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Why Medical Specialists Should Want to End the Reign of the RUC

The old doctors know.  The practice of medicine has changed in a very basic way over the last 20 years.  Physician relationships have lost their civility and have been replaced by a level of tension that takes the fun out of collegial interactions.  I remember my first year of family medicine as the only doctor in Weeping Water, Nebraska.  My personal medical community had gone from an entire medical school campus with limitless lectures and many physicians to share in “interesting cases” to an occasional phone call with a consultant in Omaha.  These contacts became my primary source for medical education and updates for Weeping Water’s health care.  The phone calls were collegial, respectful, and focused on what was best for my patients.

What happened?

The RUC is the secretive committee of the AMA that has been CMS’s primary source of physician payment data over the past 20 years.  It has elaborately articulated the complexity of medical procedures but ignores and confuses the cognitive work involved in patient care – collapsing it into a few evaluation and management codes. As a result, many medical specialties have found that their financial success is tied primarily to doing things TO patients, rather than caring FOR patients.

The RUC has shifted these physicians’ attention away from the hard work of knowing patients over time and fine-tuning their treatments based on subtle changes discovered by history and physical toward focusing on which procedure can be done to a patient and legitimized to an insurance company.  Let the “primary” do that other stuff.

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HIE Market Snippets

In January, we released our HIE Market Report: Analysis & Trends which was extremely well-received. Sales have exceeded our rather optimistic projections – great for us. But what we are most proud of and honestly what keeps us going is that others are also gaining value from this report, especially those looking to purchase an HIE solution. As one large healthcare organization recently told us:

Your report has been invaluable in not only our vendor assessment process, but how our organization needs to think about our long-term HIE strategy.

We have also heard on numerous occasions the need to update the report as the market is changing so quickly and indeed it has. Several HIE vendors have been acquired, others have withdrawn from the market and there continues to be an influx of new entrants hoping to capitalize on what remains an immature market.

There are also a number of underlying trends that have disrupted the market to varying degrees. Thus, we have begun putting together our research plan for an update of the HIE report. As part of that process we have been contacting and interviewing those who purchased the first report to get their feedback on what they would like to see in the next edition. Several interviews have been conducted so far and we even had a briefing with one HIE vendor that we had given up for dead, but no, looks they are very much alive and may (emphasis on may) become a strong player in the future provided their new parent invests in them at the level required to build market share.

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Hospital-Physician Mergers: All Is Not Well

The Disease Management Care Blog, believing that the ultimate end game will be an historic insurer-physician alignment, checked out an “Issue Brief” on the Rising Employment of Physicians, courtesy of the Center for Studying Health Center Change (hat-tip to the folks at KHN).  The authors interviewed hospital, health plan and other provider executives from 12 representative locations around the country and came away with some telling impressions on what’s happening in the hospital market place.

The authors didn’t find much in the way of insurer-physician alliances, but they sure found evidence of increasing employment of physicians by hospitals.  Why?  For the docs, it’s a perfect storm of declining reimbursement, growing overhead, increasing insurer hassles, the cost of implementing an EHR and the high premium for liability (malpractice) insurance.  In addition, younger physicians are attracted to the prospect of a better work-life balance that comes with steady employment.  For the hospitals, it’s the opportunity consolidate market-power, maintain a referral base and do away with the revenue-stealing physicians’ in-office and surgi-center procedures.

Yet, while economics are driving docs into the arms of the hospitals, the authors cautioned that all is not well when it comes to 1) coordination of care/quality, 2) costs and 3) access to care.

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The CSI Effect Hits Medicine

I’m in Israel, home to some of the most innovative care in the world.  Doctors here wanted to know if the high-tech tests that are an increasing part of their work helps.  A couple of weeks ago, they published their results.

It turns out that in about 90% of cases, it didn’t matter.

A physical exam, the patient’s history, and the basic set of tests that doctors have done for decades was almost always all that was needed to get a diagnosis.  As one of the doctors in the study put it, “ basic clinical skills remain a powerful tool, sufficient for achieving an accurate diagnosis in most cases.”

The conventional wisdom is that doctors – at least in the U.S. – order extra tests to protect themselves from getting sued.  But this study was done in Israel, where the problem of medical malpractice is nothing like it is in the U.S.  American-style defensive medicine can’t be the reason doctors in Israel use so many diagnostic tests.

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Vesalius, Hooke, Hood and Steve Jobs

Has Steve Jobs and his company altered the practice of medicine as significantly as Vesalius, Hooke, Hood and other giants in the field?

A radical supposition perhaps. One that I am not altogether comfortable with. Yet there is no denying the impact of the technologies adopted as a result of his touch.

