Categories

Tag: Millenson

At Little-Known Health Agency, DOGE Ends Dream ‘To Make A Difference’

By MICHAEL MILLENSON

Four days after emergency surgery and barely able to walk, Heather Sherman flew from Chicago to Washington for first-day-of-work onboarding at the Agency for Healthcare Research and Quality. Fourteen months later, Sherman suddenly became one of the thousands of federal employees summarily dismissed by a weekend email telling them they were “not fit for future employment.”

The trauma of that abrupt ending in mid-February — giving her just a few hours before all access was shut off — still lingers. “This was my dream job,” Sherman told me.

If Sherman were an air traffic controller or nuclear materials expert, her work keeping the public safe would be obvious. But as a mid-level employee with a technical role at a little-known agency in the mammoth Department of Health and Human Services, her curt dismissal and that of an undisclosed number of AHRQ colleagues prompted not even a ripple of news coverage.

Yet what a New York Times editorial decried as a “haphazard demolition campaign” by the Elon Musk-led Department of Government Efficiency, one that is undermining “the safety and welfare of the American people,” applies to agencies like AHRQ and low-profile jobs like Sherman’s just as much as to more high-profile positions.

In complex systems, of which healthcare is surely one, carelessness has consequences.

(Disclosure: I’ve known Sherman for years, and while I serve on AHRQ’s National Advisory Council, I have no inside information. All opinions are my own.)

For Sherman, with two master’s degrees and a Ph.D., the anodyne title of health scientist administrator masks a beyond-the-data devotion to patient safety. A 2023 report by the President’s Council of Advisors on Science and Technology declared patient safety “an urgent national public health issue.” In truth, the urgency is embraced mostly by a small number of individuals determined to drastically reduce the estimated 160,000 Americans perishing each year from preventable medical errors in hospitals.

That death toll is a conservative estimate by the Leapfrog Group. Food and Drug Administration administrator-designate Martin Makary has called medical error “the third-leading cause of death” and estimated a death toll of more than 250,000 Americans.

Saving Lives and Money

Even if the focus is only fiscal — leaving aside the human impact — medical care that causes unintended harm is inefficient and costs money. The potential savings are large: an in-depth examination of medical records by the HHS Office of the Inspector General found that a shocking one-quarter of Medicare patients suffer some level of harm during a hospital stay.

It’s that “inefficiency,” human as well as financial, that Sherman wanted to attack at AHRQ. She proposed an initiative enabling hospitals nationwide to collaborate within a legal framework that promotes candor by protecting their interactions from being discoverable in a malpractice lawsuit. That structure is known as a “patient safety organization,” established by Congress through bipartisan legislation in 2005. The process of ongoing collaboration is known as a “learning health system.”

Sherman recalls reaching out to everyone she knew whose organization was affiliated with a PSO and asking what they needed to meet today’s challenges. “The almost unanimous answer was, ‘We want a place to find solutions, a place to share solutions,’” Sherman said. “‘We want to know what to do.’”

“Any kind of systemic prevention of problems saves money,” she added.

To be effective, however, collaborative problem-solving on a large scale requires more than just setting up Zoom calls and sharing documents. It quickly gets technical; e.g., ensuring that all participants classify and report an adverse event in the same way.

“Classification is the key,” Sherman said. “It’s like a box of different-colored Lego pieces in different sizes. Each Lego is a data element. Everybody has to understand what it means in order to use it.”

Along with her technical expertise, Sherman also brought a determination to expand what information was collected and how it was used; for instance, by bringing in patient and family input. “The law was not meant to exclude reporting of problems by anyone who wasn’t a clinician,” Sherman said. She also planned to utilize qualitative data “to tell a story. You learn a lot more about the nuances of error in the qualitative data.”

To accomplish those ambitious goals, Sherman began seeking buy-in from AHRQ leadership while also planning a national kick-off conference for May. Then, awakening on Saturday morning, Feb. 15, and turning on the TV news, she heard a White House correspondent report that government departments were firing “probationary employees.” Soon afterwards, the dreaded email popped up in her inbox from the HHS personnel office.

“We all knew it was coming,” Sherman said. “We just didn’t know when.”

A Legal Loophole

“Probationary employee” has a different meaning for federal employees than for private-sector ones. In the private sector a probationary period might last a few months, but an employee can typically still be fired “at will” any time afterwards, barring protections related to union membership or illegal discrimination. In federal employment, in contrast, the probationary period before civil service job protections kick in can last one, two or even three years, depending on various factors, and the probationary period can start over even for long-time employees if they’re promoted or switch agencies. Sherman was hired on a two-year probationary period.

