Hospitals: Can you afford to ban big drug company payouts?

A hospital's best friend?This week, a very interesting (and important) question courtesy of the indefatigable KevinMD.com:  Can hospitals afford to shut down the lucrative relationships doctors have with pharmas?  To quote his blog:

“A recent case at Boston’s Brigham and Women’s Hospital [has] raised some eyebrows. Apparently, an asthma specialist was so dependent on drug company money, that he chose to quit the hospital [rather than give up extra income]. According to the Boston Globe, “Out of thousands of US doctors hired by drug-maker GlaxoSmithKline to talk about its products, [this physician] was the highest paid during a three-month period last year, the company recently disclosed: He made $99,375 for giving 40 talks to other physicians last April, May, and June, almost one every other day.

When it comes to hosptials like Brigham and Women’s, which have the kind of resources and reputation many others would kill for, it’s not likely there will be any lasting damage to the organization.

But what about community hospitals?  Can they afford the hit?  What if a single invasive cardiologist took their patients with them to a rival hospital next door?

After all, according to a study done earlier this year by Merritt Hawkins, that invasive cardiologist typically generates $2.2 million per year, a sum few hospitals can let go lightly.  And if you really want to cringe, look at the other top specialties and what they bring in each year. For a smallish hospital this is a VERY scary game.

Looking a chess move ahead, does this mean that pharmas can play hospitals against one another, or even hospital systems, if they  play the right incentive games?  Not sure where it all ends, but it’s not pretty.

NYC’s shame: Psychiatric nightmare continues

 

Alan Aviles: Don’t stay in his psych ward

 Since psychiatric patient Esmin Green died, ignored, on the floor of King’s County Hospital in 2008, I’ve repeatedly argued that far too few heads have rolled.  If it were in my power, I’d particularly like to show the door to Alan Aviles, head of the city’s Health & Hospitals Corp.  But some may have thought I was too quick to condemn Mr. Aviles, who, admittedly, has one hell of a job on his hands.  

Now, tell me again that the psychiatric mismanagement and patient violence at King’s County are nobody’s fault.  

It’s 2010, and the leadership at King’s County has allegedly been shaken, stirred and rocked. But once again, staff have again been found to have hidden very seveve deficiencies in their behavioral health unit. Need an example? Here’s an ugly one. One particularly unlucky patient was left alone long enough, often enough, to attempt suicide, get sexually assualted and attempt suicide again.  

In theory, these things shouldn’t be able to happen any more. When HHC settled a suit brought the the U.S. Department of Justice, it agreed to be supervised by a judge for five years. Perhaps the judge and Aviles are old golfing buddies?  Seriously, folks, this just isn’t funny.  

Anyway, don’t take my word for it:  read this well-researched piece  from the New York Daily News and tell me why there’s a single senior manager still in place at HHC, much less King’s County.  While it was published in April,  somehow I doubt things have changed much. I’d be embarassed to work there.

Data from the Kaiser rollout – better than expected?

As promised…

OK, before I get rolling, let’s back up a bit. To those that didn’t see my earlier feature, I’ve been dredging up the days when Kaiser caught a lot of heat for what was reputed to be a $3 billion EMR installation. Today, after four more years,  Kaiser’s EMR rollout is old news. But even though it hit full stride in 2006 or so,  it was such big news that the echoes still remain. So here you have what may be some data from those tumultuous times.

Below, consider the first set of data from (what appears to be) a Kaiser report on its Epic EMR performance. This coincides with the period during the period when whistleblower Justen Deal took his complaints about its performance. Of course, a little bird gave it to me, and as noted previously, I’m fairly sure it wasn’t Justen.

This report, which spans August through November of 2006, looks at a bunch of measurements of network and application performance.  I’m not a technical expert, so I can only guess, but truthfully, it looks like the organization did pretty well, especially since nobody, more or less, knew how to scale an EMR for such as large installation.

Not only that, it seems to me that if only 580,000 user hours were blacked out during those four months, vs. almost 63 million potential hours, it’s pretty good performance.

My main question here, having seen this doc, is whether these are cherry-picked network stats. Personally, I’d like to know more about how the application performed on the ground, what latency/response times were, whether the interface took eleventy-odd months of training to use, whether Kaiser did a good job of integrating other data silos, and perhaps most critically, whether clinical care took a disproportionate hit.

What data would you have wanted to see if you were running the show?  Check below and tell me what you think.

P.S.  By the way, if you want to lighten things up, feel free to check out this video of George Halvorson looking august and scholarly. But I digress…back to the data.
_________________________________________________________________________

Topline Data from August through early November 2006 for KP HealthConnect

Usage Based User Availability: 99.09%
This represents (Potential User Hours- User Impact Hours)/Potential User

Unique Incident reports: 429
These are incidents which affected the deployment, regional or national totals.

Average Concurrent Users: 8,481
Average number of users on the system during a given month

Potential User Hours:  62,895, 096
Average concurrent users * the total hours in the month

User Impact Hours:
572,241
Calculated for every incident by multiplying the actual number of users affected by the duration of the incident.  

