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Wednesday, December 31, 2008

2009 US Health Care Industry Predictions: Cosmetic or Reconstructive Surgery

I'll finish up the South Africa series next year since now is the time to either review 2008 or make predictions about 2009. I suppose that I could also pick any other year to review and take advantage of general nostalgia of this time of year (like 1985 for the incredible Grateful Dead shows) or pick another year in the future where I can document blatantly incorrect guesses.

However, I'm feeling good about 2009 predictions for what will happen in the US health care industry. I read Medicare releases the 2010 health plan reimbursement in the spring and finalized plan designs are due in early June. There is not a lot of time for the Obama administration to make any major changes which is why I think that there will be little new for Medicare. Additionally, the 2008 legislation that delayed cuts in physician reimbursements also tightened sales and marketing restrictions and called for the end of Private Fee for Service (PFFS) plans in 2011. PFFS plans were the source of most of the complaints and confusion.
Medicare comes up in reform or cost conversations because of the size of the program. However, when reimbursement is cut in Medicare, costs are shifted to commercial plans resulting in no net change. Likewise when reimbursement is raised in Medicare (like with Medicare Advantage plans or Part D prescription drugs), costs in the commercial side can go down. Since any changes to Medicare would be politically difficult and just get absorbed by another part of the system, I don't see major changes made.

2. Technology dollars will start to leave the health care industry: There were attractive returns for health care technology since the purchasers (mainly hospitals) generally got paid what they needed to be paid. Kahn pointed out that the credit crunch and new construction costs are hitting hospitals so they will have less money to spend on new technology. As those funds dry up, GE and the like will look to for other places to sell its imaging technology. Maybe Medtronic will figure out a way to incorporate pacemakers in fuel cells.

3. Except there will still be dollars for technology that explains health care: Health care is becoming a retail industry. Consumers are paying more of the costs and having more questions about what they're paying for. After your next hospital stay, ask for an itemized receipt and see if you can get one that you can understand.
As a result, a return is starting to emerge for web-based programs that can explain health care to end users so an organization's operators and call centers are not overwhelmed. Transparency is starting to become mandated so there is also a regulatory need to be able to explain why services cost what they do or what kind of service someone should get. This is the next frontier for technology companies to enter where they can get the return that they're looking for.

4. SCHIP will be expanded: The State Children's Health Insurance program (SCHIP) will be expanded by the Obama administration to provide health insurance for more children. This should be a really easy one since it's getting harder and harder to make the case for not providing health insurance for children. Their check-up's are cheap, they generally don't need expensive total joint replacement surgeries, and preventative services for children can have a 400% return. I was at a health insurance CEO forum, where one CEO was painted by the others as the conservative one. He cleverly responded by repeatedly pointing out the need for health insurance for children, showing that while he may be conservative, he has a heart.

5. No changes will be made for the individual or small employer group market: The most dysfunctional insurance markets are around individuals and employer groups of less than 25. They pay the highest rates and if they use a lot of insurance, will often be priced out of the market. There are no easy solutions around it so it can't be addressed without generally resulting in insurance carriers leaving the market. A comprehensive health care overhaul that addresses these markets, large employers, Medicare, and Medicaid is the only thing that will really solve it. There will have to some cost shifting or subsidizing of the smaller employer or individual markets by the larger ones.

6. Providers will start accepting more patients with Medicare and Medicaid: More and more providers had stopped accepting Original Medicare and Medicaid insurance since the programs kept the prices down. A 2006 physician workforce survey in Oregon reported that about 25% did not accept Medicare at all and the number is higher for Medicaid. However, with less and less patients having commercial insurance and bad debt rising from self-pay clients, any kind of insurance is going to start to look good. I guess this is a silver lining.

7. Reconstructive Surgery or Comprehensive Reform will happen in 2010: We have gotten to the point where a comprehensive overhaul is the only kind of real change left to be made. The Congressional Budget Office issued a very sobering report that can be found here for anyone looking some light reading and light holiday conversation, that dispels the myth that there are tons of savings to be found with Electronic Medical Records and promotion of more Preventative care, like colonoscopies. True savings and solutions will come with a major reconstructive surgery that addresses the tougher questions of health care like how we pay for units of service, not outcomes, or how so much money is spent on the last 6 months of life. However, it will take the whole year to demonstrate the need to the entire nation. Change isn't a quick process nor is explaining the health care system, so I don't see it happening in 2009. The Obama administration is positioning it well by showing the economic argument but not even Obama can turn water into wine.

Overall, my predictions are pretty safe, kind of the equivalent of an index fund. I should throw in some predictions like "US Hospitals install tanning salons to combat medical tourism" or "Scotch approved as cheaper option to anesthesia for elective procedures". But health care changes slowly and we are starting to hit the inflection point where the current system is not sustainable.





