctors to generate revenues from non-traditional venues – venture capital markets have returned to the hunt for worthwhile and predictable health care investments.

It has also become apparent, even to health care skeptics , that collectively, health care is and will continue to be the biggest single sector of the U.S. economy, stimulated by disease management technologies, genomic technologies, nanotechnologies, and High Tech IT. These new technologies may make health care as much as 25% of that economy, especially in such venture capital and “brain” centers as San Francisco, Nashville, Austin,Minneapolis, Boston, and Stamford.

Venture capitalists invested $6.6 billion in 797 deals in the U.S. in the third quarter of 2006, according to a MoneyTree report. A recent survey of venture capitalists he National Venture Capital Association indicated that the VC market will level off somewhere between $20 and $29 billion in 2007. Much of this capital will go into the health care and energy sectors.

What is this thing called venture capital? Venture capital is private equity capital provided by professional, institutionally-backed outside investors to new, growth businesses. Most often in health care, but not always, this capital goes to high technology ventures. The capital is generally offered as cash in exchange for shares in the company. Venture capital investments are usually high risk, but have the potential for above-average returns.

A venture capitalist (VC) is a person who makes such investments. A venture capital fund is a pooled investment vehicle (often a partnership) that primarily invests the financial capital of third-party investors in enterprises that are too risky for the standard capital markets or bank loans. Multiple factors go into making the “deal” – a persuasive and structured business plan, the track record of the founding entrepreneurs, a record of sustainable growth, the quality of the management team, the caliber of the competition, the unique of the idea.

What are venture capitalists like? And what are they looking for? VCs aren’t dreamy idealists. They may be unseemly realists. They’re pragmatists, looking for returns on investment, and a piece of the future action. The latter may cause tension between those looking for capital and those supplying it, and is often the single issue on which the founder and his backer flounder. It may even be the issue responsible for the term “vulture capitalist.” VCs aren’t even necessarily “entrepreneurial.” Successful VCs try to define the risks they have to take and to minimize them as much as possible. They’re not risk-focused but opportunity-focused. They are looking for unfilled niches, and sons of niches.

So why would I characterize my book and my blog as happy hunting grounds for venture capitalists? I freely admit the term "happy hunting ground" is a bit of a stretch. But at the same time, most of the 34 examples I offer in my book as “key concepts for transformation,” have been reality-tested and are backed by case studies of real-world participants. This indicates, to one degree or another, viability in the health care marketplace.

As for the blog, I have now submitted 150 consecutive daily entries on innovation. I will be first to admit these blogs are a mixed bag, but I sincerely believe the bag contains some venture capital nuggets worth sorting, sifting, and “panning” through. Sorry about ending this blog with a a preposition. As Winston Churchill said, and I paraphrase, this is the sort of English up with which I should not put.

Tuesday, May 8, 2007

Only Patients Will Change Health Care


”Engaging ” Patients" and “Structuring” the Patient Interview


By Allen R. Wenner, M.D.


<span style="font-weight:bold;">Blog Prelude by Richard L. Reece, MD: About seven years ago, Drs. Allen Wenner , Donald Copeland, John Bachman, and I formed an organization called the High Performance Physician Institute. The idea behind it was to teach doctors to use electronic medical records to change how they practiced medicine. We focused on how to use a piece of software called the Instant Medical History. This software permits patients to take control of their care by creating their own history based on what they perceive to be their problem. In other words, it “engages” them to tell their story from their point of view without being interrupted by the physician.

The software is easy for patient to use, usually takes less than 10 minutes of the patient’s time, consists of ‘yes” or “no” clinical algorithms based on patients complaint, age, and gender; and eventuates as a narrative history given to the doctor before the patient enters the exam room. This process saves time, results in a more standardized, more accurate patient, and allows the patient to leave the office with a complete medical record containing the patient’s history as told from their point of view, the doctor’s findings, and the treatment plan.

Moreover, it is accurate, has the ATM-like virtue of making data entry free, possesses that sought after attribute known as “transparency,” lessens misunderstanding about what transpired , thereby reducing risk of malpractice, and, best of all, “standardizes” what takes place between doctors and patients, making it possible to measure and compare quality and outcomes from a common base.

Patients leaving their doctor visit with their EMR in hand has become known as Bachman’s Law. John Bachman is professor of primary care at the Mayo Clinic in Rochester. Allen Wenner, who created the Instant Medical Record 15 years ago, and Dr. Bachman have been on the lecture circuit as a dynamic duo for over 10 years. They seek to change the basis of patient-doctor interaction. As Allen indicates below, and in a chapter and case study in my book Innovation-Driven Care, physicians resist the power shift to patients in the doctor-power relationship. Read closely what Allen has to stay. It is profound.

Here is an essay written by Allen Wenner, still in active practice as a family physician in Columbia, South Carolina, and a sought after speaker on the EMR circuit.


Doctors in Control

When will health care change from a physician-centric world to a patient-centered world? For three thousand years doctors have been in control of medicine. Doctors tell you when to come to see them. Doctors make you to wait until their determined time to see them. If you don't like it, you can come back tomorrow. Doctors decide what information you will impart to them. Doctors ask you the questions they want you to answer and they decide what the diagnosis is. Doctors determine the treatment.

No Standards for Patient Interviewing

There are no required minimum standards for patient interviewing. In other words all doctors use different data from the patient.

There no accepted guidelines for diagnostic acumen. Ten doctors can give ten different opinions about the same patient. None could be right, some could be partially right, or all could be right because it would not make any difference.

How do you as the patient know? Studies show that doctors make errors 24% of the time when they see you because there is no agreement about what quality is. Quality is unknown because nothing is measured in a structured way in individual medical encounters.

Physicians tell you what to take and when to take it. If you don't take it, can't take it, or take it and don’t get better, they tell you why it is your fault that you are not well. This is a doctor-centered world. Basically, the doctor centered world is a belief systemthat medical opinion is fact. It is nice to be a doctor in that world.

The Internet Changes the Landscape

Information technology, especially the internet, changes the landscape. No longer is knowledge the sole possession of the doctor. Digital information is transparent to all. The patient may have more information than the physician about a given condition. The physician certainly offers experience in therapeutics.

