Subject: [SHC] Dr. Gene Lindsey's Healthcare Musings Newsletter 2 Feb 2018

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2 February 2018

Dear Interested Readers,


What’s Inside and a Few Comments About The Real State of Our Union

I serve on a few healthcare boards and advisory councils. For a long time I have had the sense that although my participation is appreciated, and the opinions that I offer are politely heard, not much changes between meetings. It is hard to get busy people to listen to bad news, and preemptively make a change from what has been working for decades even as revenues flatten or begin to fall, and many indicators of internal performance seem to have plateaued.

The great business guru, Peter Drucker, noted that businesses will spend great amounts of capital to try to revive and prop up a once successful product that is failing rather than make a change to a new product, or adopt a new approach to their business. Clay Christensen was pointing our attention to yet another aspect of the same phenomena when he described how markets are disrupted by innovators. We can all now make long lists of companies and industries that declined and ceased to exist after failing to notice or respond to how the world or their industry/market was changing. Failure is likely when we delay in our response to what is coming, and fail to appropriately modify our work and our products.

As a metaphor, we know from physics that it takes a lot of energy, 540 Kcal/ mole, to make a phase change with water going from liquid to steam. Likewise it takes a lot of energy to move from what has been working, but soon won’t, to something new that has potential, even when that change offers an opportunity to avoid something extremely unpleasant. [I did not want to be an alarmist, so I chose the phrase “something extremely unpleasant” over “disaster.”] The centerpiece of this week’s letter is about the distractions, pitfalls, and potential for a permanent state of unpleasantness, or failure, that faces us if we fail to look ahead in the work of improving health as we try to “cross the quality chasm” on the way to the Triple Aim.

Just as we have potential unintended and unpleasant consequences ahead of us in healthcare that can be avoided by effective strategies, we also have concerns at the higher level of our democracy that were underlined for me this week as I listened to our president deliver the State of the Union address. I mentioned last week that I was reading How Democracies Die which has been recently published by two Harvard political scientists, Steven Levitsky and Daniel Ziblatt. Last week I offered a link to a “Fresh Air” interview with the authors. I have finished the book now. It is a chilling analysis of how our democracy has come to the brink of a descent into authoritarianism. It has taken us a while to get here.

The authors contend that Trump did not cause the problem. His election was a manifestation of a larger, multifaceted problem, or set of defects that we have tolerated for a long time, but like the erosion of health with a chronic disease, is gaining momentum toward an unpleasant clinical presentation. In other words, Trumpism may be viewed as the acute manifestation of some issues and defects with which we have coped with diminishing success for a long time. Impeaching the president, or even voting him out of office, will not solve our problems.

We are in a very interesting place. Said one way, we are on a road that is headed somewhere we may not want to arrive. Said in a more positive way, there are a few exit ramps ahead that offer us the chance, if we so chose, to alter our path and head toward a restoration of the democratic norms of mutual respect and forbearance that allow democracy to work. Such an alternative road would would allow us to continue to strive to establish a more perfect union in an age of racial equality and unprecedented ethnic diversity. If we do not recognize and take advantage of the choices we still have to pursue that vision, we are likely to continue the current battle as increasingly divided partisans that will ultimately abolish many of our democratic traditions. We will arrive at a place where we will discover that we have replaced a vision of an ever greater America with some yet to be imagined dystopian authoritarian state. Many people love to read novels about dystopian futures and the heroes and heroines who are trying to regain freedoms that have been lost. Those cautionary tales seem to me to be horror stories that wise people would work to avoid. I hope that many of you might read the book. On my Kindle App it is only about 230 pages, although there are an additional 70 pages of endnotes! What do you expect? The book was written by two professors. If you do not have the time to read the book, let me suggest as an alternative that you listen to a podcast that is an interactive interview between Ezra Klein of Vox and the authors.

In case you don’t have time to either read the book or listen to the podcast, let me remind you that In last week’s letter I commented on what is perhaps the major point of the book which is that up to now America has avoided authoritarian rule by voluntary adherence by both parties to some norms of behavior that are not written into the Constitution. Perhaps the most striking two norms that seem counterintuitive on first pass are “mutual toleration,” or a willingness to accept the patriotism and legitimacy of the other party, and what the authors call “forbearance.” Forbearance is the self restraint of the legal exercise of power. It is the wisdom of politicians not to exercise the option of doing everything that is within their legal or Constitutional rights.

