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“Change is the only constant in life.” – Heraclitus, Greek philosopher

While the universal flux theory is 2,700 years old, in oncology, it is as applicable today as it was when the “weeping philosopher” first uttered his paradoxical doctrine.

Oncology has experienced more constant change in the last 30 years than from the late 20th century to the time cancer was first identified in 440 B.C. 

Case Study

Across-the-Board Impact of an OB-GYN Hospitalist Program

A Denver facility saw across-the-board improvements in patient satisfaction, maternal quality metrics, decreased subsidy and increased service volume, thanks to the rollout of the first OB-GYN hospitalist program in the state.

See how

The rapid pace of innovation in oncology has been fueled by an immense knowledge explosion about cancers, how they grow and how to treat them in different subpopulations. In fact, from May 2018 to May 2019, the U.S. Food and Drug Administration (FDA) approved almost 60 new oncology drugs.

And while the advances we see in oncology today—targeted therapies, precise diagnostics and a better patient experience—are powering a consistent drop in cancer death rates, they also require oncologists to know more than any one person possibly can.

How, then, should medical oncologists and their practices stay up to speed on advancements to ensure patient receives the right treatment at the right time?

  • Harness technology: Oncologists and their practices cannot get overwhelmed by the promise of artificial intelligence or any other aspect of technology and instead should focus on two vital deliverables: 1) an agile platform that turns data clinical, operational and financial data inputs into actionable insights; and 2) a platform for real-time peer-to-peer communication offering a virtual second opinion. Technology must work to improve physician workflow and efficiency. By engaging physicians and focusing on meeting their needs, technology and the analytical insights it reveals should help oncologists, not exacerbate physician burnout.
     
  • Stay flexible locally: Former House Speaker Tip O’Neill’s adage about all politics being local applies to healthcare, too. Every market in the U.S. is different, and it requires practices looking to thrive to have the flexibility to form partnerships that make sense locally. One-size-fits-all does not work for oncology practices or their patients today. Rather, practices need flexibility to form relationship with hospitals or other provider networks that make sense for their patient populations.
     
  • Having scale to negotiate: While flexibility is important locally, practices cannot survive without the scale to negotiate on drug purchasing, payer contracts or employer relationships. Practices don’t have to sacrifice independence for scale, but they cannot go it alone and expect to be able to offer their patients services along the continuum of care from clinical trials to palliative treatments. Practices must figure out partnerships that work so care options, most notably access to clinical trials, are expanded for patients. 
     
  • Embrace value: Fee-for-service care will soon be akin to skiing in jeans—a relic of the 20th century. Medicare’s voluntary—and risk free—value-based payment model in oncology will soon give way to a two-sided risk model. And while entering into two-sided risk now might not be right for every practice immediately, ignoring the tectonic shift in payment comes with peril. Practices need to understand value-based models through implementing them so their patients can benefit from better care coordination, drug utilization and communication between the care team and their patients outside the clinic. 

The practice of oncology has changed immensely since I’ve been treating patients.

My overarching advice to practices trying to negotiate the constant change that oncology offers is to not be complacent, because your patients are receiving the best care possible today. Understand where oncology is headed and how today’s trends will impact your ability to deliver care tomorrow. Do what makes the most sense for your patients and colleagues by always anticipating change rather than reacting to it.   

Jeff Patton is acting CEO and president of physician services at OneOncology. He is also a member of FierceHealthcare’s Editorial Advisory Council.

As we wait for final rules that will enable consumers to freely access their health data, electronic health record (EHR) giant Epic is saying breaking down the silos where this information lives will create a privacy hazard for patients.

While privacy concerns over health data sharing are always legitimate, they can’t stem the tide of the inevitable: Patients and consumers are demanding access to their data, and new proposed government rules supporting a consumer-directed, seamless flow of medical information will likely go into effect as soon as this month.