That experience will increasingly need to be based on evidence, not a belief system based on unsubstantiated opinion. Information empowers the patient to be an active participant in care, if he/she chooses. Since it is the patient’s health that is at stake, greater patient involvement seems a reasonable guess about the future for medicine.

Dr. Larry Weed, father of modern medical charting, asks why a pilot on an airplane always performs a routine checklist outside and inside the aircraft before every take-off while a doctor does not complete a routine checklist during a medical history of a patient. His answer, “the pilot is on the plane (and the doctor isn’t).” Patients are the most interested in quality of care.

Patient-Generated Medical History Part of Patient Revolution


Instant Medical History is but one part of this knowledge and patient revolution in health care. With Instant Medical History, the patient decides what the complaints are. The patient sets the agenda for the interaction. The patient decides all the symptoms and problems that he/she wants to address with the physician.

The physician gets all the information that the patient thinks is important. With Instant Medical History the patient is not cut off after 20 seconds by the doctor. The doctor is forced to acknowledge all the patient's concerns. It is not that doctors don’t know what to do, it is that often they do not have all the data.

Using Instant Medical History the patient will give the doctor more information. If all the information from the patient is available, then a reasonable case could be made that outcomes will be better. No one really knows if medicine can improve because health care is not currently measured with any reproducible discrete, digital, searchable data model. Medical care today is based to a significant degree simply on opinion. Information technology facilitates measurement of quality at levels that are frightening to physicians.

Ambiguous Medical Records


Medical records as recorded today are ambiguous. How can the same patient go to three different doctors’ offices and have medical records that are totally different? A close examination of the process reveals the vagueness of the documentation. The receptionist takes the patient complaint. She interprets that complaint to the physician’s assistant or nurse that will triage the patient to decide acuity of care. The bias shown by these interviewers will be reflected in the verbal and written documents presented to the physician. Different physicians will approach the patient differently. Their medical records will reflect the differences in approach for the same presenting complaint.

An Example of Ambiguity


For example, let’s consider a 45 year old male patient presenting with intermittent right upper quadrant abdominal pain of several weeks duration.

• The patient could present to one physician who might ask if the pain ever occurs with activity. A vague or uncertain answer could initiate a cardiovascular evaluation for atypical angina that would be substantiated by the records.
• A second physician could ask the patient if it occurred at night. That evaluation could lead to an ultrasound of the gall bladder which might reveal gall stones. We know that more gall stones are found at autopsy than at surgery, so the significance of the finding becomes opinion, based and substantiated by the medical record.
• A third physician might begin with questions about heartburn that could lead to a diagnosis of reflux esophagitis. In all three cases, the medical records for the same patient will be dramatically dissimilar.

This variation makes analysis of outcomes totally arbitrary. Until we have the input from the patient, no standardization of data or measurement of outcomes can occur.

Physicians Resist Patient Empowerment


The reason nothing has been done to move patient empowerment forward is this resistance to change. Why would physicians support change that represents a loss of control? The Luddites of the Industrial Revolution destroyed textile factories in England two hundred years ago because they feared losing their jobs to the machine weaving looms. Physicians see Instant Medical History and fear it will replace them. It took doctors 40 years to accept the telephone as a valuable adjunct to patient care. Are physicians like the Luddites of the early 21st Century?

Physician Paternalism is A Problem

Patients have facilitated the status quo of physician paternalism. Three decades ago patients in the UK commonly received chemotherapy from physicians with horrific side effects and were never told that they had cancer. The patients have simply and blindly their trusted physician to do the right thing for them. Only two decades ago patients needed a court order for access to their own medical records in the some parts of the United States. Should we be surprised by the lack of progress toward digital medicine?

Transformation in Health Care Must Come from External Forces


It will never come from inside institutions like medicine. I have been lecturing for 15 years on changing health care and improving health care quality. I upset some doctors, entertain many, but always get flattering reviews of my presentations on use of information systems to improve quality in health care. New ideas in medicine are interesting, but are never adopted quickly.

The discovery of surgical antisepsis by Semmelweis took decades for acceptance by physicians. His observations went against the current scientific opinion of the time, which blamed diseases on an imbalance of the humours in the body. The Semmelweis Reflex is the dismissing, discrediting, ignoring, or rejecting out of hand any idea or information, automatically, without thought, inspection, or experiment.

The editor of one of the most prominent peer-reviewed journals of medicine in the United States considers information technology, medical error evaluation, and electronic medicine all to be a pseudo-science, not the pure hard medical research for stamping out disease. That attitude perpetuates a medical establishment that is quite happy with the status quo.

By using medical jargon, offering obtuse opinions, and perpetuating a belief system, doctors will remain in charge of the health care system. Issues about compliance, patient empowerment, and health care outcomes are thought by most physicians to be the venue of sociologists and politicians, not medicine.

Only Patients Can Change Health Care


Few physicians change their basic attitudes and behaviors because changing a culture based on a belief system is hard. The excellent review of impact of technology on institutions is based on a series of lectures by Harvard business professor, Elting E. Morison, Men, Machines & Modern Times. External forces will have to modify health care. Only patients can bring revolution to medicine.

Monday, May 7, 2007

In Health Care Innovation, The Edge is the Center


“The World Health Organization rates the French health care system among the best in the world..,,Yes, life is expensive: a web of protectionist regulations has kept a lid on the ability to save money at discount stores and restaurant chains. But that has also kept neighborhood bistros and cheese shops and charcuteries in business far longer than in most developed countries, creating a rich fabric of daily live that a word everybody loves.”


Craig Smith, “Forget Who’ll Win in France. Change is the Loser,” New York Times, May 6, 2007

It’s Sunday, May 6. France elected a pro-American conservative today – a change unlikely to Americanize French politics or to keep the French from being French from being French or being eollectivist socialists at heart.

With the French election on my mind, this day I embarked on the usual Sunday routine – coffee with the boys, 10,000 daily steps, and a walk up and down Main Street - roughly a mile, or about 1800 steps in all. On my stroll, along the way I counted twenty shops or restaurants that had closed, opened, or were being renovated.

In capitalistic American, we call this open-and-close process “creative destruction. ” We endorse it as good – a hallmark of capitalistic efficiency. In socialist France, they would call this turnover “destruction” all right, but not creative, and not progressive either.

