Today Jess is bored with consistent $100m+ deals and yawns in the face of the Tiger! No matter– I explain what Cedar acquiring Ooda for $425m means, why $100m for Medically Home is a departure for Mayo but not Kaiser, and what the heck Huma is all about (OK, I don’t really know). Does Jess get more interested by the end? You’ll have to watch to find out!–Matthew Holt
By JESSICA DAMASSA, WTF HEALTH
Medical Alley has been bringing together Minnesota’s biggest healthcare players for 35 years, leading collaborative conversations that include the largest health insurance company in the US, United Healthcare, and leading care innovators like Mayo Clinic and Medtronic. So what’s the word on the street…er, alley? Shaye Mandle, President & CEO of Medical Alley, dishes on the neighborhood gossip: the challenge of defining the cost of care delivery, who’s leading the conversation on innovation, and which neighbors are missed at this Minnesota party (looking at you Target and Best Buy — come on over!)
Filmed at the Together.Health Spring Summit at HIMSS 2019 in Orlando, Florida, February 2019.
Jessica DaMassa is the host of the WTF Health show & stars in Health in 2 Point 00 with Matthew Holt.
There is a grassroots movement, 4300 strong, known as “Save Our Hospital” gaining notoriety in Albert Lea, Minnesota. This story is symptomatic of the fact that hospital consolidation has slowly become a national pastime. With declining revenue under the Affordable Care Act, mergers increased by 70%, leaving small communities scrambling for healthcare access. The latest casualty in the ‘hospital-consolidation-for-sport’ trend is Albert Lea, a small city located in Freeborn County, Minnesota.
Known affectionately as the ‘Land between the Lakes,’ it has a population of 18,000 spread over 14 square miles. Not surprisingly, Mayo is their largest employer; the 70-bed hospital serves almost 60,000 in a region including patients who live in Iowa. In Rochester, MN, the Mayo Clinic is regarded by many as one of the premier medical facilities in the country. Originally of humble origins, founder William Mayo opened a practice during the Civil War and later, passed it down to his sons; today, the Mayo Clinic flagship is located in Rochester, Minnesota and plans to become a renowned premier medical destination for the world.
Corporations with such lofty ambitions tend to make “small” sacrifices along the way; often, on the back of a beloved rural town. On June 12, Mayo clinic administrators announced they would transition all inpatient services to Austin, more than 20 miles away. Mayo cited ongoing staff shortages, reduced inpatient censuses, and ongoing financial difficulties as their reasons for hospital closure. Rural care was mentioned to be at a crisis point, which is an altogether callous assessment of the troubling situation facing communities across this country.
As you might expect from a blog, we’re big fans of HBO’s VICE, the cable giant’s slickly-produced answer to staid network news magazine shows like Sixty Minutes. Over it’s first two seasons, the show has established a small cult following with fast-paced, drop-you-down-in-the-center-of-the-action investigations of stories that are usually owned by the major television news organizations.
The recipe works and works surprisingly well as entertainment. It’s also pretty damn good journalism, much to the dismay of traditionalists.
VICE generally avoids slower-moving health care stories in favor of edgy, faster-paced, occasionally subversive pieces that send correspondents to far flung locations around the globe and put their lives in jeopardy as they go places the other guys generally won’t go.
The show’s first two seasons have seen correspondents sent to Afghanistan to report on teen suicide bombers, to Bangladesh to report on the illegal organ trade and to North Korea to a report on a basketball game attended by Dennis Rodman and North Korean Dictator Kim Jong Un.
Killing Cancer, Season Three’s season opening special report, an optimistic hour long episode that airs before the season premiere, is an encouraging exception to the no-healthcare rule that demonstrates that the show may be capable of much more than critics give it credit for.
Throughout the world, companies are embracing mobile devices to set customer expectations, enlist them in satisfying their own needs, and get workers to adhere to best practices. An effort under way at the Mayo Clinic shows how such technology can be used to improve outcomes and lower costs in health care.
Defining the care a patient can expect to receive and what the road to recovery will look like is crucial. When care expectations are not well defined or communicated, the process of care may drift, leading to unwarranted variation, reduced predictability, longer hospital stays, higher costs, poorer outcomes, and patient and provider dissatisfaction.
With all this in mind, a group at the Mayo Clinic led by the four of us developed and implemented a standardized practice model over a three-year period (2010-2012) that significantly reduced variation and improved predictability of care in adult cardiac surgery.
One of the developments that germinated in that effort was the interactive Mayo myCare program, which uses an iPad to provide patients with detailed descriptions of their treatment plans and clinical milestones, educational materials, and a daily “To Do” list, and to report their progress and identify problems to their providers.
Target, Walgreens and CVS have recently started medical clinics in their stores. Opening up these “retail clinics” seems both potentially profitable and, at first blush, somehow pushes the lines on our tradition view of where medical services should be located. Giving the concept of retail clinics some thought might reveal store-based providers to be convenient and cost-effective, or alternatively full of conflicts of interest and potential harms. Should we be worried about retail clinics turning into the Walmart of medicine?
The retail clinic industry appears to have grown rapidly over the last few years. Most of these clinics are run by three large chains–Target, Walgreens and CVS–but there are also a mix of smaller providers branching out of existing chains like the Mayo Clinic. Their primary use seems to be the treatment of acute “urgent care” conditions such as symptomatic treatment of upper respiratory tract infections (lots of sore throats), or providing simple preventive care such as vaccinations. Most patients who visit these retail clinics will see a nurse practitioner. According to a recent study that tracked the growth of these clinics from 2007 to 2009, there was a four-fold rise in the number of these clinics, such that there are now over 1,200 retail clinics that see almost 6 million visits per year.
Three goals underscore our nation’s ongoing healthcare reform debate:1) insurance for the uninsured, 2) improved quality, and 3) reduced cost. Mayo Clinic serves as a model for higher quality healthcare at a lower cost.President Obama, after referencing Mayo Clinic and Cleveland Clinic, advised, “We should learn from their successes and promote the best practices, not the most expensive ones.”
Atul Gawande writes in The New Yorker, “Rochester, Minnesota, where the Mayo Clinic dominates the scene, has fantastically high levels of technological capability and quality, but its Medicare spending is in the lowest fifteen per cent of the country-$6,688 per enrollee in 2006.”Two pivotal lessons from our recent in-depth study of Mayo Clinic demonstrate cost efficiency and clinical effectiveness.