 
 

 

Possible Kaiser data, tomorrow, straight from the whistleblower’s mouth

OK, guys, if you know anything I don’t about the machinations around the $3 billion (or $5 billion, name your number) installation of Kaiser’s Epic EMR, now’s the time to share. 

I say that because tomorrow, I’m going to pull together what an anonymous source sent me from the early days of the Epic installation.  We’ll go over it, reader and editor, and see if there’s any news left.  Hope you’ll join me.

If you have anything to add, please do feel free to toss another log onto the fire.

Admittedly, even if genuine — and I have no way of proving that it is – it’s at least four years old. Still, I’m pretty intrigued by it and I hope you will be too.  (By the way, the e-mailer says he’s not the (in)famous Justen Deal, the young man who e-mailed 180,000 Kaiser employees with his EMR concerns. I’d tend to believe Mr. X, since I’ve met the actual Justen and he’s not the anonymous type.)

I’ll catch up with y’all tomorrow.

Tweet roundup: Data loss at Thomas Jefferson, med records found in dump

Happy weekend!  Here’s a group of tweets from the past few days that might be worth a second look.  If you have tweets you’d like to see in our roundup please feel free to share them.

Cheers,

Anne Z.

____________________________________________________________
Tweets for the week of 8/8/10

> @idtexpert #Medical #IdentityTheft Alert: Huge loss of patient data at Thomas Jefferson #University #Hospital in #Philadelphia ; http://bit.ly/dsTWhd

> @drchrono patient med records found in a Boston dump! sounds like yet another good reason to get an EMR: http://bit.ly/bOEPCP #emr

> @hcapr Regional Med Ctr of San Jose Uses Pocket-Sized Handout to Improve Quality Scores: http://tinyurl.com/2cp7ph2 #HCA #hospital #cms #healthcare (Hey, I’m intrigued; how about  you?)

> @ShigeoKinoshita RT @ingagenetworks: 3 ways to increase engagement and revitalize your healthcare system http://bit.ly/98Fe7s #hcsm #health20

> @AndrewPWilson: CDC Gateway to Health Communication & Social Marketing Practice http://bit.ly/b4udxS #gov20 #health20

> @HealthYRc Lone bedbug sends Kings County Hospital ER into fumigation lockdown – #New #York #Daily #News#Hospitals#Health > http://bit.ly/bSFMlS

> @HealthYRc It’s easy to buy babies at govt hospitals – #Times #of #India#Hospitals#Health > http://bit.ly/ddRmdH (ED: Sounds outrageous but check out the story)

Oops, he did it again; Rick Scott’s history repeats itself

For those who have followed the rise and fall of Rick Scott, former CEO of hospital chain Columbia/HCA, you may find the following to be  amusing.

If you’re  a Scott fan, you may see the allegations below as a setup. But if you thought the Columbia/HCA scandal was his misdoing, however, you may wonder how the man keeps this stuff up.

Not long ago, Scott bought a lot of media attention by running an anti-health reform organization, “Conservatives for Patients Rights,”  spending $5 million of his personal fortune to promote his message.  Now, it seems, he’s hoping to parley his renewed high profile into a role as governor of Florida.

The problem is, there’s the teeny little  issue of what’s going on at the company he runs today.  Just two weeks before the Florida primary,  his urgent care company Solantic has been accused a string of improper practices, including Medicare fraud and misuse of physician licenses.

None of the Medicare fraud allegations have been proven, and a series of physician suits against the company have been quietly settled, but these problems have cast a cloud over Scott’s gubernatorial bid nonetheless. And in reality, they should probably raise deeper questions as to Scott’s personal culpability — though to date the state hasn’t gotten involved.

The rise and fall of the Columbia empire

As many readers will know, Scott was kicked out of office CEO of Columbia/HCA hospital chain, an organization he’d helped to build with the backing of Texas billionaire and GW Bush financier Richard Rainwater. (Rainwater’s wife Darla was the one who fired him.)

Looked at one way, Scott and lieutenant David Vandewater (now CEO of Ardent Health) did a spectacular job. With  hustle, muscle and an eye for undervalued properties, they built Columbia up from two dinky hospitals in El Paso to the world’s largest health care organization. At its peak, Columbia/HCA had $20 billion in annual revenues, and more than 340 hospitals, 130 surgery centers and 550 home health locations in 38 states and two foreign countries.

The  problem is that the whole sprawling empire seems to have been rife with billing fraud.

It’s important to note that throughout the Columbia/HCA mess, Scott was never charged with a crime or deposed. Still, the meltdown happened on his watch, and after his departure the company paid out a stunning $1.7 billion fine to the feds.

By the way, Solantic CEO Karen Bowling headed up advertising at Columbia Healthcare Corporation, the company Scott built and merged with HCA. By no means do I want to suggest that she did anything wrong, either, but it is a bit curious that someone goes from marketing to a complex healthcare administration role.  (Not sure what that means — just putting it out there.)