In any event, beside the article mentioned in the opening quote, the Sunday Times contained two other articles that caught my attention –“Winning Isn’t Everything. Check the Periphery,” about the importance of innovation at the edge, and “The Silver Lining to Impending Doom, “ about creative destruction as a good thing for American capitalism.

My Sunday Times reading routine prompted me to consider two aspects of health care innovation in America -- one, that most fundamental innovations occur at the “edges”
of care, and two, that “creative destruction” is at work in health care too.

My Mentors and Heroes, in Chronological Order

My intellectual mentors and heroes in monitoring and understanding these peripheral and destruction processes, are, in chronological order.

• Peter F. Drucker, who in 1986, wrote Innovation and Entrepreneurship: Principles and Practices. Drucker’s hero is Joseph A. Schumpeter, a Austrian economist. In 1942, in his classic text Capitalisn, Socialism and Democracy, Strumpter coined the term “creative destruction, “ which rivals Adam Smith’s “invisible hand,” as a catch phrase to define capitalism.Stumpeter said innovation, replacing of old ideas with new ones, is the driving engine of capitalism. Almost all businesses, including health care enterprises, fail because they stop innovating.

DVDs replace record albums, digital watches replace Swiss watches, jets replace propeller airliners, word processors replace manual typewriters, cars replace horse and buggies, and so on. On the health care side, nurse practitioners replace GPs, retail outlets replace primary care physician officees, websites replace textbooks, tutorial videos replace paper manuals, digital records replace paper records, and consumer partnerships replace physician paternalism , and so on down the line. These changes have a dark and nasty side, and be only partial. And all innovators are, to some extent destroyers, but the net result, capitalists assure us, is economic efficiency as opposed to economic stagnation.

• Brenda Zimmerman, Curt Lindberg, and Paul Plesek, who were, in turn, as associate professor at the Schulich School of Business in Toronto, an employee at the VHA, Inc, a performance improvement company, and an engineer and independent improvement consultant. In 1998, they wrote Edgeware: Insights from Complexity Science for Health Care Leaders.

They encapsulated their insights into nine interconnected and emerging principles, all of which involve what’s happening at the edge.

1. Complexity lens – View your system through lens of complexity, focusing on complex events taking place at the edge.
2. Good enough vision – Build a good enough vision with minimum specifications, rather than trying to work out or plan ever little human detail.
3. Clockware/swarmware- When life is far from certain, lead from the edge. Life in not like a clock, you have to swarm at it by balancing data with intuition ,planning with acting, safety with risk, giving honor to each.
4. Tune to the edge – with just the “right” degree of information flow, diversity and difference, connections inside and outside the organization.
5. Paradox – It’s always there at the edige. Accept it. It’s natural. Work with it.
6. Multiple actions – Go for multiple actions at the edge. That’s where the action and results are.
7. Shadow systems – Keep your ear on the ground at the edge. Listen to gossip, rumors, and hallway conversations. That’s where people’s minds and future acts are.
8. Chunking – Complex systems grow from chunking at the edge, Simple systems, not centralized planning, are the future.
9. Competition/cooperation – It’s not one or another. Mix them.

On the latter point, Red Burns, who has run an innovative hotbed . The Interactive Telecommunications Program at New York University, since 1983, observes,

“Competitive people have energy, they’re interesting and so forth. But they’re so focused on competition, they fail to see what they’re doing. They just want ‘better, bigger, stronger, longer.’ And they miss the periphery. And that is where you find things you don’t even know are there.”

Finding things you don’t even know are there is why, later this week, I’m interviewing Harry Lucas, chief information officer at Lehigh Valley Memorial Hospital System. At his institution, Lucas as assembled a rotating team of caregivers from the frontlines of his system to form a “wild “ team. The team meets to toss around innovative ideas. Rank is out the window. No ideas are considered too wild. The only rule in these unstructured, sometimes chaotic sessions, is “no snickering.”

• My last hero is John Naisbitt, who wrote Megatrends in 1982 but whose latest futurist contribution is Mind Set!, Naisbitt wrote it 2006 after living 6 years in Vienna, and closely observing the European styles of capitalism and socialism.

I won’t go too deeply into what he thinks of the future of Europe vs. the U.S. except to say he doesn’t think the European “Union,” as a whole or in its separate parts, can sustain rich social welfare programs and robust economies at the same time. As a Marie Antoinette might say, “People can’t have their cake and eat it too.

Instead I shall cite Naisbitt’s remarks on China. China? What has China got to do with the U.S. health system? Well, China and the U.S. cover about the same territory geographically. Both have roughly the same budget, $2 trillion, and both have similar problems, as I will show in my italicized responses to Naisitt’s prelude to his China chapter, titled prophetically, “The Periphery is the Center”

“Many people worry that China may break up (as they do about the U.S health system, with employers shedding health benefits, and uninsured numbers growing), Well, China is breaking up, walking down the twin paths of globalization (150,000 Americans went abroad last year for care, the first wave of the Medical Tourism tsunami) and decentralizing (on the ground and at the edges, American health care is centralizing into more efficient more specialized more efficient more regional and more local units, while talk at the top is about more centralization and consolidation) more than any other country in the world, a process essential to its sustainability (a word you’ll hear more and more often in the U.S. as the health economy grows), giving more efficiency and power tot is parts, cities, provinces, and regions ( in the U.S. these “parts” are individual States, with their universal programs, who understand their citizens better than policy pundits in Washington; specialists and hospitals, who hold the purse strings and who are vying for power; and consumers, who may yet assert themselves and become the dominant power brokers,) The periphery is the center.

In this long and edgy blog, I have sought to make these points and counterpoints. It is at the edge, not the center or the top, where the future lies. It’s centrifugal not centripetal forces that bear watching. If you’re going to hedge your bets on thefuture of health care, hedge them at the edge.

Finally, keep in mind that information technologies may be the innovation at the edge that makes changes easier , but the Internet and the computer doesn’t change human nature. Still, these technologies are the future. As I say in Innovation-Driven Health Care, “these technologies glue together health care innovations, reduce costs, ease use, and improve care and outcomes.” They make good care at the periphery possible.

