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TECH: Granger on the UK’s NPfIT

On his way out the door Richard Granger is interviewed in CIO Magazine about the NPfIT in the UK’s NHS. A quick summary:

1) The budget scope went up because there was no PACS in the original program. The original program budget has stayed the same and they are paying for stuff as it’s delivered—late deliveries mean no payment so they’ve spent less than 1.5Bn GBP so far

2) Much of the confusion over whether the budget is blown or not  is because (at least in everyone but Granger’s mind) there is no clear budget division between existing programs (e.g. email programs for all the NHS) and Granger’s spend. “We are not paying suppliers a penny more than we were supposed to.” And of course lots of suppliers seem to agree (Accenture has bailed, iSfot is in distress, etc). But that’s not his problem “Did it cost taxpayers money to change contractors? No. We fought hard to protect taxpayers’ interests, to stay focused on getting what we paid for and only paying for what we got. I’d love to meet other CIOs who run a commercial negotiation like that with Accenture. When the news broke, three CIOs rang me to ask how on earth we’d managed it.”

4) The rest of the confusion is because, as has been shown on THCB over the years, no localization and training costs were not built into the system. Any CIO will tell you that training and adaptation tends to cost way more than software and hardware. Granger says that’s essentially not his problem and should come from the operating budget of the NHS. “If someone went on a training course, that got added in as the cost of a system. That’s when they came up with the £12bn number. Under significant pressure, I and the DoH, decided to agree to an NAO report that said the total cost of the NHS Programme would be in the order of £12bn. Notwithstanding that, the costs of the contracts that I manage have not overrun. They are under spent, currently by the best part of a billion.”

5) And what about user needs….Granger says that the suppliers are to blame but that the NHS is going to make sure that they get it right in the end.“We get a lot of views from the end user community about what is right and what is wrong and we must have a mixture of products that hopefully makes their lives easier, although sometimes we fail to do that miserably. Sometimes we put stuff in that I’m just ashamed of. Some of the stuff that Cerner has put in recently is appalling. It really isn’t usable because they have been building a system with Fujitsu without listening to what the end users want. They have taken some account but they then had to take a lot more. Now they’re being held to account because that’s my job.”

Of course now that he’s leaving it won’t be Granger doing that feet-holding.

All in all, it’s a mixed bag on the UK’s project so far. It’s certainly had it’s “good” side—notably writing tough contracts which protected the British taxpayer from massive over-runs familiar to many public works projects. It’s also had it’s bad side—especially ignoring the GP’s current ambulatory EMR vendors and not planning on integrating the local work already done. Whether the whole thing survives Granger and Blair’s passing is an interesting question. But don’t forget that compared to the US they were starting from a point of close to full ambulatory EMR adoption!

INTERNATIONAL/QUALITY: Reggie will be having a fit

I’ve always been amused that the most cited example of the “focused factory” that Reggie Herzlinger perceives to be the answer to  medical cost and quality problems is the Shouldice Institute in Canada. That’s right the country where it takes ten months to get a doctors appointment if you’re pregnant, and where the state controls all health care—concepts Reggie’s not so keen on.

And of course the nearest thing to focused factories in the US are the specialty hospitals which—given our incentives—make most of their money increasing the amount of care given to a set populations (probably unnecessarily) and taking the most profitable cases away from the local community hospitals and away from their mission of care, or their fat endowments (Delete half the previous phrase based on your stance on the matter).

On the other hand if focused factories were established within a cost-constrained environment, presumably we’d get a clue as to whether they are more efficient and save money over all. Well maybe we’re going to find out.

Apparently London is going to be transformed into a city of 200 large multi-specialty group practices with what sounds like specialty hospitals to handle the acute care. This is going to be very interesting.

Meanwhile, in Southern California a doctor buys hospitals, kicks out managed care, jacks up prices and makes bank. Tthat’s real value add to the system

HEALTH2.0: Brief update and lots going on

So the Health2.0 Conference is really heating up. We will be announcing a raft of new sponsors and some interesting media tie-ins next week. There are already well over 100 attendees including lots of people from across the worlds of technology, providers, plans, pharma and finance. If you’re planning on attending and haven’t signed up yet, you may want to act quickly to reserve your spot. The number of guests is limited by space considerations so a sell out is possible, and in fact, looking quite likely. A number of you — at least 25 – have also signed up but have
not yet completed your registrations. Places will only be reserved
those who have completed the registration process, so its probably a good idea to take care of things if you’ve been holding off.

Next week we will be having a contest to fill a slot on the Social Media for Patients panel—I’m hoping that THCB readers will help. Meanwhile, search is a screaming big deal, so in some snippets of related Health2.0 search engine news that I’m just catching up on:

Curbside.MD has new version of its medical search engine out, it matches tagging with natural languages recognition.

iMedix.com has launched in stealth alpha. Wanna be invited to look? I have a few invites to give out.

Revolution Health and Kosmix have signed a partnership deal in which Kosmix’s technology will categorize Revolution’s site. For more on that see my interview with Venky Harinarayan from Kosmix (transcript to come shortly)

Healthline Networks has had Richard Carmona, former Surgeon General, join its board of directors.

