Here come the Millennials!

We spend an awful lot of time in healthcare talking about the Baby Boomers. No surprise, America has spent decades—six-and-a-half of them, to be exact—contending with the impact of this historically large generation on nearly every aspect of our national life. From politics to economics to culture, the Baby Boom reshaped almost every facet of our society, and healthcare has been no exception. The fact that over 10,000 Boomers join the Medicare ranks every day means they’ll have a transformative effect on how healthcare is delivered and paid for—up to and including the sustainability of the Medicare program itself. So it may come as a shock to Boomers to learn that, starting in 2019, it’s no longer All About Them. This year America passes a new milestone: Baby Boomers are now outnumbered by Millennials. As the chart below shows, Boomers (whose average age is now 63), will be surpassed this year by America’s new Largest Generation. Born between 1981 and 1996, the Millennials are now 30 years old on average, and there are 72.5M of them, compared to 72.0M Boomers—a gap that will continue to widen. (Thanks to immigration, we have another 14 years until we hit “peak” Millennial, according to Census Bureau projections.)

This demographic achievement alone ought to earn Millennials a participation trophy—obviously, not their first. (Forgive the sarcasm…we’re Gen X-ers, it’s what we do.) But this changing demographic landscape brings big implications for healthcare. Boomers are just entering their peak “senior care” consumption years now, and we’ll have a quarter-century or more of very expensive care to fund for a generation that is by all indications more riven with chronic disease but more likely to live into very old age than previous cohorts. That creates the imperative for population health approaches that allow care for seniors to be delivered in lower-acuity settings. At the same time, however, Millennials are really just entering the healthcare system. For the next several years, most of their care needs will be driven by having babies and caring for growing families. But just as the last of the Boomers get their Medicare cards in 2029, the Millennials will begin to enter their “upkeep” years—demanding a variety of diagnostics, surgeries, and procedures to keep them thriving. Who will pay for all of that specialty care, and where will it be delivered? Today’s health system planners would do well to begin to look ahead to future capacity needs, and economic models.

The Millennials bring dramatically different service expectations as well. This is a generation raised in the era of Amazon. One-click purchases, same-day delivery, frictionless transactions, personalized offerings, low institutional loyalty—all of that will shape the way this generation thinks about consuming healthcare, with huge implications for providers. This is a high-information generation, whose adult years have seen a pervasive shift from physical to digital commerce, and they’ll expect healthcare to follow that trend. Ask today’s pediatric providers how different the Millennials are as parent-consumers—you’ll quickly get the picture. Even as physicians, hospitals and others scramble to retool care delivery to more efficiently manage the swelling ranks of seniors, they’ll need to keep a close eye on the preferences of Millennials, upon whom their future fortunes will rely, and who won’t tolerate the hurry-up-and-wait ethos that still pervades American medicine.

(Spoiler alert: waiting in the wings is Gen Z, digital natives born in 1997 and after. Guess what? There’s even more of them!)

 

Scaling the “specialty care business” across the health system

https://gisthealthcare.com/wp-content/uploads/2018/11/Health-system-map.png?utm_source=The+Weekly+Gist&utm_campaign=8df1d116c3-EMAIL_CAMPAIGN_2019_01_11_12_03&utm_medium=email&utm_term=0_edba0bcee7-8df1d116c3-41271793

Over the past month we’ve been sharing our framework for helping health systems rethink their approach to investment in delivery assets, built around a functional view of the enterprise. We’ve encouraged providers to take a consumer-oriented approach to planning, starting by asking what consumers need and working backward to what services, programs and facilities are required to meet those needs. That led us to break the enterprise into component parts that perform different “jobs” for the people they serve. We think of each of those parts as a “business”, located at either the market, regional or national level depending on where the best returns to scale are found (and on the geographic scale of any particular system). So far we have described how a consumer-oriented health system should be organized at the market level, with expanded access and senior-care businesses providing lower-cost care in an outpatient setting for many services that were previously delivered in an acute-care hospital, and how the profile of the local hospital needs to change in response.

This week we shift our attention to health system services that can be scaled at the regional level, starting with specialty care, the medical and surgical specialty services that comprise many hospital service lines. Today nearly every community hospital is a “jack of all trades” with the same portfolio of services: obstetrics, cardiac care, orthopedics, and cancer care are the marquee service lines. Incentives, both market-based and internal to the health system, have encouraged this. Hospitals build services aimed at capturing the same handful of profitable (and usually procedurally-focused) DRGs. And many health systems reward local hospital leaders on the profitability of the hospitals they run, creating no incentive for those leaders to shift profitable volume to other hospitals in the system, and often resulting in redundant, inefficient, and sub-scale specialty care services.
 
We believe many specialty care services could be improved by moving care “up and out” of the community hospital. As we described before, a large portion of routine surgical care could be moved “out” of the hospital to lower-cost outpatient centers, supported by short-stay capabilities and expanded home health. At the same time, more complex specialty care should move “up” in the health system and be concentrated in regional “centers of excellence”, where expensive talent and expertise can be scaled, and systems can aggregate the volume needed for highly-efficient operations that lower the cost of delivering complex specialty care.

While the center of excellence model is not new, it’s often little more than a marketing slogan. Few systems have deployed it for operational efficiency, redirecting specialty care patients to high-volume-centers—and shuttering their low-volume or sub-standard local programs. Even fewer have invested in the infrastructure needed to effectively coordinate care between a regional center and local providers: telemedicine for effective provider collaboration and consultation, effective information sharing, and strong local care management support. One question inevitably arises: will patients travel for care? As individuals bear a larger portion of the cost of care, they do seem to be willing to travel longer distances in pursuit of better value. Understanding how the consumer “travel radius” changes with higher levels of financial accountability, and how that radius differs among services, ought to rank high on the priority list of systems looking to determine what business to consolidate at regional centers.