Bon Jour and Bon Voyage. Or as Groucho would say, Hello! Goodbye! I’ve got to be going!

References

1. Craig Smith, “Forget Who’ll Win in France. Change is the Loser, New York Times, May 6, 2007.
2. Denise Caruso, “Winning Isn’t Everything. Check the Periphery,” New York Times, May 6, 2007.
3. H. Pascal Zachary, “The Silver Linings to Impending Doom, “ New York Times, May 6, 2007.
4. Peter F. Ducker, Innovation and Entrepreneurship: Practice and Principles, Harper Books, 1985.
5. Brenda Zimmersman, Curt Lindberg, and Paul Pisek, Edgeware: Insights into Complextity Xseince for Health Care Leaders, VHA, Inc, 1008
6. John Naisbitt, Mind Set!, Collins, HarperCollins Publishers, 2006
7. Richard Reece, Innovation-Driven Health Care: 34 Key Concepts for Transformation, Jones and Bartlett, 2007

Sunday, May 6, 2007

On Preventing Heart and Lung Disease at Same Time

My Occasional Clinical Innovation Blog

Innovation as a “Why Not Game.” Why Not Prevent Heart and Lung Disease Before The Horses are Out of the Barn? Why Not Pack in Cigarettes Before Pack-Years, Pulmonary, and Coronary Pipe Pathologies Pile Up?


Chest pain is the second most common reason for a patient to visit the emergency room (abdominal pain is number one. Each year in the United States and Canada there are more than six million evaluations in the ER of patients. But despite its frequency, chest pain is one of the most challenging symptoms for the clinician to unravel.


Jerome Groopman, MD, How Doctors Think, Houghton Mifflin Company, 2007


CPOD is generally a silent and unknown killer.

Lung Association, 2007


Occasionally a clinical innovation becomes an exercise in asking “Why not/”

• Why not detect early heart and lung disease at same time?
• Why not modify existing technologies that have been around for decades – coronary stress tests and tests to measure lung function – into one machine to do the jobs simultaneously?
• Why not kill two birds – coronary artery disease and chronic obstructive lung disease – two of the biggest killers of Americans – with one stone, a device for picking up early signs of both at one setting?
• Why not pack in those cigarettes before those pack-years add up while the packing is good?

These questions sprang to mind when reading Two May 2 Wall Street Journal pieces, “Heart Scanners Gain Popularity” and “Shining Light on a Deadly Lung Disorder.”

The first piece concerned heart scanners as precise devices for spotting coronary disease, and the second, highlighted chronic obstructive lung disease (COPD) as a deadly ailment afflicting 24 million Americans.

Smoking commonly causes coronary disease and COPD.

Consider.

The four most common causes of death in the United States are:

1. Diseases of the heart, mostly from coronary artery disease; the risk goes up with smoking
2. All cancers, of which lung cancer is the most common
3. Stroke, the risk rises with smoking
4. Chronic obstructive lung disease, most often the consequence of smoking

The four most common causes of preventable death are:

1. Smoking
2. Poor diet and physical inactivity
3. Alcohol consumption
4. Infections

In short, smoking, coronary disease, and COPD are closely connected. That’s why heart scanners and spirometers are good for detecting these diseases but are too late in game to prevent them.

• The promise and purpose of heart scanners is that these scanners can expose coronary artery disease as the culprit producing chest pain within 10 to 15 minutes. This speed and precision makes scanners invaluable in emergency room settings. Speed and accuracy saves lives and expense and avoids risks of stress tests and invasive angiography. The cost of a coronary workup – cardiac enzymes, ECG, stress tests, and angiography- are the core of an industry generating $10 to $12 billion in revenues, as compared to about $2 billion for scanners. “Because stress tests are not perfect, there are many patients who go to the cath lab who don’t need it,” says Dr. Harvey Hecht, chief of computer tomography at Lennox Hill Hospital in Manhattan,”All of these will be eliminated by doing cardiac CT.”

• COPD is an umbrella term for lung diseases that inflame airways, obstruct breathing, trap bad air in lungs. COPD includes emphysema and chronic bronchitis. COPD produces coughing, wheezing, shortness of breath, excess sputum, and inability to breath or take a deep breath. Many COPD sufferers become lung cripples, confined to wheelchairs and tethered to oxygen tanks. Most COPD patients are present or past smokers The gold standard for diagnosing COPD is spirometry. Hand-held spirometers are in the offices of about 40% of primary care physicians, but are too infrequently used on two few patients. These spirometers are useful, but should be more widely deployed to detect the 12 million people with COPD who are not aware they have the disease.

Pack Years

This brings me to “pack years,” a useful concept for smokers to ponder before continuing to smoke. “Pack years” measures the total impact of smoking has person has incurred through smoking over the years. Calculate it by multiplying the number of packs smoked per day by the number of years smoked. If you’ve smoked two packs a day for 20 years, that’s 40 pack years. Get above 10 pack years, and you’re likely to be a future heart disease, COPD, or lung cancer victim.

Pack Years in Heart and Lung Disease

Heavy smoking (more than 30 pack years) is common in coronary disease. Pack years of 30 or more are also directly related with COPD and lung cancer. If you’ve smoked one pack a day from age 20 to 50, you have 30 pack years. Two packs a day would be 60 pack years.

Pack years add up and their damage never completely goes away, even after you stop. Age may not count. I once saw a 26 year man who died of lung cancer. He had smoked 4 packs a day since he was 12 and had 56 pack years under his sternum. Hospital wards, at the VA and elsewhere are full of older men, sometimes called“chronic lungers,” individuals suffering damage from excessive pack years.

A Device for Simultaneously Evaluating Heart and Lung Function

What would be ideal to ward off heart and disease from smoking would be a device measuring early heart and lung damage at the same time. Such a device, called SHAPE (Superior Heart and Pulmonary Evaluation) has been developed by entrepreneurs in partnership with the Mayo Clinic.