Finally, Molly, a black Labrador of indeterminate age has been traded from the Washington DC dog parks to the city with more dogs than children, San Francisco. In related news Molly’s human pet John Lane has been traded from Revolution to Healthline to strengthen the Marketing bench— one of the first free-agent moves in the new Health2.0 season. Probably not the last!

And in the unintended consequences department, our Dutch correspondent tells THCB that Web2,0 is now being used by schoolkids in the UK looking to organize a mass brawl!

POLICY/QUALITY: Klepper on cabbages and Kings (or Congress)

Brian Klepper, who’s traitorously now pimping himself out on other blogs, extends the post I wrote the other day on the CBO at Pat Salber’s blog The Doctor Weighs In. It’s called Mr. Orszag’s Surprise and it’s a very good summary of the CBO document.

Also by Brian is his description of his heart surgery five years ago this week. Moral of the story—choose your parents better.

Finally, I have no idea what to believe about the Peak Oil movement, but Dan Berdnarz’s piece on the impact of the end of cheap energy on the world and global health is pretty terrifying.

HEALTH2.0/TECH: Sharp on Health2.0

John  Sharp, who’s deep in the Web2.0 in health care world for HIMSS on behalf of Cleveland Clinic and writes the eHealth blog, has a pretty comprehensive overview about Health2.0 out that he gave to his local HIMSS group. (It was a couple of weeks back, but I’ve been underwater as you can all guess!) Here’s the presentation and he covers a lot of ground, and gives a nice plug to the Health2.0 Conference.

POLICY: Sicko and Healthcare Reform by Maggie Mahar with UPDATE

Sicko_film
Michael Moore’s “Sicko” does two things very well.

First, the film makes it clear that in the U.S., even if you have health insurance, this does not mean that you are “covered.”  Everyone knows that many Americans are uninsured. But now, millions of middle-class Americans are beginning to realize that they are UNDERinsured, and Moore drives that point home.

For-profit-insurers spend a great deal of time designing policies that will limit their “losses”—i.e. limit the amount that they have to pay out.  These “Swiss cheese” policies are filled with holes: for example, a policy may pay for surgery, but not rehabilitation after surgery. And this omission is deliberate. As a former claims adjuster tells Moore, when an insurer denies payment, “You’re not slipping through the cracks. They made the crack and are sweeping you toward it.”

Secondly, “Sicko” underlines the signal difference between healthcare in the U.S. and healthcare in other countries: the citizens of other countries take a collective view of the problem.  Or as Moore puts it, they realize that when it comes to sickness and dying, all of us are vulnerable. “In the end, we truly are all in the same boat . . . they live in a world of ‘we’ not ‘me.’”

Of course people in the U.K. Canada and France know that healthcare is not free. (And contrary to what some of Moore’s critics say, he does not pretend that it is.) But since they think of healthcare as a right—something we all deserve simply because we are human—it seems to them fair that, “You pay according to your means [through taxes] and receive according to your needs.”  In this, national health programs that are funded by taxes resemble Medicare: the higher your salary, the more you pay into Medicare. The sicker you are, the more you will take out in benefits.  If you’re lucky, you put in more than you take out.

What “Sicko” doesn’t do is focus on the waste in our system. As Jonathan Weiner observes below, we can’t afford to pay for everything that someone might possibly want. We need to be sure that we are getting value for our healthcare dollars.  In one case, Moore tells the story of a man dying of kidney cancer. Desperate to save him, his wife valiantly tries to persuade insurers to pay for new treatments –including a bone-marrow transplant that the insurance company calls “experimental.”  But the insurer refuses, and a few weeks later her husband dies. This is one of the saddest moments in the film—both husband and wife are very appealing.

Yet it is not clear that the insurer was wrong to refuse the cover the bone-marrow transplant. It is very difficult to tell from the few details given in the film whether it might have helped—but advanced kidney cancer is not curable. Even the newest drugs give the patient, at most, a few more weeks of life. At the same time, it is understandable that both the husband and the wife (and apparently Moore) assume that the insurer was merely trying to save money.

After all, when it comes to making coverage decisions based on medical evidence, for-profit insurers have a pretty spotty record. In the 1990s, when insurers said they were trying to “manage care,” many were simply “managing costs.” For example, some decided which drugs to  include in their formularies  based simply on whether the manufacturer would give them a deep discount. In return for the discount, the insurance company would assure the drug-maker that it would not cover a competing product.. This had nothing to do with which drug was more effective.

As I suggest below (see my most recent post on MedPac ) the public will always be suspicious of decisions made by for-profit insurers—even when their decisions are based on sound medical evidence. For-profit insurers just don’t have the political or moral standing to make these judgments. (By contrast, most patients are much more comfortable with Medicare’s coverage decisions—which is why we need a federal agency testing and comparing the effectiveness of new treatments. )

But if Moore skips over the problems of overt treatment it may be because he knows that this at this point more Americans are worried about undertreatment. And to be fair, no one could examine all of the problems in our dysfunctional healthcare system in a single film. What is important is that Moore says what he says loudly and clearly. He tells a vivid, memorable story—and in the process, he has managed to spur the national conversation about healthcare reform.