Monday, December 29, 2008

WHIVP Consulting trip to Capetown, South Africa: Act IVa

Act IVa: What we actually did in Capetown in 2 partsLink
Having to break down my story of Capetown into various acts makes me appreciate story telling even more. Act I set the stage, Act II were some of the better stories that emerged, and Act III was a tribute.

I also saved the what we did for the last Act since it mirrors what happens in development work. Peace Corps had learned that it takes 3 generations of volunteers in a community for effective development work.
  • The 1st volunteer introduces the community to Peace Corps, what Peace Corps can do and starts the personal relationship
  • The 2nd volunteer introduces new work projects and starts the work relationship
  • The 3rd volunteer gets the glory by finishing all the work
We were the 2nd generation of volunteers in Capetown and were starting the work relationship. To further underscore the importance of the relationship, Peace Corp's 3 official goals are 1) teaching the host country about the US, 2) learning about the host country and teaching the US upon return, 3) do work. 66% of Peace Corps is relationship building which is important to emphasize. Those relationships become the bedrock for future work.

Hence, I spent the first 3 Act talking about the relationship. But for those who are wondering what heck the ROI was on trip, here's what our 3 teams did:

Clinic Operations Improvement: My team was involved in Clinic Operations Improvement and we visited 5 clinics in a variety of townships. The photo on the right is of Khayelitsha, one of the larger townships. The township clinics felt understaffed for all the work but needed to demonstrate the need for additional resources and that they were using current resources as efficiently as possible. During our visits, we shadowed staff, patients, and timed various parts of the visit. Most patients came in the morning to ensure they could be seen. As a result, mornings were overwhelming and afternoons were quieter. An appointment schedule wouldn't work since most patients didn't have watches and culturally all were used to scheduling around blocks of the day like dawn, late morning, noon, etc. A solution was to block off these periods into appointment types like well baby visits would be in the morning (when mothers and children typically travel) while TB visits would be in the afternoon (when children would not be there). STD visits could be on one specific day when a specialized staff member could attend.

We also conducted work shops to teach the clinic managers how to do operations improvement in the future. The workshops were around Continuous Quality Improvement (CQI), performance management, using score cards for planning and evaluation, and a summary of findings. The clinic managers had never seen these hands on techniques before that while more standard in US health care, were not widely used in South Africa.

Our findings showed that adding more nurses (nurses were typically the highest clinical level), a frequent request from the clinic managers, wouldn't help see more patients since patients had to complete the registration process and visit with the medical assistants. The best solution was to ensure that everyone worked at the top of their license. The nurses would often do work that lesser trained staff could do such as weighing babies since that was their typical practice. With our observations across clinics as non-politically affiliated observers, we were able to help the clinic managers they saw that adding less expensive staff such as medical assistants or people at the registration desk would improve efficiency more at a lower cost.

A lot of our recommendations had been made by the previous group in the form of a report. They didn't have the time to do a the 4 days of work shops that we did but some of the clinic managers had tried their recommendations such as the block schedule and were successful. As you can imagine that endorsement convinced most of the clinic managers to try these new techniques.

Wednesday, December 24, 2008

WHIVP Consulting trip to Capetown, South Africa: Act III

Act III: Less Sung Heroes: Dr. Ivan Toms
The last Act was singing the praises and showing the human side of a very prominent world figure, Archbishop Desmond Tutu. However, our trip wouldn't be possible without a man who is a hero in South Africa but not as well known outside of his country. I linked to Dr. Toms wikipedia entry but due to his unexpected death from meningitis earlier this year, he needs his own story.

When the alumnus who was a Teaching Assistant for Archbishop Tutu wrote him the letter, Arch immediately thought of Dr. Toms. Dr. Toms ran the public health system and had become legendary for his protests of the brutality of the apartheid government by refusing conscription to the army. Rather than flee the country which was the most common method of protest, he chose prison. Upon hearing the story, I wondered what I would have done if I were in the situation where I felt so strongly against my country. I don't know if I would have had the strength to sacrifice myself in prison and fight directly when leaving the country would have been such an easier option.

Dr. Toms was also visionary enough to recognize the opportunity that our team presented. We wouldn't bring any extra money to his budget and we wouldn't immediately solve any problems. We also would probably take up his and his staff's valuable time. But he did see the potential pay off in the long-term. His team was so dedicated to the daily operations of keeping the clinics open that there wasn't time to work on long-term goals, evaluate improvement opportunities, or understand if funds could be spent more effectively.

Dr. Toms often read non-medical magazines like Business Week. However, he had never heard of Wharton before we contacted him so he had no idea what kind of MBA students and alumni we were. Since he hadn't heard of Wharton, I actually think that he figured that it couldn't be a very good school. A few months after the first team went, Dr. Toms did receive his copy of Business Week with the annual MBA program rankings and saw that Wharton was the top ranked program that year. He excitedly emailed the main alumnus with his discovery that he actually got a consulting team that had been verified by national publications to be pretty good.