SHAPE consists of :

• A one-step staircase instead of the traditional treadmill (after one to two steps up the staircase, one can amplify the ECG signals to detect damage from coronary disease without the risk of driving the subject to exhaustion and the risk of having an arrhythmia or death while on the treadmill);
• a scuba-like mouthpiece hooked to a gas analyzer (this detects the efficiency of carbon dioxide and oxygen exchange, which is decreased in COPD and sometimes in heart disease as well);
• a laptop computer (It contains a large database of patients with coronary disease and/or COPD and allows one to predict chances of hospitalization and/or death).

This device, is not yet on the market, but it has been tested and validated by the Mayo Clinic. It is smaller and less expensive than the treadmill machine now used. The traditional treadmill is of no help in evaluating lung function. SHAPE , on the other hand,m may deter patients from further smoking by revealing heart and lung damage. . SHAPE can detect an early decline in coronary/pulmonary fitness or damage from smoking.

Imagine a 40 year old asymptomatic executive, with 20 pack years behind him, who suddenly finds he has early heart or lung damage and may be a future candidate for hospitalization, even death. That piece of news constitute an instant smoker-stopper.

To smokers, early concrete evidence of damage from their addiction is likely to be credible evidence to induce them to stop before too many more pack years elapse.

References

1. Henry Sanderson, “Heart Scanners Gain Popularity,” Wall Street Journal, May 2, 2007.
2. Laura Landro, “Shining a Light on a Deadly Lung Disorder,” Wall Street Journal, May 2, 2007.

Saturday, May 5, 2007

How Doctors Think, By Jerome Groopman, MD, Houghton Mifflin Company, 2007


My Blog Book Review

Jerome Groopman, MD, a 1976 medical school graduate, oncologist at Massachusetts General Hospital, professor of medicine at Harvard Medical School, and staff writer at The New Yorker, has written a book on how doctors arrive at diagnoses.

Doctor Groopman is a skilled essayist. In essence, this book consists of essays on doctors’ cognitive thinking. It has ten chapters and features case studies on why doctors make errors. Groopman speaks of his own mistakes and those of others. He says mistakes come from thinking too narrowly, not always listening carefully to patients, rushing too much , relying on “gut” decisions, and not considering “worst” options.

Here sums up his career and how he feels:

For three decades practicing as a physician, I looked to traditional sources to assist me in my thinking about my patients: textbooks and medical journals; mentors and colleagues with deeper and more varied clinical experiences; students and residents who posed challenging questions. But after writing this book, I realized that I can have another vital partner who helps improve my thinking, a partner who may, with a few pertinent and focused questions, protect me from the cascade of cognitive pitfalls that cause misguided care. That partner is present in the moment when flesh-and-blood decision-making occurs. That partner is my patient or her family member or a friend who seeks to know what is in my mind, how I am thinking. And by opening my mind I can more clearly recognize its reach and its limits, its understanding of my patient’s physical problems and emotional needs. There is no better way to care for those who need my caring.”

The book’s strengths are clarity and eloquence, relevant case studies, an epilogue on questions patients should ask doctors, end notes on sources and what he learned from them, and stress on medicine as an art and a science.

The book’s problems are two-fold:

1, Groopman’s deep skepticism and reluctance to recommend diagnostic-support or computer-aided information systems;

2. Groopman’s lack of answers on how doctors can adapt his thinking to primary care practices outside the medical center setting where doctors may have to see two dozen patients each day to make ends meet.

His comment on the latter is:

Those who see medicine as a business rather than a calling push for care to be apportioned in fixed units and tout efficiency. A doctor’s office is not an assembly line. Turning it into one is a sure way to blunt communication, foster mistakes, and rupture the partnership between patient and physician. A doctor can’t think with one eye on the clock and another on the computer screen.”

In an ideal world, i.e., a major teaching center backed by residents and other support systems, Groopman’s thinking makes sense, but for a busy practitioner, seeing 25 to 30 patients a day, what’s the option?

Groopman gives scant attention to information technologies that enrich patient-doctor relationships by suggesting diagnostic alternatives, place patients’ past health record at the doctor’s fingertips, and reduce mistakes of omission and commission. To impart, gain, share information, and to partner with patients, IT will be vital – from the physician, as well as the patient’s side of the partnership.The book provokes thought, but offers few answers to practitioners on the ground in non-academic settings.

As a roadmap for exploring doctors’ thought patterns, and the beartraps, pitfalls, potholes, and necessary detours along the path towards the right diagnosis, Groopman’s book is a tour de force.

Friday, May 4, 2007

Understanding U.S. Health Care

The Purpose of Www. medinnovationblog.blogsot.com

This series of blogs is intended as a sequel to Innovation-Driven Health Care. Indeed some of these blogs may serve as the core of a new book.

I described Innovation-Driven Care as follows:

This book does not defend U.S. health care. It explains it. It is pragmatic, not phlegmatic. It preaches action, not reaction. It is more about technology than ideology. It espouses energy – and synergy. It speaks of pro-innovation need, rather than preaching any anti-government screed. It is more contextual than intellectual. It seeks clarity, verity, and parity between market and government sectors, rather ideological purity. It is about restructuring the health care infrastructure. It is about how the here and now may lead to the then and there.

Similarly these blogs are about understanding, not grandstanding about the need for transforming the U.S. health. They are about comprehending, not reprehending our health system. Basically understanding our health system and directions it is headed boils down to understanding our culure.

Since out founding 230 years ago, our culture has been characterized by:

1) A distrust of centralized federal power.
That’s why our Constitution preaches checks and balances between the executive, legistlative, and judicial branches. That’s why Americans distrust sweeping federal control over health care. That’s why health care changes are incremental rather than fundamental.

2) The desire for choice. Americans want choices of health care institutions and providers. Choices honor individualism and freedom, and that’s what America is about. That's why the consumer-driven health care movement may be powerful. That's why th engaged, sometimes enraged, patient will make a difference.

3) Equality of opportunity not results.
America is known as the land of opportunity, where everybody has an equal opportunity to excel and prosper. This is not the same as a egalitarian equitable society, where the haves are heavily taxed to support the have-nots. America is not Nirvana – or Havana.

4) Access to technology.
Americans believe in investing in medical research and high health care technologies – and in having quick and sure access to those technologies. That’s why they abhor long waiting lines or rationing to restrict that access.