Medical practitioners these days employ easy to use mobile/connected devices to learn, to stream, to take CME,  or monitor patients, prescribe, ensure compliance, download and consume digital media, or just communicate and collaborate more robustly. Even crowd sourcing solutions to medical conundrums has become a concept mainstream institutions are embracing.

That the world’s data more and more exists in the palm of your hand – instantly accessible from the office to the operating room to any remote corner of the world – is due in large measure to devices and markets either pioneered by or made user friendly by Steve Jobs and Apple.

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HIT Trends Summary for August 2011

This is a summary of the HIT Trends report for August 2011.  You can get the current issue or subscribe here.

Incentives driving the EMR market. According to a report by Sage Healthcare, most physicians (65%) buying EMRs are doing so because of federal incentives.  The biggest obstacle is still cost with 32% of non-users saying it’s the number one issue.  This is creating a mainstream market, even in solo practices, which report over 30% EMR adoption rates in a new survey by SK&A.

Incentives may also be driving hospital implementation of computerized physician order entry (CPOE).  80% of hospitals still lack CPOE capabilities as of last year.  Meaningful use requires providers to order at least one medication for 30% of unique hospital patients.  In a new KLAS report, CPOE projects have more than doubled, being led by Cerner and Epic.

It is a likely unintended consequence that the incentives are speeding the dominance of market leaders.

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One Word Can Save Your Life: Too Simplistic

Newsweek has a very provocative and yet incredibly too simplistic piece for the public and patients on its cover story – One Word Can Save Your Life: No! – New research shows how some common tests and procedures aren’t just expensive, but can do more harm than good.

The piece is actually well written and highlights facts that have been apparent for some time.  More intervention and treatment isn’t necessarily better.  Having a cardiac catheterization or open heart surgery for patients with stable heart disease and mild chest pain isn’t better than diet, exercise, and the prescription medication treatment.  PSA, the blood test previously suggested by many professional organizations, isn’t helpful to screen for prostate cancer, even though the value of the test was questioned years ago.  Antibiotics for sinus infection?  Usually not helpful.

Certainly doctors do bear part of the blame.  If patients are getting routine colonoscopies sooner than every 10 years or are getting them despite being quite a bit older (80 and older) and frail, then clearly patients should say no to more care.  More isn’t better.  (Whether a patient has the conviction to do so is another story.  When my auto mechanic says it is time to change the brakes or change the oil, who am I to say no?)

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The Impact of 9/11 on Healthcare IT

On September 11, 2001, I was sitting in my Harvard Clinical Research Institute office  (I was CIO there from 2001-2007 as part of my Harvard Medical School CIO duties).  A staff member ran into my office and told me that a plane had crashed into a World Trade Center Tower.  This sounded like a horrible accident.   Then, the second tower was hit and we knew this disaster was planned.  News of the Pentagon and Pennsylvania crashes trickled in.   I gathered all the staff and told them to focus on their families and personal safety, to go home and stay in touch virtually as we learned more about the day’s events.

What impact has 9/11 had on my healthcare IT world since then?

9/11 had a profound impact on our culture, making us all understand our vulnerability.

The loss of life gave us an appreciation of the preciousness of each day we have on the planet, putting the problems of our work lives in perspective.

The loss of infrastructure, including many data centers, was a wake up call that redundancy goes beyond servers, networks, and storage.   Whole buildings can disappear in an instant through natural or manmade disaster.

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Huddle of One

There’s nothing new under the sun, or in medicine. I’m not talking about monoclonal antibody targeted chemotherapy; I’m talking about taking care of patients, and specifically about running a medical practice. Not even the incursion advent of all our fancy new electronics has (or should have) a fundamental effect on how we take care of our patients.  The latest thing to come down the pike is the so-called Patient Centered Medical Home, a collection of policies, procedures, and practice re-structuring (webinars, templates, guidelines, etc. all available at low, low prices, of course) that essentially makes large group practices function like a solo doc from the patient’s point of view.

Because the buzzword of this new model is “teamwork”, we’re all supposed to begin the day with a brilliant new concept called the “huddle“:

The team huddle is promoted by many clinicians and practice coaches as an innovative approach to support medical home transformation through visit pre-planning, team building and communication, and workflow redesign.

Radical!