 

 

Ascension’s latest ad campaign touts online scheduling

https://www.beckershospitalreview.com/healthcare-information-technology/ascension-s-latest-ad-campaign-touts-online-scheduling.html

Image result for ascension health online scheduling

St. Louis-based Ascension rolled out a national ad campaign June 4 across television, radio, billboards and direct mail to promote its online scheduling capabilities, which are available in all 22 Ascension markets.

The campaign is aimed at raising brand awareness and communicating patient scheduling options, even for last-minute or same-day appointments.

“Most of us use technology daily to simplify our lives, and the process of getting the care we need, when and where we need it, should be no different. Online scheduling allows consumers to view available appointments at their preferred location and select a time that fits their busy schedules,” Joseph Cacchione, MD, president of Ascension Medical Group, said in a press release. “As we work to improve access to compassionate, personalized care, we must also ensure we are letting consumers know about the new and innovative ways in which we are making the healthcare delivery process easier for them.”

Ascension currently offers online scheduling across 1,200 providers in primary care, urgent care and emergency department care. It has plans to add online scheduling capabilities for specialists and diagnostic and imaging services in the future.

 

 

Network adequacy standards

Network adequacy standards

Image result for Network adequacy standards

Like everything in health care, network adequacy is complicated, with numerous measures and differing regulations by program. This post offers a flavor and a bit of organization of that complexity, based on some of our recent reading.

Medicare Advantage

When is network adequacy assessed? CMS is only certain to assess a plan’s network upon application for a new contract or expansion of a contract’s service area. At its discretion, CMS may review networks at other times, for instance when a plan terminates a contract with a provider, when it changes ownership, or when there are network access complaints or plan-identified network deficiencies.

What types of entities are assessed for adequacy? There are different network adequacy standards for each of 27 practitioner specialty types (e.g., primary care, cardiology, urology) and 23 facility types (e.g., acute inpatient hospitals, outpatient dialysis, mammography).

Are all markets treated equivalently? No. CMS places each county into one of five categories: Large Metro, Metro, Micro, Rural, or CEAC (Counties with Extreme Access Considerations). Within each practitioner and facility type, there are different network adequacy standards by county type. These can change from year-to-year as well.

How is network adequacy measured? The gist is that each plan must contract with a specified number of providers of each type. Moreover, 90% of beneficiaries in the county must live within specified travel distance and travel time from at least one provider of each type. To calculate the minimum number of providers, each county receives a population of beneficiaries (termed “beneficiaries required to cover” in the table below) that is equal to the 95th percentile of penetration in all plans in its county type, multiplied by the total number of beneficiaries in the county. That’s a mouthful, but roughly speaking it means that CMS makes sure that each plan can serve a number of beneficiaries larger than it is ever likely to enroll.

This is rather abstract. How about a concrete example? Sure! The following tables should help. The first illustrates the calculation of the number of primary care providers a plan in Baldwin, AL must contract with (10) for 5,857 beneficiaries.

The next table shows that in Baldwin, AL, at least one primary care provider must be within 10 miles and 15 minutes of travel time for 90% of beneficiaries in the county. Additionally, a PCP who is not within the time and distance requirements of at least one beneficiary, will not count towards the minimum number of providers required. Moreover, because at least 90% of beneficiaries must be within the time and distance requirements, a plan may have to contract with more than the minimum number of providers required to meet these requirements.

Where can I learn more? Here are some potentially helpful links:

  • Most of the foregoing can be found in this CMS guidance document.
  • Additional details on how time and distance to providers are calculated can be found in this memo.
  • Here is the most recent file that specifies year-specialty-county type network adequacy regulations.

Marketplaces

The following is for federally facilitated marketplaces, but concludes with a comment about state facilitated ones.

When is network adequacy assessed? As best we can tell, network adequacy is assessed for each plan every year.

What types of entities are assessed for adequacy? CMS focuses on a subset of specialist areas and facility types that have been associated with network adequacy problems in the past: hospital systems, dental providers (if applicable), endocrinology, infectious disease, mental health, oncology, outpatient dialysis, primary care, and rheumatology. That other specialists and facility types are not necessarily scrutinized is one limitation of the approach.

Are all markets treated equivalently? No. CMS places each county into the same categories used for MA plans’ network adequacy: Large Metro, Metro, Micro, Rural, or CEAC (Counties with Extreme Access Considerations). Within each practitioner and facility type, there are different network adequacy standards by county type. Presumably, these can change from year-to-year as well.

How is network adequacy measured? The approach is similar to that for MA plans: 90% of enrollees must have access to at least one provider/facility type within specified travel distances and travel times. A key difference is that there does not appear to be a minimum number of each provider type every plan must contract with. It’s reasonable to hypothesize, therefore, that marketplace plans would have much more narrow networks than MA plans, but no direct comparison exists, to our knowledge.

Specialists drought has Los Angeles turning to e-consulting

http://www.healthcarefinancenews.com/news/specialists-drought-has-los-angeles-turning-e-consulting?mkt_tok=3RkMMJWWfF9wsRogu6vJZKXonjHpfsX57u4rUa6zlMI%2F0ER3fOvrPUfGjI4HScJkI%2BSLDwEYGJlv6SgFQ7LHMbpszbgPUhM%3D

The L.A. County program allows for a Web-based conversation between primary care doctors and specialists that can include the exchange of medical records and photographs.

The L.A. County program allows for a Web-based conversation between primary care doctors and specialists that can include the exchange of medical records and photographs.