Even probationary employees, however, can be fired only for certain reasons. Hence the careful language of the DOGE-driven form letter signed by HHS Chief Human Capital Officer (Acting) Jeffery Anoka that informed Sherman she’d not met “the burden to demonstrate why it is in the public interest” for the government to finalize her appointment. It continued, “your ability, knowledge and skills do not fit the Agency’s current needs, and your performance has not been adequate.”

Excerpt from letter firing federal workers
Excerpt from letter sent to probationary federal employees

“I was very calm that day,” remembered Sherman. “The next day I was a mess.” Questions of what would happen to her work, as well as compensation for unused sick leave and time off, remain unresolved; senior AHRQ managers are also in the dark. “Nobody knows anything, and there’s no guidance,” she said. “I am disheartened and disappointed.”

At the Centers for Medicare & Medicaid Services, a senior manager named Jeff Grant pushed back hard in a letter to Anoka posted on LinkedIn after 82 employees in his group were told they were “not fit for continued employment.” Grant began by announcing he was immediately retiring after 41 years of federal service, emphasizing later that he had served with equal dedication both Republican and Democratic administrations. Grant went on to refute accusations of incompetence by saying the fired workers had not only passed a series of formal reviews with high marks, but the interview process, one in which he was personally involved, allowed CMS to select “truly the best of the best” out of hundreds of resumes.

Moreover, Grant pointedly noted, many of those fired at his Center for Consumer Information and Insurance Oversight were set to work on writing and implementing a new rule announced as a Trump administration priority. That rule, “is projected to save billions in program dollars,” he wrote, “which is the ultimate in government efficiency.”

A Plea For Public Service

On an even more personal note, an “open letter to America from career federal civil servants,” written anonymously to avoid retaliation, poignantly reminded the public, “We are your neighbors, friends and family. … Most of us heeded a call to serve because we love this country and what it represents as much as you and wanted to give back. The hard work we do, we do on your behalf.”

That declaration resonates with Sherman, who said she’s long yearned to work for AHRQ, a small-budget agency with the big-mission task of helping make U.S. medical care better and safer.

“I never wanted to leave AHRQ,” Sherman said. “I wanted to be in this department, in this job, for the rest of my life. I didn’t go into this profession to be rich. I went into this profession to make a difference in people’s lives.”

The “chainsaw” approach favored by Musk continues: the administration has ordered every federal agency to turn in a plan for even more drastic cuts by March 13. The impact of two federal juges’ orders reversing some probationary employee layoffs remains to be seen, particularly since they are being appealed. For Sherman, meanwhile, there are two poignant codas to her career situation. DOGE, the force behind her firing, has been criticized for acting with both joyful cruelty and dubious legal authority. As it happens, Sherman’s undergraduate major was in judicial morality and constitutional democracy.

Meanwhile, although Sherman almost immediately lost all job-related access, her last official day on the AHRQ payroll was March 14. This year, that’s the next-to-last day of Patient Safety Awareness Week.

Michael L. Millenson is president of Health Quality Advisors & a regular THCB ContributorThis piece was previously in Forbes

ChatGPT Vs. Magic 8 Ball: Who Can Solve “The HealthCare Crisis”?

By MICHAEL L. MILLENSON

Long before ChatGPT, whose question-answering choices still remain somewhat of a black box, there was an equally mysterious, question-answering black ball. I decided to ask them each of them how to solve the cost, quality and access issues labeled for more than half a century as “the healthcare crisis.”

The hard, plastic Magic 8 Ball was invented in 1946, two years before a landmark Supreme Court decision spurred a boom in employer-sponsored health insurance. It catapulted into kid-driven popularity in the 1970s, the same decade that rising healthcare costs propelled “healthcare crisis” into the public vocabulary.

Magic 8 Ball and ChatGPT
ChatGPT is a “black box,” Magic 8 ball a black ball.

The healthcare crisis is still with us, as is Magic 8 Ball, which, thanks to current owner Mattel, can now be consulted either in person (i.e., by holding and shaking it) or online. With a fiercely fought presidential election campaign underway, I decided that pitting the black box vs. the black ball to answer crucial health policy questions would likely provide just as much clarity as wading through weasel-worded white papers.

Both ChatGPT (Cost to OpenAI: $400,000 per day to operate) and Magic 8 Ball (One-time cost: $14.99) were up for the challenge, though they acknowledged it wouldn’t be easy.