5) A capitalistic market-based society.
America is a capitalistic society. It embraces market-based solutions – with all their benefits, faults, warts, and blemishes. This does not mean capitalism is perfect. Capitalism deserves only Two Cheers. That’s why innovation is always needed to make it better.

These American cultural traits explain why Americans prefer local and regional solutions, why they have rejected mandatory government health coverage for nearly 100 years, why they feel capable of making their own health care decisions. why the seek equal opportunity access of high technologies, why they prefer pluralistic payment systems, why they allow market-based and public-based institutions to co-exist and compete, and why they permit doctors to behave democratically, seeking their own locales to practice, often acting independently of hospitals, health plans, and govenment, and making their own decisions and clinical judgments, free of the fetters of outsiders; and why, in the end, smart, informed health care consumers and patients will fundamentally change the health system for the better.

Thursday, May 3, 2007

An Inconvenient Proposal

An Inconvenient Proposal For Preventing Americans from Despoiling the Planet Earth and from Continuing to Foul the Environment with Wanton Acts of Fossil Fuel Pollution That in the End Will Destroy Life as We Know It, with Apologies to Jonathon Swift, Recorded this Date, The Fifth Month and Third Day, The Year of Our Lord, Two Thousand Ought Seven, Annus Horribulis

Our conception of ourselves and of each other has always depended on our image of the earth. When the earth was the World –all the world there was – and stars were lights in Dante’s Heaven, and the Ground beneath our feet roofed Hell, we saw ourselves as creatures of the universe, the sole particular concern of God.

And when, centuries later, the earth was no longer the world but a small, wet, spinning planet in the solar system of a minor star off at the edge of an inconsiderable galaxy in the vastness of space – when Dante’s Heaven floundered and there was no Hell – no Hell, at least, beneath our feet – men began to see themselves not as God-directed actors in the solemn paces of a noble play, but rather as victims of an idiotic farce where the rest were victims also and multitudes had perished without meaning.

Archibald MacLeish, Riders of the Earth, Houghton Mifflin Company, Boston , 1978

Whereas, in a previous contribution to the Blogosphere, your Humble Servant of Mankind and the Lord, and a Citizen of the Great Republic of the United States of America, did propose the solution to the national scandal of the Uninsured was having all health care bureaucrats and technocrats and regulation-makers read aloud, day in and day out, without surcease all the regulations they have had imposed and furthermore that they work for one month within the health care establishment carrying out regulations they had promulgated.

Now your Humble Servant, seeking Repentance and Redemption for his Environmental Sins, proposes to offset his Carbon Sins, and to redefine the Carbon Signature of these entire United States of America, by offering an Inconvenient Proposal to bring Compulsory Cessation to All Industrial and Intestinal Carbon Discharges and Emissions, which mankind, nay, all of members of the Animal Kingdom, should be held Accountable and Responsible in their Daily Routines, in the very Acts of Breathing, Living, Feeding, and Relieving Themselves.

It is a melancholy reality that we Americans have been seduced to believe by carbon-laden newspapers, ray-emitting television sets, information from electricity-consuming computers, and gas-belching politicians, that we Americans are, in one way or another, by contributing to this Planet’s Environment Woes, are somehow achieving Material Progress and better life for those of us who inhabit this fragile planet.

Let us face the facts of our dastardly deeds Citizens of this Great Nation, 5 % of this World’s population and generators of 25% of this Earth’s Energy Consumption, are not Carbon-Neutral.

• Our airliners generate 1.2 tons of carbon dioxide per passenger;
• the average American spews 20 tons of carbon dioxide and related greenhouse gases into air each year, compared to 4.5 tons for the rest of mankind, into the Earth’s delicate environmental envelope;
• our energy-hungry houses gobble up electricity from coal-generated plans, which account for 50% of our nation’s electricity;
• our SUVs, trucks, and gas-guzzling cars produce 30% of the Earth’s carbon-dioxide emissions.

We are, in short, in one way or another, directly or indirectly responsible for much of the Earth’s Greenhouse Gases, made up of 36 to 70% water vapor, 9 to 26 % carbon dioxide, 4 to 9 % methane, and 3 to 7% ozone.

We ought to be ashamed of ourselves. As everybody knows, at least those have not been Gored to Death, we and our fellow citizens in this Great Republic are present at the Creation and the Continuing Environmental Devastation and Deforestation manifested by Drought, Famine, Disease, Rising Seas, Melting Glaciers, Climate Extremes, Flooding, Declining Agricultural Yields, and Disappearing Animal and Plant Species.

Always remember, even if it is a Bitter Cold Winter Day, or a Frigid Rainy Spring Day , or a Driving Blizzard, or even a brief period of Global Cooling, the cause is Global Warming. It explains all, even Katrina and El Nino. It is a Universal Truth. It is the Apocalypse, Armageddon, and Le Deluge.

It is not Fossil Fuel’s Fault. We have met the Enemy and He is Us. It is We and our Profligate Life Styles that Emit these Carbons and Discharge this Methane. It is We who,

• drive those Polluting Cars and Trucks,
• fly in those Jets,
• heat our houses at 80 degrees in the Winter,
• cool those same houses to 72 degrees in Summer,
• consume Energy for various and sundry purposes,

We do these things for Creature Comforts and Advancement of the Economic-Industrial- Comfort-Consumption-Complex. These activities define our Carbon Footprints, which are leading to the Deterioration of the Earth’s Air, Water, and The Ice Envelopes, Mantles, and Glacial Coverings.

Don’t we Americans realize the Earth’s average surface and Ocean Temperature will rise from 1990 to 2100 by 1.6 to 6.4 degrees Celsius or 2.0 to 11.5 degrees Fahrenheit if present trends continue?

Don’t we know in the last century, the Earth’s temperature has soared by 0.74 plus/minus 0.18 Celsius or 1.3 plus/minus 0.32 Fahrenheit, all due to the mounting Anthropogenetic Greenhouse Gas emissions that are expected to raise sea levels 1 millimeter in the next 100 years.

The scientific consensus (an oxymoron for those who believe Science is based on Evidence, not on Political Consensus) is that these Wealth-Connected or Health-Destroying phenomena, as every environmentalist knows, are not related to solar storms on the sun, or the natural climate cycles or rhythms that have occurred since time immemorial, or the renowned rebound form the Little Ice Age. Warming is a Man-Made Problem, well within our control.