One problem: how do I do that all by myself? I mean, here’s what I generally do every day:

  • Make sure to arrive at least 30-60 minutes before the first scheduled patient
  • Look over the schedule to get a sense of the day, who’s coming, who may need extra time, any new patients
  • Double-checking that rooms are re-stocked with key supplies (ie, three paps on the schedule; wasn’t the speculum drawer low the other day? Couple of well baby visits; enough needles for all their shots? Better top up the bin from the supply closet.)
  • Looking over the charts (now electronically; previously the paper ones — adding pages, seeing whose insurance info needs updating, etc.)
  • Go over all the above with staff whenever they arrive (usually after me)

I’ve always just called it “getting ready for the day,” an organizational strategy for business management that’s called “being prepared” in most other occupations. But now it has a new name: the Huddle. Complete with instructional videos, for chrissakes.

As far as “patient-centered-ness” goes, I’ve used a somewhat different set of concepts from Day One called “Customer Service”. Having people instead of machines answering the phone, same-day appointments, personally communicating test results; all Disney-level customer service, now re-named things like “Open Access”, have been integral to my practice from the git-go.

Why is it happening? One of the oldest reasons in the world, of course: money to be made. I’m sure there are too many doctors and medical practices out there who, sadly, need this kind of help. Sadder still, they have to be force-fed it under the guise of running a “more efficient” practice.

Whatever happened to good old common sense? Next thing you know they’ll be all over us making sure we wash our hands. (Joke intended.) Seriously, though. This whole thing about co-opting perfectly sensible things from other industries for medicine — checklists, for example — and carrying on as if having re-invented the wheel is getting old.

Must Waiting Be Inherent To Medical Care?

“By the time you see the doctor, you’re either dead or you’re better,” my mother-in-law told me. She had to have multiple tests, all with long waits to get the appointments and the results, before her health insurer would allow her to make an appointment with a specialist.

“Waiting is the bane of the medical system,” a former student, an R.N., concurred. Advances in medicine and technology have improved medical outcomes, but have often resulted in more waiting at a time when every other aspect of life is speeding up. Waiting is a systemic problem exacerbated by advances in medicine and by health care reform.

Some of the ways we wait:

  1. Wait to see if the symptoms go away or get worse. We all struggle with these decisions: do we need to be seen about the fever, back pain, or rash? Sometimes we wait because of denial or hopelessness; sometimes because of the cost or availability of medical care. I make decisions about when I need to see the doctor by asking myself if, under the same circumstances, I would take one of my children to the doctor.
  2. Wait to get an appointment scheduled. I’ve made appointments for a sick child by channeling an old friend who could be relentless: “That is not acceptable. I need an appointment today.” Obnoxious but it sometimes worked. The rest of the time, though, the period between making and having an appointment can feel very long.
  3. Wait to get to the appointment. Doctors and hospitals are more abundant in Greater Boston, where I live, than in other places, although traffic and parking can be problematic. Melody Smith Jones described a man’s six hour commute to see a doctor.
  4. Wait to be seen by the doctor. It isn’t called the waiting room for nothing.Dr. Atul Gawande wrote in The Checklist Manifesto about people in the waiting room getting irate when he was running two hours behind on a hectic day. Being irate – or anxious or bored – is unlikely to increase the quality of physician-patient communication.
  5. Wait in the examining room. At least in a waiting room you are dressed. If it is cold and you are wearing a paper or cloth johnny, distractions don’t work as well and examining rooms have fewer than waiting rooms.
  6. See the doctor. Nowadays, as my mother-in-law recounted, you have to wait for the doctor to review your records before even looking at you. I find it surprising that physician rating systems give equal weight to wait times as they do to “communicates” and “listens”, when the latter are so much more important.
  7. Wait in the lab. The selection of magazines is skimpier. You may be reviewing what you were told not to eat or drink: will that cup of black coffee skew the results?
  8. Wait for lab results. If there are any non-routine reasons for testing, this can be interminable. I leave a lab asking when results will be ready and then I call. A former student told me about using Harvard Vanguard’sMyHealth Online. She said, “I love getting the lab results immediately online but I can see how those without clinical training could be overwhelmed or confused by the data and how to interpret them.”
  9. Wait for the doctor’s interpretation of lab results. Lab results can be hard to decipher without clinical training, as my student said above. Even when I know results are available and the doctor has seen them, it can take many phone calls to obtain the doctor’s message via the secretary. Asking the doctor follow-up questions takes even longer. These are waits with a cell phone never turned off so you don’t miss the call.
  10. Loop. You think you’re done but you may need to see a specialist, get a second opinion, or have more tests. As my mother-in-law pointed out, this process can be controlled more by insurance companies than by doctors’ availability. Another type of waiting also takes place now: waiting to get better. A friend bemoaned how she “couldn’t wait” for her black eye resulting from a fall to clear up because she was tired of people staring at her.

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