“Can you help me solve the healthcare crisis?” I asked. “Signs point to yes,” Magic 8 ball replied, in its typically pithy, understated manner. ChatGPT, on the other hand, took my question as an invitation to show off its artificial intelligence.

“Addressing the healthcare crisis is a complex and multifaceted challenge that requires a holistic approach,” ChatGPT began. Then, as if a Washington think tank had been crossed with an academic policy conference, the Large Language Model offered a very large helping of language. There were 8 “key strategies,” each of which contained three bullet points, and each of which, I was advised, “involves detailed planning, resource allocation, and collaboration among various stakeholders, including government, healthcare providers, insurers, and the public.”

Then there was this diss when I asked about its competitor. “It’s a fun toy,” sneered the chatbot (if chatbots could sneer), “but it doesn’t provide reliable or informed answers.”

I decided to home in on specifics.

“Is a government-run single payer system the right answer?” I asked. “My sources say ‘no,’” Magic 8 ball told me. ChatGPT was more positive, with caveats.

“A government-run single-payer healthcare system is one potential solution to the healthcare crisis, and it comes with its own set of advantages and challenges,” the chatbot replied. It added, “Whether it is the ‘right’ answer depends on various factors” – and then, once more, went on to provide a long list of relevant ones.

I decided to inquire about an approach with bipartisan support. “Is value-based healthcare the best way to control costs?”

“It is decidedly so,” said the Magic 8 Ball immediately. But ChatGPT, usually lightning quick, waited perhaps 20 seconds before not only responding positively, but presenting an overview and specific suggestions. There were 5 advantages and 5 challenges, plus 3 examples of possible strategies (accountable care organizations, bundled payments and patient-centered medical homes), all tied together with 5 considerations for implementation.

“Ultimately, VBHC can be a key component of a broader strategy to reform healthcare systems and achieve sustainable cost control,” ChatGPT concluded.

That pattern continued as I probed about the need for more effective financial incentives to reward high-quality, cost-effective care, a central component of VBHC. “It is certain,” Magic 8 Ball quickly agreed. ChatGPT, meanwhile, again paused for a lengthy period (by its standards) before responding “thoughtfully” (by human standards).

“Yes,” it said, “effective financial incentives are crucial for promoting high-quality, cost-effective care. Properly designed incentives can align the interests of healthcare providers, payers and patients, leading to better health outcomes and more efficient use of resources.”

The chatbot then listed 5 types of financial incentives, 5 key elements of effective incentive programs and three specific examples incorporating them.

Continuing the financial incentives theme, I asked whether health savings accounts could help. Magic 8 Ball simply replied, “Yes,” while ChatGPT carefully pointed out that while HSAs “offer some benefits, they are not a comprehensive solution to the broader health care crisis.”

Like politicians, both ChatGPT and Magic 8 Ball sometimes hedged. “Are hospital mergers good or bad for patients?” I asked. “Ask again later,” said Magic 8 Ball. “Hospital mergers can have both positive and negative impacts on patients,” responded ChatGPT, before presenting a long list of why either might be the case.

“Is private equity buying doctors’ practices good or bad for patients?” I inquired. “Concentrate and ask again,” evaded Magic 8 Ball, followed by an incomprehensible, “Most likely.” ChatGPT allowed that this was “a complex issue, with potential benefits and drawbacks for patients,” before going on to the kind of pro and con balancing act any politician might admire.

I decided it was time to cut to the heart of the matter.

“Will health care costs ever be effectively controlled in America?” I demanded.

Magic 8 Ball tried to spare my feelings – “Better not to tell you now”– while ChatGPT, in its elliptical way, pointed me towards the unpleasant truth. While the challenge was not “insurmountable,” answered ChatGPT, it would require a “multi-faceted approach” involving “strong political will, stakeholder collaboration, and continuous evaluation and adjustment of strategies.”

In other words, “No.”

Michael Millenson is President of Health Quality Advisors and a long time THCB regular, he’s also a Forbes columnist where this piece first appeared.

Recalling To Err’s Impact and a Small (But Telling) IOM Mistake

Michael MillensonThis year marks the 15th anniversary of the Institute of Medicine (IOM)’s To Err is Human report, which famously declared that from 44,000 to 98,000 Americans died each year from preventable mistakes in hospitals and another one million were injured. That blunt conclusion from a prestigious medical organization shocked the public and marked the arrival of patient safety as a durable and important public policy issue.

Alas, when it comes to providing the exact date of this medical mistakes milestone, the IOM itself is confused and, in a painful piece of irony, sometimes just plain wrong. That’s unfortunate, because the date of the report’s release is an important part of the story of its continued influence.