When they do, it will accelerate the race among technology companies to offer consumers the end-to-end healthcare experience and outcomes we’ve all been missing. At the same time, they will force the government to move quickly to establish a new privacy framework that will replace HIPAA’s limited reach and work to benefit all stakeholders.

Case Study

Across-the-Board Impact of an OB-GYN Hospitalist Program

A Denver facility saw across-the-board improvements in patient satisfaction, maternal quality metrics, decreased subsidy and increased service volume, thanks to the rollout of the first OB-GYN hospitalist program in the state.

See how

We could be in for a wild ride. But when the dust settles, we will have what we should have had all along: a healthcare system where consumers sit at the center and are empowered by ownership of their own health data.

A snapshot of health IT’s bumpy history

In 2004, the Office of the National Coordinator for Health IT released a framework for strategic action, the decade of health information technology: delivering consumer-centric and information-rich care (PDF).

I worked for David Brailer at the time, who was appointed by President George W. Bush to be the country’s first information “czar” for healthcare. Dr. Brailer is still an advocate for information-sharing, recently calling on healthcare CEOs to lean into, not away from, the opportunity to engage the patient in a more meaningful way. If healthcare CEOs fall short, tech companies will fill the void (more on that later). 

We envisioned a system where important health data would follow the individual by building interoperability into EHRs from the start—a vision that tragically has yet to be realized. 

ELATED: Epic’s Judy Faulkner: ONC data blocking rule undermines privacy, intellectual property protections

We imagined health data would function as a powerful currency for consumers, but to date, this valuable asset has stayed in the hands of EHR companies who keep it under lock and key. 

Consumers will soon hold this currency in their hands for the first time. If they seek to understand and apply their health data like they have with their genetic information—consider the explosion of tech companies like 23andMe and others—we’ll see dramatic shifts in the health tech landscape.

Consumers are most likely to share their health information with companies that have proven they can offer a powerful, secure and user-friendly experience: companies like Amazon, Apple, Google and a host of established and emerging technology players.

We must now endeavor to build the necessary security and privacy frameworks that ensure the consumer will always be protected and in control of their personal health information.

Where to go from here

We’re entering a new era, one where healthcare providers, payers, solutions providers and technology companies will create a superior healthcare experience and deliver improved patient outcomes.

The days of medical information being walled off and guarded by EHR vendors are coming to an end.

We can expect three things to occur once the rules are finalized:

  •  EHR companies will see their business models disrupted: As consumers control their health data, the silos created by EHR companies will gradually erode. This will change these companies’ business models permanently. No longer the central gatekeepers of the country’s medical information, EHR companies will scramble to build new capabilities and services in a bid to remain important players in healthcare.
  • Technology companies that build trust will earn their moment in the sun: Consumers have shown a willingness to share sensitive information with technology companies in exchange for insights about their health. With new rules in place that turn loose volumes of health data, incumbent tech giants and newcomers will compete to create compelling new healthcare experiences and superior outcomes. Consumers will decide the winners by preferentially sharing their data with companies whose products and services are both transparent and secure.
  • New privacy laws must take shape: As tech companies compete to win the trust of consumers, the government will develop updated rules of the road for our new, consumer-centric health system. This effort is already underway thanks to multi-stakeholder groups like the CARIN Alliance and the work that the Robert Wood Johnson Foundation is doing with Manatt. We can expect these efforts to ramp up quickly.

HIPAA doesn’t cover many of the new digital products and services that can benefit consumers, but that doesn’t mean consumers and technology companies cannot hold this data. It means we need to modernize HIPAA.

When these trends come to pass, it will be the consumer—newly empowered with their health data—who will drive our country toward value-based care. Top-down decisions by healthcare providers, insurers and government agencies haven’t accomplished this vision—consumers can and will.

As a consumer, a health tech entrepreneur, a mother and a former federal and state official, I am eager to bear witness as consumers take the driver’s seat, which was the intention all along.

