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POLICY/PHARMA/TECH/PHYSICIANS: The Industry Veteran thinks Uwe and McLellan are missing the point

It’s been a while since we heard from The Industry Veteran, but the dialogue between Mark McClellan and Uwe Reinhardt I reported on at WHCC last week did raise his hackles. I love Uwe’s analysis and think McLellan is very sensible (though suffering from obvious political restraints). But the Veteran didn’t exactly see it that way. Here’s his sense of what ‘s wrong with health care and how to fix it.

The dialogue you reported between Mark McClellan and Uwe Reinhardt was hugely disappointing as both appeared more intent on glad-handing each other than identifying culprits in the health care system. I offer the following as a useful rule of thumb for THCB readers: whenever someone says more IT represents a principal solution to a better health care system, the red light should flash on one’s shit detector.As uncle Marcus Aurelius advised, let’s return to first principles. Assuming THCB wishes to address the big issues and not turn into a blog for techie nerds, the problems of health care cost, quality and access in the U.S. result from some basic factors. The first of these is that there are too many middle men extracting too much profit (or, in Marshallian terms, too much economic rent) from the system. Among these, third-party payers are both pernicious and dispensable. Most analysts euphemistically classify payers and the efforts of other sectors to deal with them as “administrative costs.” It seems I’ve been seeing these administrative costs pegged at 25-30% of the health care bill for the past twenty years. Since Bush’s millenarian-oil junta has been running the country, I would guess that figure to be substantially higher because payments to providers have been tapering while premiums keep escalating. Given that the administrative costs for Medicare are approximately 2%, it appears self-evident that the current system, based on employers and insurance companies, should appeal only to Reagan-Bush types who consider the proper role of government to be one of handmaiden to business.Within the provider segment, specialist physicians are another extortionist bunch. There is simply no defensible reason for every mother’s doctor-son to expect an annual income between a quarter-million dollars and $650,000. Do I hear in the background, diminuendo, the arachnid voices of techie wonks crying for tactical proposals in lieu of venting and ideology? Sink your incisors into these. (1) Use relative value reimbursement scales to promote a systematic de-skilling. (2) Increase the labor supply in the medical specialties with U.S. citizens who graduate from foreign medical schools. (3) Feminize the medical profession by elevating nurse practitioners and using staff-model and other arrangements that permit 9-to-5 shift work.Manufacturers, particularly in pharmaceuticals, are due their reproach as parasitic middle men. The European countries routinely use reference pricing to help keep them in line and health care’s Iron Triangle of cost-access-quality does not appear worse there than here. In fact the WHO rates U.S. health care as thirty-something in world while France receives the number one spot.Now you’re probably correct, Matthew, in pointing out that the public opinion polls on health care have to show a larger percentage of people expressing a vehement discontent with the system over a sustained period before substantive change can occur. To foster that attitude, I humbly advise interested parties to hammer away at the big issues instead of creating diversions and wasting time with minor tributaries such as IT. I believe there is sufficient greed to expose, enough contradictions to raise and tragedies to highlight, all of which can help prepare the public mood. The drama that can affect public attention, however, seldom resides in the IT department

TECH: “Connected Healthcare ” Panel on May 4th

Those of you in or near NYC on May 4 might be interested in this panel, which Stephanie Cion, another overachieving grad student, asked me to publicize. It has the advantage of being short, having a great cast of speakers, and being cheap (or free if you gave MIT most of your parent’s disposable income during your youth). Here’s Stephanie’s promo blurb:

The MIT Enterprise Forum, a great organization known for putting to together useful events on technology and new business opportunities for investors and entrepreneurs has announced they are holding an impressive panel on Connected Healthcare next month to discuss medical technology and communications. The cost to attendees is merely $50!

