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Dr. Thomas Malone on Thursday announced his resignation as president and CEO of Summa Health, 21 days after more than 240 physicians signed a no-confidence letter calling for his departure.
Malone, 60, a Northeast Ohio native who began leading the health system two years ago, will continue to serve as CEO for up to 60 days while Summa’s board of directors conducts a search for his successor, the board said.
In a statement released Thursday, Malone said he had detracted from the health system’s mission.
“I care deeply about the future of Summa Health and am incredibly proud of all that we have accomplished together over the past two years,” Malone wrote. “However, as I thought about what would be best for our organization moving forward, it became clear to me that my presence may be a distraction from our goals. And that is unacceptable to me.”

http://www.commonwealthfund.org/publications/blog/2016/sep/bundled-payments

he Obama administration recently announced that it plans to expand bundled payment models in the Medicare program. Bundled payments are one of several new payment alternatives in Medicare and Medicaid designed to hold health providers accountable for the cost and quality of care, and thereby encourage and reward better health care value.
All these so-called value-based payment initiatives, which include accountable care organizations (ACOs) and enhancements to older managed care programs under Medicare and Medicaid, are to some degree experimental and their full effects are still uncertain. However, the spread of bundled payments deserves particular scrutiny because of potential unintended consequences.
Why Bundled Payments?
Under bundled payments, a single payment is made for all of the services associated with an episode of care, such as a hip or knee replacement or cardiac surgery. Services might include all inpatient, outpatient, and rehabilitation care associated with the procedure.
“Knee and hip replacements are well-suited to bundles because they often involve comparatively young patients who are physically active (often the source of their joint damage) and want to remain so. But when patients have multiple chronic conditions that interact with each other, it becomes less clear whether the bundle should include the costs of caring for all those problems.”
There are a number of potential advantages to this payment approach. Bundled payments give providers strong incentives to keep their costs down, including by preventing avoidable complications. Bundled payments also can encourage collaboration across diverse providers and institutions, as well as the development and implementation of care pathways that follow evidence-based guidelines. In addition, bundles target the work of specialists, who have been less likely up to now than primary care physicians to participate in value-based payment arrangements.
More conceptually, health care economists are drawn to bundled payments because a bundle of care constitutes a clinically and intuitively meaningful “product” — in this case, the clinical episode. Defining clear products in health care helps create markets in which providers directly compete on quality and price. One barrier to effective health care markets has been that prices, when available, tend to relate to inputs into clinical care — such as pills, bandages, bed days, or X-rays — that are not meaningful to consumers of care and that don’t necessarily predict the total costs of care. For example, a health system that charges a lot for X-rays may still be more efficient because it uses fewer of them or saves money on other inputs. Bundles bring all these inputs together into a single price for a single basket of services.


Geisinger Health System CEO launches population health initiative

Geisinger Health System CEO Dr. David Feinberg used the StartUp Health Festival to launch its population health initiative, Springboard Health during the J.P. Morgan Healthcare Conference in San Francisco this week.
Starting with Springboard Healthy Scranton, the program will work with Scranton, Pennsylvania residents on helping them to manage diabetes, obesity and behavioral health needs. It will also help individuals gain access to healthy food by leveraging food banks.
The program launch was part of a wider panel discussion on building innovation hubs with the panelists reaching a similar conclusion — that hospitals and health systems need to work with their communities to transform themselves or risk being disrupted in ways they can’t control.
In an interview with MedCity News, when asked what Feinberg has learned from hospital public health initiatives, for better or worse, Feinberg said he wanted to avoid the kind of piecemeal initiatives that Geisinger, admittedly, has done as well.
“A lot of times health systems do a community needs assessment because it’s a requirement and when it comes back, obesity is an issue, transportation is an issue, access to care is an issue, mental health is an issue. But then, no one does anything with that data but put it on the shelf until you do the report the next year. Then they’ll have a health fair, do some health screenings and we are guilty of all that too. So it is sort of piecemeal, not consistent and never really brings everybody into the community together and says, ‘We will do this together’.”
Feinberg noted that Springboard Healthy Scranton would include elements such as a fresh food pharmacy — an initiative that “prescribes” a food program for diabetic, food-insecure patients. The initiative will also pull together data, genomics, and double down on community involvement in an interesting combination of population health and personalized medicine.
Geisinger will do DNA sequencing for Scranton area program participants so they can receive information about serious genetic conditions they may be at risk for yet unaware of. The idea is to do early testing and get a diagnosis earlier to improve the long-term outlook for those individuals.
“It is about how we can engage with our community and benefit from our community,” Feinberg said.