Lori Evans Bernstein is a co-founder and the president and chief operating officer of HealthReveal. She was a senior advisor to the first National Coordinator for Health IT in the U.S. Department of Health and Human Services and served as deputy commissioner of the New York State Department of Health’s Office of Health IT Transformation. 

Burnout among physicians and advanced practice providers (APPs) is one of the most critical issues in healthcare.

Roughly half of these professionals reported at least one burnout symptom, such as emotional exhaustion and detachment from patients, in a Mayo Clinic survey. 

When burnout strikes, a health professional’s ability to provide quality care is diminished, and the likelihood of a safety mishap or medical error rises. Physician burnout costs the U.S. health system approximately $4.6 billion annually in turnover, reduced productivity and other costs.

Case Study

Across-the-Board Impact of an OB-GYN Hospitalist Program

A Denver facility saw across-the-board improvements in patient satisfaction, maternal quality metrics, decreased subsidy and increased service volume, thanks to the rollout of the first OB-GYN hospitalist program in the state.

See how

In extreme cases, burnout leads to suicide. A physician commits suicide every day in this country—twice the national average. The trauma of a colleague’s suicide has touched the lives of most U.S. physicians and APPs.

Years ago, a colleague of mine committed suicide—and I still wonder if that could have ended differently, if attention were focused on this problem like it is now, if a support network was in place and if we had understood more about stressors and how organizations can help reduce them.  

We ask physicians and APPs to be productive and efficient, to prevent safety mishaps and medical mistakes, to provide incredible care despite grueling schedules and to do all this at an affordable price. Documentation and complex new technologies add to this already significant burden. 

We did not get here through a single cause, and no single solution will fix it. Burnout is a constellation of symptoms, requiring a multipronged strategy. A leading voice in this effort, Stephen Swensen, M.D., professor emeritus, Mayo Clinic College of Medicine and Science, created a holistic model to combat burnout. 

At Banner Health, our burnout strategy—Cultivating Happiness in Medicine (CHIM)—is based on that model, tailored for a large, multistate health system. It includes incorporating burnout into our enterprisewide operating plan and strategic initiatives, annual measurement and designating a team to oversee these efforts.

As part of CHIM, for example, we have a support program for “second victims,” providers involved in an adverse patient event or injury. Recognizing second victims in no way lessens the focus on the patient, but it is essential to help professionals recover and to learn and acknowledge what was their fault and what was not, to help them be ready for other patients who need their help.

Measurement is also essential. We previously used surrogate measures of physician/employee engagement: is this a great place to work, a great place to receive care, etc. In 2018, we began more specific measurement using the Maslach Burnout Survey. From 2017 to 2018, we saw 60% improvement in physician engagement, 36% less physician turnover and 46% improvement in electronic health record speed.

Our experience, over the last 18 months, gives me great optimism.

But the call to action applies to all of us: A decade from now, physician burnout should be rare. We owe it to clinicians to build workplaces where they can thrive and focus on the mission of healing that brought them here. 

Marjorie Bessel, M.D., chief clinical officer for Phoenix-based Banner Health, has made ending physician burnout her top priority.

U.S. emergency departments (EDs) nationwide are often overburdened by a high volume of patient visits, resulting in lengthy wait times.

This can be especially harmful for those most urgently in need of care. It’s clear that when lifesaving care is delayed, a patient’s medical condition can worsen, leading to poorer clinical outcomes and excess spending on services that could have been prevented.

Harvard Business Review estimates that the number of patients who leave without being seen has almost doubled in recent years, and further research indicates that 24% of those patients return to the ED within seven days. 

Case Study

Across-the-Board Impact of an OB-GYN Hospitalist Program

A Denver facility saw across-the-board improvements in patient satisfaction, maternal quality metrics, decreased subsidy and increased service volume, thanks to the rollout of the first OB-GYN hospitalist program in the state.

See how

What’s more, a study published in Clinical and Experimental Emergency Medicine directly ties ED crowding to increases in patient morbidity and mortality, and the study also notes adverse impacts on patient satisfaction. Overworked staff may also experience burnout and discontentment, leading to high ED turnover rates, which further compounds the problem.  