We could see the sense of strength and conviction that Dr. Toms had. He made decisions that could go contrary to ruling elites, special interests, or were otherwise unpopular when he knew they were the right decisions. He did not have a fiery personality or exude charisma but a quiet strength and confidence. Our meetings with him were fairly ordinary so I must confess that he was not a dramatically memorable part of her trip. However, he was the reason that the consulting trip happened and continued since he saw the benefits of having a team of outsiders work on questions of the future while his team handled the issues of the present.

Next: Act IV: What we actually did when we got there

Monday, December 22, 2008

A Nearby Town Declared a State of Emergency

It started snowing on Friday and we got 11 inches on our porch over the weekend in Portland, OR as the picture shows. The town east of Portland, Gresham, declared a state of emergency. The major highway, 84, that runs east-west is closed. Completely closed. 84 runs through the Columbia Gorge and the wind whipping through their could lift trucks up in the air. The airport is completely shut down except to serve as a purgatory for disappointed travelers. The Portland, OR bloggers (like myself) are all going nuts blogging about the snow as an Oregon Blog aggregator shows from the latest posts because we're all inside. I've also been going on a blog commenting spree.

Anyone who lives in a non-tropical area is probably wondering, "It snowed for 2 days. It snows for 2 days a lot in the winter. How is this news?" I grew up in Chicago and kept going to school in the northeast so I agree completely. However, it only snows once a winter in Portland and usually for 1 day so we haven't invested in any new snow equipment since Lewis Clark came over in the winter. It's also really hilly which can be really hazardous. All of those things create a mindset of when it snows, we can all declare states of emergencies.

Personally, I really like the idea of shutting down the city as I have posted about before. We all get to sit back, take a deep breath, and have a free day where we are not expected to do anything. We've gone cross county skiing around our neighborhood the last 2 days and I've almost finished a set of baby hand sacks that will actually fit.

Sunday, December 21, 2008

WHIVP Consulting trip to Capetown, South Africa: Act II

Act II The 1st words that I heard Archbishop Tutu say were "I will follow you to make sure that you do not steal anything."

The Wharton Healthcare International Volunteer Trip to Capetown, South Africa had started with an alumnus who was a Teaching Assistant for Arhbishop Tutu at an Ethics class at Emory University. A few years later, after reading about the worsening public health situation in South Africa, she wrote Arch a letter asking "Would it be naive to think that a group of Wharton students and alumni could help at all if we offered our consulting services for a short-term project?" Arch connected her with Dr. Toms in Capetown. Dr. Toms' story is Act III.

As a result of her previous relationship, we had the opportunity to meet Arch during our consulting trip to Capetown. Our first interaction was in his new office where we arrived during the blessing ceremony. Another religious figure was conducting the ceremony while all were quiet. Upon completion, he said that he was going to conduct the blessing in other room and Arch responded with joke about following him to make sure that he didn't take anything.

Afterwards we went out to lunch and took turns sitting next to him to hear his stories of the struggles in South Africa and view of the world. I don't remember what he said but you could see his words almost glowing with energy in the air. He has an aura. After an hour, he got up to leave and reached for his wallet. When we told him that we would pay for his meal, a smile spread across his face and he told the waiter, "I will not have to wash dishes today since they are paying for my meal." He still seemed genuinely happy about getting a free meal even with all that he had seen and done in the world.

Towards the end of our trip, we were invited to a private service that Arch was performing. It was early in the morning so only a few of us attended. Since I was Jewish and had not attended many non-Jewish services, I asked about customs, when I should stand, when I should kneel, or anything else that I might not expect. My trip mates told me that I would be offered communion but since this was an Anglican service, I could take communion without offending the underlying theology. So I took my first communion ever from Archbishop Tutu. Afterwards, I told him that was the first communion that I had ever taken and he gave me a funny look that probably meant either I was a really bad Anglican or a really bad member of another religion. The morning ended with a trip to one of one of those symbolic smoke filled backrooms. Actually it was a non-descript restaurant with heavy wooden furniture. Men introduced other men to Arch, each other, and even me. The way names were pronounced during the introductions, no one needed to ask what business anyone was involved in. It was implied that everyone knew the name or why they were being introduced. In between discussion of philosophy and South Africa's future, it felt like some serious business was being conducted.

The planned trip to South Africa had inspired me to do some research about the country and I was in the middle of Rian Malan's "My Traitor's Heart". Malan was related to a prominent figure in the apartheid regime, fled the country because he couldn't reconcile his feelings about his place, and became a somewhat controversial journalist to chronicle some of the poignant tales, contradictions, and how the political forces caused ordinary men to do what they did. The interactions with Archbishop Tutu made Malan's writing that much more powerful as I started to glimpse the people behind what I read. Even though I was just a brief bystander in Arch's amazing Nobel Prize winning daily life, his personal aura and presence just made South Africa's recent history glow for me. Archbishop Tutu combined with the work that we were did in the township's clinics made me feel a strong and powerful connection with the country in just 2 weeks while it had taken me years as a Peace Corps Volunteer in Paraguay to feel that same connection.
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