To remedy the Dire and Dreaded Direction the Earth’s weather has taken, your Humble Servant therefore makes this Inconvenient Proposal.

That forthwith with short transition period, have every Individual, and each of us in American Society Collectively, in Solidarity will all other Riders of this Planet,

• plant a tree each day,
• repaint our house with latex rather than paint made from fossil fuels,
• replace all vehicles consuming 50 miles a gallon or less with hydrogen-burning, hybrid-propelled, or biomass-fueled means of transport,
• outlaw Internal Combustion Engines,
• shut down airlines and forbid Private Jets,
• phase out coal driven plants that generate electricity,
• replace incandescent lights with fluorescent lights,
• turn down household thermostats by 10 degrees in Winter,
• terminate air conditioning in Summer,
• install Solar Panels and Wind-Driven Energy Devices atop domestic dwellings and commercial buildings,
• conserve water by flushing once a day,
• restrict toilet paper use to one sheet per episode,
• stop lawn sprinkling,
• cease production and publication of carbon-containing computer downloading papers, newspapers, brochures, and publications – anything containing carbon-containing wood pulp;
• ban junk mail,
• make mandatory recycling of everything,
• wear thick sweaters and jackets as an option to indoor heating,
• walk, bicycle, or ride non-gasoline mass transit vehicles to work,
• switch all energy sources to biomass, wind, solar, and geothermal,
• adopt government-dictated restrictions, regulations, and rationing of economic growth and personal behavior, to be monitored by non-energy consuming surveillance devices.

In the stepping back and defueling process, citizens are to stop eating beef because it requires extensive grazing by herds of carbon and methane emitting mammals, and to cease using plastics manufactured from Fossil Fuels, the Flaming of which is the Bane of Humankind.

I think it is agreed by all parties that these measures are necessary to preserve the Planet, stop weather extremes, save the species, and cool the pace of economic development.

The current deplorable state of affairs is unsustainable. We must address hothouse horrors we have brought upon ourselves and visited upon this fragile Orbiting Sphere known as Earth on which we are Temporary Riders.

I cannot think of one single objection to this inconvenient proposal, lest it be that we must modify our Sinful Life Styles, set back economic progress, and raise Taxes to make the Right Things happen.

This proposal will spread from these United States to all Nations, who, united and inspired by our Noble Example, will step into our Carbon Footprints. These nations will include the Chinese and the people of India, who have wrongly set their sights on Economic Progress using Fossil Fuels as the Preferred Path to the Good Life.

As for the United States, I have not the slightest doubt that this Great, Powerful, and Affluent Nation will choose to lower its Own Economic Standard to raise the Global Environmental Standard.

I profess, in the sincerity of all my heart, that I have no personal interest in advancing this proposal, save the Public Interest and the World’s Interest, and My Interest in My Country and in all Mankind and in Future Generations.

Consider this proposal an Entreaty to sign the Kyota Treaty (which commits industrialized nations to reducing Greenhouse Gases by 5.2% over the next decade and which needs to be ratified by 55% counties responsible for carbon emissions).

Accordingly, we must,

• stop burning of fossil fuels;
• cease carbon dioxide and methane pollution to earn our Carbon Credits.

If we in this Great Republic of the United States of America do not, it is our own fault, and we shall have to live with Guilt until eternity. We must worship the environment, rather than material progress, so help us God.

The End

Wednesday, May 2, 2007

Hospitals and Physicians, Part 2


Picking The Top Academic Medical Centers and Top Academic Specialists


Academic health centers have long enjoyed positions of power and prestige in the health care system. We define an academic health center as one of the 125 institutions in the United States that consist of at least a medical school and an owned or closely affiliated clinical facility in which faculty instruct physicians-in-training. These centers classically conduct teaching, patient care and, in many cases, research. They may, and often do, contain additional components, including schools for other health professions (schools of nursing, pharmacy, dentistry, and the allied health professions) and other clinical entities (faculty group practices, community health centers, nursing homes, and increasingly, community-based networks of practitioners.

David Blumenthal, MD, Eric Campbell, PhD, and Joel Weissman, PhD,The Social Mission of Academic Medical Centers, New England Journal of Medicine, Volume 337, pages 1550-1553, November 20, 1997

“Top” doctor and hospital lists sell magazines, books, and websites. I was speaking to a good friend of mine, the senior editor of a prestigious website for the movers and shakers in health care, and he said, “ Sure, lists sell. Americans love lists, especially of top hospitals and doctors.”

No doubt this is true. Why else would U.S. News and World Report’s annual list of the top hospitals and top specialty centers, now more than 20 years old, be so popular?

When the annual list comes out, marketing departments of institutions making the “honor roll” scramble to issue press releases highlighting accomplishments of their particular medical center. Invariably academic medical centers and their specialty faculty dominate these lists.

Here’s this year’s “honor roll ”

#1 Johns Hopkins Hospital, Baltimore

#2 Mayo Clinic, Rochester, MN

#3 Cleveland Clinic, Cleveland

#4 Massachusetts General Hospital, Boston

#5 UCLA Medical Center, Los Angeles

#6 New York-Presbyterian Univ. Hosp. of Columbia and Cornell, New York City

#7 Duke University Medical Center, Durham, NC

#8 Barnes-Jewish Hospital/Washington University, St. Louis

#9 University of California, San Francisco Medical Center

#10 University of Washington Medical Center, Seattle

#11 Brigham and Women's Hospital, Boston

#12 University of Michigan Hospitals and Health System, Ann Arbor

#13 Stanford Hospital and Clinics, Stanford, CA

#14 University of Pittsburgh Medical Center , Pittsburgh


According to U.S. News and World Report, out of 5,189 hospitals, only 3 percent, 176, ranked in one or more of the 16 specialties in this year's "America's Best Hospitals." And of those, just 14 qualified for the Honor Roll by ranking at or near the top in at least six specialties—a demonstration of broad expertise.

In the interest of full disclosure, I’ve been on medical advisory board of America’s Top Doctors (A Castle Connolly Guide, fifth edition, 2005) and America’s Top Doctors for Cancer ( A Castle Connolly Guide, 2005) for 10 years.