There are many examples that might come to your mind of violations of the acceptance of the legitimacy of the other party to govern that are easy to recognize in the rhetoric of both parties over the last twenty five years. Democrats speak to the character flaws of many Republican leaders, and at times question their ability to govern because of self interest and veiled racism. Republicans have also exercised disrespect, and have suggested in their own way that Democrats are not trustworthy stewards of the government. During the last presidential campaign they loved to chant “lock her up” in reference to Hillary Clinton. Many Republicans before and during the presidency of Barack Obama were convinced, or tried to convince others, that he was either a Muslim, or was not born in America, and therefore not a legitimate president.

President Obama violated forbearance when he relied on executive orders to go around Congress to establish policy by executive order. Mitch McConnell failed to exercise forbearance when he broke with the established norm and refused to give President Obama’s nominee for the Supreme Court, Merrick Garland, even a hearing before the Senate Judiciary Committee. The lists of violations of mutual legitimacy and forbearance by both parties fill many pages of the book.

The authors trace the recent divide in the road back to the reaction to the passage of the Civil Rights Act of 1964 and the Voters Rights Act of 1965. Obviously, we could go back much further because of the lack of freedom and franchise of black Americans at the birth of the nation that is a dysfunctional shared legacy that even a Civil War could not resolve. Risking a gross oversimplification, since the mid sixties the Republican Party has statistically become demographically a party of white religious Americans while the Democratic Party has become a party of minorities and liberal intellectuals. Adding to the tension is the fact that caucasians of any religious orientation or economic status will be a minority in America by 2040-2045, as projected by many sources, including the U. S. Census Bureau. If the latest process of the deterioration of norms began in the mid sixties, it was enhanced by the controversies over Vietnam, and it was supercharged by militant rhetoric introduced by Newt Gingrich, and then fostered by the Tea Party movement. Levitsky and Ziblatt try to lay the blame for the deterioration of norms at the feet of the leadership of both parties. They present data from our country’s history, and other countries, that the greatest defense against the emergence of an authoritarian government, is the willingness of parties to reject potential authoritarians even when there is a current advantage for alliance. To reject candidates with authoritarian tendencies we must know how to recognize them. They offer a four part recognition test:


1. Rejection of (or weak commitment to) democratic rules of the game:

Do they reject the Constitution or express a willingness to violate it? Do they suggest a need for antidemocratic measures, such as canceling elections, violating or suspending the Constitution, banning certain organizations, or restricting basic civil or political rights? Do they seek to use (or endorse the use of) extraconstitutional means to change the government, such as military coups, violent insurrections, or mass protests aimed at forcing a change in the government? Do they attempt to undermine the legitimacy of elections, for example, by refusing to accept credible electoral results?


2. Denial of the legitimacy of political opponents:

Do they describe their rivals as subversive, or opposed to the existing constitutional order? Do they claim that their rivals constitute an existential threat, either to national security or to the prevailing way of life? Do they baselessly describe their partisan rivals as criminals, whose supposed violation of the law (or potential to do so) disqualifies them from full participation in the political arena? Do they baselessly suggest that their rivals are foreign agents, in that they are secretly working in alliance with (or the employ of) a foreign government—usually an enemy one?


3. Toleration or encouragement of violence:

Do they have any ties to armed gangs, paramilitary forces, militias, guerrillas, or other organizations that engage in illicit violence? Have they or their partisan allies sponsored or encouraged mob attacks on opponents? Have they tacitly endorsed violence by their supporters by refusing to unambiguously condemn it and punish it? Have they praised (or refused to condemn) other significant acts of political violence, either in the past or elsewhere in the world?


4. Readiness to curtail civil liberties of opponents, including media:

Have they supported laws or policies that restrict civil liberties, such as expanded libel or defamation laws or laws restricting protest, criticism of the government, or certain civic or political organizations? Have they threatened to take legal or other punitive action against critics in rival parties, civil society, or the media? Have they praised repressive measures taken by other governments, either in the past or elsewhere in the world?