Topic: The newly coined phrase “Connected Healthcare” — and the related concept “Healthcare Unbound” — refers to communication and medical technology in, on and around the body that enables healthcare professionals to monitor and care for patients outside of the clinical setting. The market for “Connected Healthcare” is estimated “to reach $34 billion by 2015.” Join our live panel of experts from various segments of healthcare and technology who will discuss the convergence of communication technology and medical devices and provide live demonstrations. The panel will focus on the following issues:

* What are the potential cost savings for expensive chronic conditions such as heart disease and diabetes?* How can businesses tap into the $1 trillion health and wellness market as baby boomers age ?* Who will pay for “Connected Healthcare”?* How are businesses positioning themselves to participate and profit in this field?* Where are the most lucrative venture and investment opportunities?

There are quite a few important speakers attending, including:

  • Elizabeth Boehm – Principal Analyst, Healthcare & Life Sciences, Forrester Research
  • George Boyajian, Ph.D – EVP, Strategy and R&D, Living Independently Group
  • William Burkoth – Senior Manager, Strategic Investments Group, Pfizer
  • Donald Jones – Vice President, Business Development, Healthcare, Qualcomm
  • Douglas McClure – Corporate Manager, Technology Services, Partners Telemedicine
  • Astro Teller

    , Ph.D – CEO, Body Media

POLICY/INDUSTRY/TECH: WHCC–GE and leadership

More from the World Health Care Congress. Keynote is from Bill Castell, head of GE healthcare. He says that we need to bring “Care to the individual rather than the patient to the Institution”

Ten realities of global health care

1) Obesity: Need to work on preventing this from occurring, especially cardiovascular & cancer2) Demographics3) Cost of chronic disease4) Threat of Pandemic5) Volume/price equation (India and China vs US as a market)6) Infinite demand and constitutional right7) Capitalism and Sustainability8) West’s replacing carbon knowledge underpinning democracy9) Take the knowledge dividend back into society (asset not a liability)10) Global level playing field for intellectual property

Technology changes: Ultrasound is becoming cheap and ubiquitous; EMRs are changing clinical process; remote monitoring is emerging. For example, they believe that they can move from 43% to 85% survival in cardiac disease, so long as you can move from late stage to early stage disease.

Believes there’s an opportunity to fundamentally change health care….

However, Noel Tisch (Prof at Michigan business school) says, we’ve heard lots of promises about fundamental changes in health care before…..he thinks that leadership is the key. Worst people in the world to develop leadership are profs and consultants! Has to be done by leaders. He believes that the most important aspect of leadership is the time spent by CEOs to teach his new leaders. Pepsi was a great example of that (Roger Enrico CEO).

If we extend life, we will add yet more cost unless we reduce disability. This is clearly GE’s aim. What data do you have to suggest that the cost of dying will be more affordable in such a future?

Health care industry has to develop the options for the best care we can deliver. Longevity is changing but society has to develop the maturity to answer the question?

When you speak in terms of “raising the bar on leadership” please discuss the challenges of “leading” unmotivated, less than healthy populations who are not willing, at least today, to take some responsibility for their own health?

If you can create an environment where people get personal dignity back, then they re-engage in community & society. All of us have the responsibility to help and work with the underprivileged.

What is it the US healthcare can possibly learn from emerging countries like India?

Things like the $12 “Jaipur” foot can be solution for not just the third world but have wider implications elsewhere.

Do you see R and D continuing to leave Europe for the US and Asia, and what is the message for Europe?

The issue for Europe is tricky, as it lost to the US for health care innovation. We need better definition of outputs. but we never see the consumer data published. Final thoughts: Find 3% of your time to touch other peoples problems and you’ll find that it improves your own business and work. Tisch-think of value of return on time

 

TECH–WHCC: Personal health records

An interesting session on personal health records…with a Taiwanese and Silicon Valley flavor……..

Taiwan has a single payer system, with some copay. Was 41% uninsured, and then March 1 1995 went to 92% coverage, now it’s universal. Have a standardized IT system, and as a single payer can profile doctors, hospitals and even more granular.  Moved to smart cards in 2001. moving to a PACS system within a year or two and want to have full EMR 2008.

Care is so good that 80% of Taiwanese would go back home if they were in China even for acute appendicitis.