The Solantic chapter

Anyway, regardless of who actually pulled the trigger on the Medicare and Medicaid shenanigans at Columbia/HCA, what’s up this time around? If nothing else, I don’t buy Scott’s “bad things just happen around me” line, do you?

As with Columbia/HCA, Solantic been accused of systematic, deliberate Medicare  billing fraud, a charge which was also leveled at him as leaders  of the Columbia/HCA empire.  For example, Solantic has purportedly  been in the habit of billing Medicare 100 percent of scheduled fees for unsupervised nurse practitioner visits, when rules require that it bill 85 percent.

Solantic is also accused of adding its doctors’ names to state filings and billing forms, seemingly in an effort to falsify how much physician coverage if had in place.

For example, former Solantic physician Dr. Randy Prokes, who worked there from 2004 to  2009, says he found his name on billing forms and medical records at company clinics he’d never visited and for patients he’d never treated, according to The Florida Independent.

Another plaintiff, Dr. P. Mark Glencross, filed a lawsuit in 2008 asserting that Solantic used his name to license six clinics without his knowledge.  Glencross began work  at Solantic in 2003 as chief medical officer, but left in 2004 after he allegedly discovered the misuse of his name and medical license, the Independent reports.  Solantic settled with Glencross this year, under a confidentiality agreement which keeps Glencross from chatting up the press any further.

No “Governor Scott”?

What makes all of this explosive, of course, isn’t the allegations themselves. As readers know, many healthcare organizations make it through accusations  that forms weren’t filled out properly or that Medicare was billed incorrectly.

But given Scott’s fight for the Republican gubernatorial nomination — he’s (yuck) the Tea Party’s candidate — the Solantic accusations are nasty, corrosive and who knows, might even derail his bid.  His primary opponent, State Attorney General Bill McCollum, has pulled ahead  in the polls since the allegations went public.

McCollum has been pounding on Scott to voluntarily disclose the video of the deposition he gave in the case filed against him by Dr. Glencross (one of the two MDs claiming Solantic misused their licenses and names).  Scott, to date, has refused to do so.

At this point, with so much questionable behavior at issue, one has to ask:  Would you want Rick Scott to run your healthcare organization, much less your state?    Seriously folks, would you?

P.S.  I can’t vouch for the accuracy of the content, but you might want a look at this post, which purports to offer a detailed map of Scott’s relationships over the last decade or so.  Intense stuff.

Kaiser, the whistleblower and the $3 billion EMR

Back in 2003, Kaiser Permanente CEO George Halvorson made a decision which would change the direction of the company.  Though few of his peers had taken the plunge, Halvorson bought an electronic medical records system from EMR vendor Epic and set plans to bring all of his clinicians online.

While there’s nothing so surprising about that — other than the fact that Kaiser was well ahead of the curve, time-wise  – the project’s trajectory was a bit unusual. The EMR installation, which stumbled at more than one point, sprawled over several years and cost a reported $3 billion dollars. Yes, I meant “billion,” in case you fear your eyes are failing you.

Of course, Kaiser is a $30-odd billion company, so if anyone can afford a billion-dollar EMR, it can, but that’s still a whopping health IT investment by any standard.

Not long after the deal got done, Kaiser and its leadership began taking a tremendous amount of flack over the system, which apparently ran into every obstacle an IT project can face. Apparently, doctors were complaining that the EMR was slow and buggy, and worse, that the system was down more than up. But Lord knows, Kaiser had no intention of breaking its 10-year contract with Epic, a vendor whose lock on big deals continues to amaze me.

Then, in 2006, all hell broke loose when a 25-year-old Kaiser employee named Justen Deal managed to get an e-mail message out to all of Kaiser’s 180,000 employees.  Deal argued that the new system, dubbed HealthConnect, was rife with technical problems and couldn’t scale to meet the demands of the organization. The trade press went nuts. Halvorson was forced to defend the installation to the press and even write a letter to the extremely junior employee who’d blown his cover. Hard to tell whether anyone bought Halvorson’s defense, but the bad press died down within six months or so.

OK, fast forward to today.  HealthConnect is fully deployed, and if Kaiser’s Internet folks aren’t shining me on, the system is working pretty well.  Not only is HealthConnect servicing 431 clinics and 35 medical centers, it’s also supporting a personal health record which serves 3 million of Kaiser’s members.

That, at least, was the news from Jan Oldenburg, senior practice leader with the Kaiser Permanente Internet Services Group, whom I spoke with a few months ago.  Patients use the PHR to fill half a million prescriptions, check out 1.2 million test results and make more than 100,000 clinic appointments each month, Oldenburg says.  (Note that she didn’t address how effective the EMR system has been for clinicians — that may mean nothing, but I was a bit curious about the omission.)

Now, my friends, here’s the pop quiz. If you had to guess, do you think that the $3 billion spend was ultimately a good investment?  Do you believe that the Kaiser HealthConnect system will be a greater success with patients than clinicians?  And if clinicians are still using it at gunpoint, should Kaiser shift gears entirely and focus on patient access?

Looking forward to your ideas…this is a tricky one.