Against that background, I applaud the attempt at a new direction that the president took in his State of The Union Address. I had to continuously fight my inherent distrust as he attempted to swear allegiance to a new American unity. Just as I do not think that he is the historical cause, but rather a beneficiary from, and contributor to the concerns of the moment, I also think that just announcing that he wants unity will not create it. If he is genuine in his desire, there is much repair to be done. There needs to be a demonstration that he is truthful. You can easily find documentation on the Internet by The New York Times, The Washington Post, and NPR of his continuing use of exaggerations, misrepresentations, and outright lack of truthfulness in many of his statements in the speech. He needs to consider the impact of his continuing references to danger from immigrants. He needs to better and more believably articulate a willingness to engage productively in the resolution of the difficult problems of illegal immigration, global warming, international trade, and foreign policy development and execution through mechanisms other than a zero sum negotiations, or threatening the use of force while taunting the other side.

The most frightening moment in the speech for me after reading How Democracies Die was his reference to the fact that change is hard to effect without an emergency. Ziblatt and Levitsky point out that many authoritarian regimes have begun when civil liberties, a free press, and the checks and balances between the executive, judiciary and legislative functions of the government were abolished in response to some “threat” or national emergency that was often manufactured, and not real. Our president has already referred on several occasions to the fact that he is frustrated by the efforts of Democrats in Congress to resist his policies. He has left no doubt that he would like to curtail the press, limit the powers of the judiciary, and interfere with the work of the Department of Justice and the Intelligence Agencies when he perceives their efforts to be attempts to limit his will. Will some future threat emerge that will enable a sudden shift and elimination of current restraints?

Since healthcare is my major area of interest, I was disappointed with the way the entire subject, as well as discussions of how to improve the social determinants of health, were short changed or treated with the same lack of believability that he treated the very important subject of investing in the nation’s infrastructure. We do know that he is aware of the opioid crisis. We do not have any substantive idea of how his administration will address it. We know that he thinks that drug prices are a problem. He is asking Alex Azar, his new Secretary of Health and Human Services, the recent CEO of a large pharmaceutical company, to fix it. Perhaps Secretary Azar has an insider’s insight that will prove useful. The other healthcare mentions that left things hanging were the troubles he has fixed at the VA, and how he killed Obamacare with immediate abolition of the mandate. The mandate is still in effect until 2019. I am ready to try to begin to build trust. I just need some evidence of trustworthiness, truthfulness, and mutual respect. He could exercise forbearance by not releasing the memo that the new FBI head and Senator Thune have advised should remain confidential.

I keep having this image of Lucy trying to convince Charlie Brown that he can trust her to hold the football while he kicks it. He takes the bait, and ends up on his back.
It’s Getting Harder Faster Than You May Want To Admit

In last week’s letter, I went back in time ten years and tried to reconstruct the thinking that the Atrius Health management team did in early 2008. It occurs to me now that there is some benefit in reviewing the “backstory” upon which that thinking evolved. I have told this story before, but not recently. Consider it a “cautionary tale” not a horror story.

In 2008 we used the list of ideas and concerns below to help form a strategic plan for improving our performance on the six domains of quality in pursuit of Triple Aim.
  • Universal coverage will someday be a reality in America, and we are not prepared for it. We do not have a sustainable system of finance, or a care model that addresses downward pressure on performance from the combination of the financial realities of relatively lower rates of reimbursements and the pressure on care delivery from increasing workforce shortages.
  • The only solution that seemed plausible to was a redesign of the care model toward methods of better leveraging the professional skills that were available.
  • Fee for service payment was an impediment to progress. 
  • Eliminating waste and promoting operational efficiency, and working with like minded business partners in our “supply chain” would yield more resources for innovation. 
  • Workforce shortages, difficulties with developing workflows, and incorporating computers into the care model, as well as a dependence on fee for service revenue constituted a perfect storm for professional burnout.
  • We are failing in our responsibility to make our efforts patient centric. 
All six “domains of quality” that are essential to the Triple Aim were at risk. We would be a failure if we forgot that healthcare should be:
  • Patient centered
  • Safe
  • Efficient
  • Effective
  • Timely 
  • Equitable
As we collected our thoughts and began to write our plan, we were heavily influenced by the painful memory of the collateral damage sustained by our practice when our major source of patients, Harvard Pilgrim Health Care, went into receivership. To refresh your memory the short explanation for that disturbing circumstance was that an aggressive management forgot about prudent actuarial practices and attempted to buy business to increase market share for less than it costs to deliver the care. I felt particularly bad because I had been on the board of Harvard Pilgrim and its finance committee as the ship began to sink.