There are some doctor shoppers. One war veteran had 1543 visits per year, by taking his Rx back to his home village in China.  Plenty of waste in the system, and lack of continuity of care. So they used 2 approaches to rein in consumers. One is IT, the other is P4P. Took 5 procedures/diseases for P4P and are seeing changes. Smart cards are the other approach. Spent less than $200 million  for all the 23m Taiwanese smart card. Good tool for moving to electronic health records.—card holds some information but also acts as an access key via reader. Links to other information in the doctors office. Some

Scott Cook, Intuit

Thinks that health care is complex, but taxes are too! Replaces complexity with Turbo tax, which hides (allegedly) the complexity behind a questionnaire. But now brings in the information from banks, payroll providers, mutual funds, etc. Now 21m using Turbotax. Those customers are loyal, so many institutions embed that in their links

Quicken has simplified financial life. Now 15m households use quicken, connecting to back end financial institutions.

What caused these high levels of consumer adoption? Attention to the customer?  Study them carefully. Deck the halls with findings of customers. Do lots of P&G type follow up, Cook learned his trade at P&G and it shows.

Now they’re moving into health care. I asked Scott who he thought his biggest competitors in the PHR business would be. But he didn’t want to answer…but I suspect that WebMD is at least somewhere on that list. Intuit has agreements with Ingenix, Sentara and various other players.  Expect a product launch next year. Few details but think about a version of Quicken that integrates claims the way that Quicken integrates banking info (my guess).

But no question that they’re going to be a major player.

TECH/INTERNATIONAL: Health care globally (mostly about the NHS)

Quick session notes from one on Global care, amusingly chaired by Humphrey Taylor my old boss from Harris

Pfizer thinks that integrated care looking at all the costs and benefits should  be counted. Prevention and DM does work.

Dr Reddy CEO Apollo Hospitals 

His hospitals can do heart surgery as well for 1/10th the US price, and wants to become a global HC destination. Not only do they give the same level of care, but they also have all kinds of eastern therapy that helps recovery. He calls this global access to health care.

Richard Granger, Director IT, NHS UK

He wanted to take the opportunity to “purvey some facts” to those of us who read newspapers. He thinks its fascinating that in the US most primary care is delivered in paper. 200K users of NHS system; mass roll-out has commenced. He finds that the supply chain is immature, and most IP is on a jurisdictional basis, with little ability to transfer. That works on a country by country basis, unlike any other software market. Some of the risks are put on suppliers, and you’ve seen the result (he forecast that some would get in trouble 2 years ago and said he would hold them to their contracts).

Now putting risk to patients, and he thinks that consumer pressure will overcome provider resistance. In addition there’s a grey market across jurisdiction (similar to Amazon) and that will happen in pharmaceuticals in Europe and globally. Many professionals in healthcare have been careful to constrain information “liquidity”

No more than 80m emails sent in last year—messages that weren’t sent before. Now information will start to move and question will be how to accredit that information.

PACS-over 50% adoption in southern region is digital Xray, now available everywhere in the system. Digitizing a hospital a week — he thinks that as a consequence of this there’ll be much more remote reporting eliminating the barriers for craft guilds. Money from NHS will therefore start moving to the expertise and leaving it in India.

Connectivity—NHS will have biggest VPN in world next year.

99% of PCP records exist digitally but only just started having that information move around the country. That will save costs and breakdown the providers guild mentality.

WHCC: Wiring the nation

David Brailer gave an update on standards, government process. No one in charge means no standards….now we’ve got them and that will give the private industry a basis to build from.

Robbie Pearl, Permanente Medical Group— We need to change the financing of care. Technology gives us the option, but I think that we’re going piece-meal and may miss the opportunity.

Glen Steele, Geisenger—If you get paid piece work then you’ll design your system to fit that. Once you get that forcing function then you need the data. Also got to have the culture where the providers think about the common good. That has to be there before the EMR will magically do what everyone thinks that it’s going to do. They’re experimenting with reaching out to non-Geisenger physicians to see if they can provide them with EMRs via a portal.