This is what scares people like Peter Chowka. If people begin talking about health care, they may begin to think about it. It may even occur to them that perhaps it wouldn’t be so terrible to borrow a few ideas from other countries. As Moore points out, “If another country builds a better car, we buy it. If they make a better wine, we drink it. If they have better healthcare . . . what’s our problem? “

"It’s conceivable, Moore suggests, that we might even learn something from Cuba, a country that spends 1/27 of what we do on care. Of course the film’s Cuban adventure is controversial—and purposefully so. I’ve written about it here  on TPM café where I recount a very funny story Moore tells about his experience with Standards & Practices at NBC– a tale which shows that he knew exactly what he was doing when he took part of “Sicko’s” cast to  Cuba.)
Looking back on “Sicko” Moore says, “I could have played it safe, I know. I could have gone to Ireland. . . . Everyone loves the Irish ….  But you know you have to get people’s attention.”

And, as usual, Michael Moore  has succeeded in doing just that.

UPDATE: A couple Moore on Sicko. A balanced enough review in the NY Times from Philip Boffey, and an interesting one (sadly firewalled) by Timothy Egan about whether Americans live better than Italians (My take has always been that rich Americans live better than rich Italians) — Matthew

TECH: This sounds like deliberate trouble..

I was sent an email about a Global Competition Seeks Disruptive Innovations in Health and Health Care. Some of you like this kind of thing. The rest may be a touch cynical & I’m not sure $5,000 is going to change the world. but it might…

"Disruptive Innovations in Health and Health Care" is an open source competition to identify ways in which the health and health care marketplace can offer services, tools and choices that consumers want but are currently out of reach because of cost, complexity or because the right idea hasn’t come along. Changemakers is looking for entrepreneurs both within and outside of the health care field with ideas for new products, services, technologies, business models-or some combination thereof-that enable consumers to manage health and receive care in ways that are more affordable, accessible, simple and convenient. The “Disruptive Innovations” competition is running until July 18. Approximately twelve competition finalists will be selected by a distinguished panel of judges, then a global network of social entrepreneurs will then vote for three winners from anywhere in the world—each of whom will receive a $5,000 cash prize from Changemakers. The Finalists will attend a Change Summit to stimulate future collaborations and insights from thought leaders in the field. Enter the competition

JOB POST: Medical Director

A.D.A.M.
(Nasdaq: ADAM) is a leading provider of online consumer health
information solutions to healthcare organizations, employers,
consumers, and educational institutions. A.D.A.M.’s goal is to empower
consumers to get smart about their health and wellness, while reducing
the costs of healthcare and benefits administration. This position is based in Atlanta, Georgia.

Continue reading…

JOB POST: National Guidelines Project Manager

Kaiser Permanente’s Care Management Institute (CMI) is a unique,
pioneering institution with a mandate to drive, fund, and catalyze care
management activities throughout our non-profit HMO. CMI strives "to
make the right thing easier to do. The Center for Health Care Delivery is creating a new Knowledge Service/Evidence unit. The National Guidelines Project Manager is responsible for leading and
making significant contributions, and/organizes the development, revisions,
production and dissemination of National, evidence-based guidelines
and practice resources across the organization.
Responsibilities include
all aspects of project management. Interfaces regularly with management
to produce timely and valuable results.
Responses to: Ca**********@**.org.

PLEASE remember to include THCB JOB BOARD in the subject of your email.

Continue reading…

TECH/HEALTH2.0: Vince Kuratis Connecting the Dots…on Google Health

Vince Kuratis, who knows rather more than he should about DM and eHealth, and maybe knows rather too much to be as optimistic as he is—given all that he knows—has a long and excellent article on Connecting the Dots…Google Health Promises to Create AND Dominate Next Generation PHRs.

Briefly Vince’s analysis is that Google Health will allow a personal URL that will be a place that a consumer can store data from all over the health system and link it to their own “soft” data such as Google searches, and then run applications over the top—presumably to do things like diagnose diseases.

You should go read Vince’s analysis, which is pretty close to my own, and irons out a lot of the details.

The only way that I’d differ from Vince (other than I was too lazy to write mine out fully) is that that I’d add in the one interesting VC investment Google has made. It’s in 23andme. Aside from the fact that the CEO is Larry or Sergey (I can’t tell those two apart)’s wife—bet that made the pitch easier!— and that Esther Dyson has her hooks into it as well, the interesting thing about 23andme is that it’s a genetic testing company. And it seems pretty logical that genetic information is going to be mixed into PHRs in the near future….so it doesn’t take a rocket genome scientist to make the link between 23andme and the not yet unveiled Google PHR/personal health URL.

They key question is whether Google (and more importantly American consumers using Google as a vehicle) has the clout to make the health care system willingly and easily give up its data….

We shall see.

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