It had taken me several years to convince the board chair that a physician should be on the finance committee. My motivation was that I was concerned that you could not consistently sell a dollar’s worth of healthcare for 90 cents and succeed. Once on the committee I must have been pretty obnoxious because it did not take long for me to be asked off the committee as I continued to express my concern to the “business types” on the committee that the insurance company was headed somewhere it did not want to go. Other physicians and managers in the practice shared my apprehension, and fortunately our practice succeed in “separating” in early 1998 as a new 501c3 physician led practice, Harvard Vanguard Medical Associates, where I was the Chair of the Board of Trustees. At the time I had the mental image of our practice being like survivors in a small lifeboat desperately rowing as hard as they could to escape the vortex of the sinking ship from which they had just departed.

We hadn’t been sunk because the ship stayed barely afloat until we got away, hired a good CEO, Charlie Baker, now the governor of Massachusetts, and then passed him on to Harvard Pilgrim to be their CEO as a last ditch effort to avoid receivership. Baker did not have enough time to avoid the receivership, but through a remarkable exercise of managerial skill and political savvy he did enable Harvard Pilgrim to survive receivership and regain a new, and successful life that endures. In the end, both organizations survived and learned lessons that have enabled them to remain as assets to the community.

We were very vulnerable after the separation, since over 95% of our patients came from Harvard Pilgrim. When employers and patients left Harvard Pilgrim for other insurers, they left us also because even though we were technically different organizations we were essentially exclusive to Harvard Pilgrim patients, since we had not yet established contracts with other insurers.

Recovering from losing many more than 100,000 patients takes a while, and excellent management. We were fortunate to hire a new CEO, Ken Paulus, who was able to articulate our value to hospitals and insurers who helped us with grants, loans, and favorable contracts. Even with help it was a challenge. I remember the years between 2000-2004 like a long, cold winter during which we “burned our furniture” for survival. Such an experience is a great motivator for the resolve necessary to say, “Never again.” Spring did come. Contracts began to yield year over year increases in revenue of 8-10%. We asked other groups that had also been offered exclusively, or semi-exclusively, by Harvard Pilgrim to share the expense of IT and other business functions, including contracting, and the result was Atrius Health.

“Once burned twice wary” probably best explained my mindset between 2004 through 2007 as I was continuing as the Chair of Harvard Vanguard, and starting in 2006, was also the Chair of Atrius Health. I hate to admit that I spent more time with the Finance Committee than with the Quality Committee, but I knew from painful experience that quality and all aspects of operations were most vulnerable to failing finance. The “nice thing” about feeling as if you are about to fail is that it sharpens your senses, and it is easier to define you options. Perhaps it is a dramatic stretch, but thinking got clearer and the job before us easier to define when our auditors announced to us in early 2000 that we were “not a going concern.” We were down to our last few days of cash, and making payroll in the near future was not guaranteed. The downside of such a near death experience is that it makes you hypervigilant in future situations that equally seem uncertain, and that was where we were once again between 2006 and 2008.

I look back on the passage of Chapter 58 in 2006, the act of the Massachusetts legislature that created virtual universal coverage, with mixed feelings. It did made coverage possible for everyone through a complicated set of relationships that included a mandate, but it did not make healthcare an entitlement. I was also concerned that the finance was not sustainable without a more focused effort to control the year over year increases in healthcare spending that we were experiencing in Massachusetts. That problem has never been solved. Medicaid spending in Massachusetts is now 40% of every tax dollar. Thinking prospectively about the impact of sudden universal coverage in 2006 revealed the likelihood of future uncertainty.

Perhaps that is enough stage setting to bring us to this moment. I do not know if a dramatic challenge is in the cards for your organization, but I can’t escape the feeling that trying times lie before most healthcare organizations. I do not know if, or how, the announcement made this week by Amazon, Berkshire Hathaway, and Morgan Stanley will impact healthcare, but the uncertainty certainly rocked several publically traded healthcare stocks on the day it was announced. What is more certain is that the fact that Amazon, Berkshire Hathaway, and Morgan Stanley feel the need to do something is an indicator that some kind of change may be imminent.