There’s no question among those of us who’d long been involved in patient safety that the report’s immediate and powerful impact took health policy insiders by surprise.

The data the IOM relied upon, after all, came from studies that appeared years before and then vanished into the background noise of the Hundred Year War over universal health insurance. This time, however, old evidence was carefully rebottled in bright, compelling new soundbites.Continue reading…

Did CDC laxness on one infection help spread another?

BY MICHAEL MILLENSON

Screen Shot 2014-10-25 at 11.46.05 AMThere’s an infection that afflicts thousands of Americans yearly, killing an estimated one in five of those who contract it, and costs tens of thousands of dollars per person to treat. Though there’s a proven way to dramatically reduce or even eliminate it, the Centers for Disease Control and Prevention (CDC) inexplicably seems in no hurry to do so.

Unlike Ebola, this infection isn’t transmitted from person to person, with the health care system desperately racing to keep up. Instead, it’s caused by the health care system when clinicians don’t follow established anti-infection protocols – very much like what happened when Texas Health Presbyterian Hospital encountered its first Ebola patient.  That hospital’s failure flashes a warning sign to all of us.

The culprit in this case is called CLABSI, short for “central-line associated bloodstream infection.” A central line is a catheter placed into a patient’s torso to make it easier to infuse critical medications or draw blood. Because the lines are inserted deep into patients already weakened by illness, an infection can be catastrophic.

CLABSIs are deadlier than typhoid fever or malaria. Last year alone they affected more than 10,000 adults, according to hospital reports to the CDC, and nearly 1,700 children, according to an analysis of hospital discharge records. The infections also cost an average of nearly $46,000 per patient to treat, adding up to billions of dollars yearly.

At one time, CLABSIs were thought to be largely unavoidable. But in 2001, Dr. Peter Pronovost, a critical care medicine specialist at Johns Hopkins, simplified existing guidelines into an easy five-step checklist with items like “wash hands” and “clean patient’s skin with an antibacterial agent.” Hopkins’ CLABSI rate plunged.

Continue reading…

Jessie Gruman: Tribute to a Tightrope Walker

Jessie Optimized
When I heard that Jessie Gruman had died, that her powerful voice on behalf of patients had been stilled and gone silent years too soon, I thought of Phillipe Petite, the high-wire artist who famously tread a cable strung between the two World Trade Center buildings back in 1974.

Jessie’s balancing act did not take place on so visible a stage, but her death-defying dance equally amazed those who knew, worked with, respected and loved her.

On the one side, she was persistently pulled down by cancer. There was Hodgkin’s lymphoma in 1973 when she was just 20, setting the stage for repercussions of treatment that would dog her ever after: cervical cancer eight years later; colon cancer in 2004; and a diagnosis of stomach cancer in 2011 that returned after a too-brief hiatus. There was also pericarditis, a dangerous heart condition.

Counterbalancing that burden was the uplift of a woman whose “bouts” with cancer shaped, but never defined her. She was a social psychologist who was an early part of work on the chronic care model; the founder of a policy and research center dedicated to empowering patients in health care and in health; a prolific writer and author of a landmark book on what to do with a diagnosis of serious disease; and for many, a personal inspiration.

On the morning of July 14, Jessie finally fell off the tightrope, as we all must eventually do, dying at home. She was 60 years old.

You can’t really understand the outpouring of affection, appreciation and aching loss Jessie inspired just by browsing her impressive bio. She was sharp and funny, with wry asides directed at any pretension exhibited by allies or adversaries alike.

However, Jessie did far more than dish and dis. She was a superlative builder; of an organization, yes, but more importantly, of a body of work that prompted government policymakers and uncounted health care organizations to pay greater attention to the unmet needs of patients. She also reached out directly to fellow patients to help. In all these activities, she married intellectual rigor and careful attention to evidence – techie trendiness, for example, did not impress her ­– with emotional honesty. Jessie spoke what often goes unspoken, candidly acknowledging how horribly scary and alone it feels to be seriously ill.

As she wrote in her book, AfterShock: What to Do When the Doctor Gives You – or Someone You Love –a Devastating Diagnosis:

Every time I have received bad health news, I have felt like a healthy person who has been accidentally drop-kicked into a foreign country: I don’t know the language, the culture is unfamiliar, I have no idea what is expected of me, I have no map and I desperately want to find my way home.

Jessie told one interviewer: “I want people to know how to take care of themselves and pay attention to the urgency of their situation even when their heart is broken.” Later, she repeated that theme in an article for Health Affairs that called for policies to support patients and their families in their time of distress.Continue reading…