Brailer—Can’t legislate good will. Mandates are not off the table, but all we can do is force doctors to put in technology. If we just try to mandate it, it doesn’t lead to the process change that we need. Plus what we mandate will not be compatible with what they’ve already got in place. Secondly. small practices couldn’t deal with an imposition. Thirdly, standards in HIPAA were factually incorrect and cannot be kept up to date. Government action cannot be the answer to a technologically evolving situation. When we get to 65–70% adoption then there’ll be a mandate then. Mandates don’t work on the front end of an adoption curve.

Steele—perhaps we should think that HIT is non proprietary, should it be like the Interstate highway.

Pearl—technology is not the issue-it will keep getting better. The key issue is transformation of care. 20–30 years ago patients had episodic disease. Now chronic care that needs constant supervision and can be solved by technology easily, so long as the care is transformed.

Brailer—Now about a year away from figuring out what is and isn’t happening. We do have a lot to learn from other countries. Already spending $20bn a year on health IT in US.  We should learn from them and make sure that we don’t block their future development. Most of those countries are actively buying technology.

Audience Poll results—biggest barrier to IT adoption? 34% standards, 25% no incentive, 20% inadequate support for implementation.

Steele—we need to pay for results to move this adoption very quickly.

Pearl—Health care cannot be practiced in high quality without these IT systems. there is a cost involved but there is a cost in all care. The overall issue is to change overall care and seize the moment.

 

TECH/QUALITY/PHARMA: Active Health used by Mariott

Interesting brief presentation — Mariott uses Active Health Mangement to change its formulary

Integrates pharmacy, medical and labs data from one place—inluding diagnosis and runs it against the medical literature based algoritms. They then communicate information to both providers and consumers (in consumer friendly langauge).

They found that sometimes “care considerations” has been presented to doctors and they’ve reported back that the script was written but the patient counldn’t afford it. So some medications (what they called essential rather than non-essential drugs)they’ve selectively changed the formulary to a lower copay, or none for generics, for those that have the relevant disease. Care engine can both identify those on the drugs and those who are not but should be, and communicates that information back to doctors and patients.

They’re doing a pre & post compare study with another Active Health Client who is not varying copays to see what that does to adherence and cost outcomes. The program is great reminder for docs and patients. Trying to ensure that the essential drugs are acessible.

 

TECH: Just another EMR puff piece….on Cerner?

Anyone who’s ever read Fast Company won’t be surprised at the slightly breathless tones used in one of their typical "business gets new process, struggles a little at first, then succeeds beyond its wildest dreams" plot line. After all this was the magazine that was aped by a certain not quite so polite web-site also ending in "company", and beginning with an F.

What’s a little different is that this article, Record Time, is about a simple ObGYN adopting an ambulatory EMR, and then having all the usual crises of seeing his practice more or less collapse because of the extra time it took to figure out how to use it.

But apparently in this case the vendor sent donuts, and someone who built him templates and showed him how to use it. Repeat with me–a practice barely alive, but we can rebuild it, we have the technology, we can create the world’s first bionic physician’s office….it will be gooder than it was before…and all for slightly less than $6 million! (Look here if you’re too young to get it…)

Given that the vendor in question is Cerner, notorious for its not always quite as smooth as silk implementations, you’d be entitled to a little cynicism here. (and if you think I’m just relaying industry tattle here from HISTalk, you are of course right!). However, last year a very sharp IT consultant told me that his shop had done a real life performance comparison of the major ambulatory EMRs and Cerner’s Powerchart product (which was new and had little market penetration) had actually beaten out the big boys. So better product, with better customer service? Can it be true? Or is this just more "pie in the face for Neal Patterson" ammo?

Of course it would be nice if the article told us a little more about exactly how the physician got from near chaos to everything running as smooth as silk without avoiding total financial collapse. Several of his colleagues reported on in Medical Economics recently weren’t so lucky.

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