I still watch what happens on healthcare boards, and I am filled with apprehension when I see balance sheets that look a little better, not because of improvements in operations, but because of the impact of investments and philanthropy. I remember what happened to our cushion when the market fell in 2008-9. When will this market go through a “correction?” Most people don’t really understand what Sister Irene Kraus was implying when she famously said “no margin, no mission.” Her point was about improving operations and not asking for more money. As I look at healthcare now, I still see silos. I see many physicians who imagine personal success doing procedures in systems that are hostage to their ability to generate revenue. I see other physicians who scramble all day long to provide care for underserved populations with suboptimal resources in difficult environments.

As a Johnny come lately to concerns about the ability of inequity and inequality to generate problems for the whole population, the affluent as well as the disadvantaged, I begin to get some of those itchy concerns I had back in the late nineties. The good news is that we know a lot more about the opportunities we have to make a difference. We still have waste to mine for “new resources.” We have examples of health systems that have proven the benefits of Lean and the discipline of continuous improvement science in the pursuit of quality, safety, and equity in the context of the Triple Aim. What I do not know for sure is the percentage of systems of care that have recognized the need for transformation. I am apprehensive that the numerator of that fraction is much smaller than the denominator. I fear that the most common attitude in boardrooms and management meetings is “let’s wait and see what happens” rather than, “its time to get busy, things are going to change fast!”


It’s That Time Of Year: Ice Fishing and the Super Bowl

Today’s header pictures one of my favorite recurrent scenes on the lake this time of year, the community of ice fishermen on a sunny Saturday. I took the picture from the public boat ramp where their pickup trucks are parked in a neat line. Ice fishing, like all fishing, is as much about gear as fish, but that’s true for many sports. In years past most of the ice houses were sturdy little buildings that looked like small cabins or “out houses” that were towed out onto the ice and left standing from January into late March or early April. As you can see, brightly colored “popups” that can be quickly assembled are now the rage. There are three that can be seen in this shot. The other piece of essential gear is the auger. The ice this time of year is about two feet thick. An old hand turned auger that looks like a giant corkscrew works fine, but it is a lot of work, so now the most popular ice fishing tool is a power auger. A power auger is lying on its side in the middle of the picture.

As the picture demonstrates, ice fishing is also about community. During warmer weather when you are out fishing in a boat or scrambling over rocks to get to a desired spot in a rapidly flowing stream, the fisherman is alone or involved in parallel play with at most two or three others. Not so with ice fishing. Once the holes are drilled, the hooks baited, and the gismo that holds the line and has a pop up indicator to reveal a catch is set, there isn’t much to do but socialize. It’s as if the tavern has moved out into the wild. That’s really the “action” that this picture captures.

One of the most unrealistic, but for me funniest, tales from the recently defrocked humorist, Garrison Keillor, was about ice fishing. Keillor describes a little house out on the frozen lake that has been equipped with a telephone, back in the days when a phone required a landline. Preferring the comradery of the the Side Track Tap Tavern to the loneliness of his icehouse, Ollie would tie his fishing line to the receiver on the telephone, and then retire to the warmth and good fellowship of the Side Track. Every hour or so Ollie would call his icehouse phone from the payphone in the Side Track. If he got a “busy signal” he would rush down to the lake to retrieve his fish.

I am looking forward to this Monday, which I hope will be the day after the Patriots mercifully end this strange politically charged football season by winning their sixth Super Bowl. On Monday afternoon the adults in the afterschool program where I volunteer are introducing the kids to ice fishing. I think that while we wait for the pop ups to indicate success, we will be drinking hot chocolate. I can hardly wait!

The Super Bowl has become a unifying family event. I watch the game. My wife watches the creative advertisements. I hope to get in a preemptive walk before the game. I advise the same for you.

Be well, take good care of yourself, let me hear from you often, and don’t let anything keep you from doing the good that you can do every day,

Gene
Dr. Gene Lindsey
The Healthcare Musings Archive

Previous editions of the "Healthcare Musings" newsletter, by Dr. Gene Lindsey are now archived and available to you at:

www.getresponse.com/archive/strategy_healthcare

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