Castle Connolly Ltd is a New York City publishing firm that publishes medical books, including, America’s Top Doctors, America’s Top Doctors for Cancer, Top Doctors: New York Metro Area, America’s Cosmetic Doctors and Dentists, Cancer Made Easy: New York Metro Area, The Buyers guide to Choosing the Best HealthCare, the ABCs of HMOs, The Best Senior Living & Eldercare Options, How to Find the Best Doctors: Florida.

America’s Top Doctors
is updated annu
ally. The basis for selecting the best doctors is peer nomination. They’ve surveyed more that 250,000 doctors to build their database of nominating doctors.. Over 25,000 doctors have been nominated through this process. The professional backgrounds of nominees are checked. Results of the final selections are printed in the book America’s Top Doctors. The top specialists are organized into 42 specialties and hundreds of subspecialties and by region of the U.S. – New England, Mid-Atlantic, Southwest, Midwest, Great Plains, Southwest, West Coast and Pacific,

The fifth Edition of America’s Top Doctors is 1274 pages. It contains the names of more than 3000 top specialists. Most practice in academic medical centers. Twenty seven major academic centers sponsor the book. Most academic medical center specialists are on salary and are part of “integrated health systems,” whereas 90% of doctors practice outside of academic medical center and earn their incomes through fee-for-service. Though they’re members of hospital medical staffs, they’re sometimes but generally not on hospital payrolls.

This sort of nomination process is useful and reliable for selecting specialists at top academic centers. But it’s not for everyone who wants to find the right doctor for themselves in their communities. After all, only 125 of America’s 5,189 hospitals are located at academic centers. Most Americans receive their care from local physicians and community hospitals.

Only about 10% of America’s physicians practice in academic settings. How to find the best among these nonacademic hospitals and doctors is beyond the scope of this blog entry, and I shall not venture there now, except to say number of websites and rating systems are evolving to identify and rate these hospitals and doctors..

There’s an underside to academic medical centers. Because of their social missions of training future doctors, nurses, and other health professionals, academic medical center costs are high. These high costs make competing with other hospitals and other medical specialists on the basis of financial considerations, convenience, and amenities difficult.

Many prestigious academic centers – such as Stanford, the University of Chicago – have undergone financial turnarounds. In addition, many of these centers were founded and grew in inner city locations and serve mainly the urban poor. Much of the care in these centers is delivered by medical students, interns, and residents in training. For these reasons, many patients prefer to specialists and health centers in upscale suburban settings.

Tuesday, May 1, 2007

Hospital-Physician Relationships, Part 1

CEO Competence

In a previous blog, I described a book I co-authored with James Hawkins, now President of Professional Consulting Services “Sailing the Seven Seas of Hospital-Physician Relationships: Competence, Convenience, Clarity. Continuity, Competition, Control, Cash (Practice Support Resources, Inc, 2006).

Here is a recent review of the book:

Author: James A. Hawkins, MBA, and Richard L. Reece, MD
Publisher: PSR Publications, Independence, MO, © 2006
ISBN: 0-9759956-9-3

Reviewer:

A. F. Al-Assaf, MD, FAAMA
Associate Dean and Professor
Co-Director, Executive Healthcare Training Academy
College of Public Health
University of Oklahoma Health Sciences Center
Oklahoma City, OK

This short and practical book is intended for use by healthcare practitioners working in or intending to work in hospitals. It is full of tips and anecdotes on ways to nurture positive relationships between hospitals and physicians. It also identifies potential problem areas with advice on how to avoid and manage them.

The book describes seven (and a bonus eighth) issues all starting with a the letter "c" that enable physicians and hospitals to strengthen their relationship, encourage positive dialogue, and understanding. The seven c’s discussed are “competence”, “convenience”, “clarity”, “continuity”, “competition”, “control”, and “cash”. The authors also address another issue, “consumer-driven healthcare connections”.

This book shows you, the healthcare professional at both sides of the relationship, how to apply all of these mechanisms and techniques in your everyday practice to achieve the desired outcome of a harmonious and symbiotic relationship. Each of these issues is discussed in detail with several examples and explanations, including how each should be applied in a healthcare setting, how each is perceived by both physicians and administrators, and the benefits of implementing each. Each chapter (or issue) is concluded with a list of “take away questions" that sum up the chapter and provide some tips on implementation.



Jim Hawkins, a former hospital CEO and now health care consultant, is the lead author. His writings comprise 80% of the book. We set up the book in a point/counterpoint format. Jim makes the point: I respond. In the next seven blogs, I will excerpt my response to Jim’s points about CEO competence, convenience, clarity, continuity, competition control, and cash. You will have to read the book to see what I’m responding to. Jim, as always, speaks for himself – clearly, directly, and with verve.

Hospital CEO Competence – Physician’s Response


More hospital CEOs will lose their jobs over bad physician relations than any other single reason. Physicians will question your competence for the job. As a hospital CEO, how do you know if physicians consider you “competent”? To answer this tricky question, you need to know how physicians form their personal and subjective judgments.

These factors will shape these judgments.

• In the first place, if your hospital is doing well financially and you’re able to provide equipment or services to bolster the physician’s performance, you’re likely to be considered competent.
• In these days of hospital arms races, hospital financial performance depends on specialists’ performance within the hospital setting, for specialists’ in-house work contributes as much as 90 percent of the hospital’s bottom line.
• It’s important for a hospital CEO, not his or her underlings, to spend business and social time with specialist leaders asking such questions as “How can I make your work more productive?” “How can we work together for our mutual benefit? What irritates you about our hospital?” “What could we do better?” “What could we do in an outpatient environment that builds on our strengths as a brand name with marketing and financial resources and your clinical strengths?

Some clues: If the specialist brings his own nurse to assist at operations that may be a sign he considers your hospital stewardship incompetent. If specialists complain about being bumped or delayed in operating times due to lengthy “turnaround time” in the OR, and no action is taken, you may have a competence perception problem. If specialists build and finance their own ambulatory surgical center without consulting you, you’re on shaky grounds. If you don’t bring specialists into the planning of a hospital expansion, particularly an operating suite expansion, you’re inviting competency questions