So, what can be done to reduce ED crowding?

Skills shortages and financial constraints mean that increased ED staffing levels are rarely a suitable solution. Instead, organizations seeking to smooth the flow of patients through the ED can focus on the effective utilization of technology and human resources, enhancing care delivery models, and ensuring a successful continuum of care upon patient discharge from the ED.

Here are several strategies organizations can apply to manage ED demand through local interventions at the department and organization level, and through improved engagement with partners across the wider healthcare ecosystem.

Understand and act on data-driven insights 

At the core of ED crowding is a hospital’s ability to deliver strategies for ED optimization by applying healthcare technologies and business intelligence and analytics to streamline performance improvement initiatives. Health systems can match ED resources to patient demand by modeling various skill mix and rostering approaches and by proactively forecasting patient traffic and capability requirements. Advanced analytics can also enable for rapid deployment of clinical or administrative resources from other areas of the healthcare system into the ED to respond to an unexpected surge in patient volume.

Analytical insights can also serve as a foundation for quantitative targets and metrics that help to measure and improve upon ED performance over time. The Journal of Hospital Medicine recommends incorporating Key Performance Indicators (KPIs) to improve quality and workforce capabilities, such as reducing discharge wait times to under 20 minutes and increasing the number of discharges from inpatient to 30% or greater by midday.

This second KPI, otherwise known as the “discharge by noon” concept, can improve the capacity of ED staff to address afternoon visits in a timely fashion by efficiently closing out patient encounters from earlier in the day. As EDs tend to be busiest from 11 a.m. to 5:00 p.m., the greatest bottleneck of admissions occurs in the late afternoon between 2 p.m. and 4 p.m.

Staff occupied with the major influx of admissions are not able to attend to awaiting inpatient discharges, which has an impact on both ED crowding and long wait times.

Within clinical settings outside of the ED, health systems can incorporate business intelligence and analytics tools to help promote long-term patient health and lower overall ED utilization. Cutting-edge analytical capabilities can support early detection of diseases by recognizing patterns in health data that can be used to predict the onset of disease, alerting providers to act early, and lowering the risk of a future ED visit.

Enhance clinical processes and workflows 

Technology also offers solutions for ED process redesign and optimization. For example, the use of electronic checklists with built-in clinical decision support capabilities can help to reduce the uncertainty of diagnosis and treatment alternatives.

Point-of-care testing in the ED for nonacute conditions can deliver real-time diagnostic results to enable for swift clinical decision-making, treatment, and discharge. Operational processes can also be streamlined with technology to reduce administrative overhead. These are only a few of the many possible applications of technology that can help to enhance clinical and administrative outcomes. Health systems can begin by documenting the existing processes to identify potential pain points and areas of inefficacy.

This information can then be applied to develop targeted improvements through the application of innovative technology solutions.

Health systems can also implement rapid assessment and triage models, stationing experienced providers within the ED waiting room to quickly identify and deliver care to the most acute patients. This approach eliminates the need for an initial severity assessment by a more junior-level clinician. Mount Sinai Medical Center in New York City is blazing the path for emergency geriatric medicine by redesigning their ED to simultaneously accommodate low- to medium-acuity patients so doctors can attend to the high-acuity patients.

Effective internal escalation, review, and referral processes can also help to shorten consult lengths and time to diagnosis, by removing non-value adding time, such as gaps between request and delivery. Additionally, EDs can offer patients the opportunity to preregister online en route to the hospital so that low- or medium-acuity patients are redirected to visit with an independently licensed provider such as a nurse practitioner or physician assistant upon arrival. 

Collaborate with the wider health ecosystem to preserve ED resources for acutely ill patients 

Within many health systems, ED wait times are inflated by a high volume of patients who present to the ED unnecessarily. Treating low- to medium-acuity patients in an ED setting diverts critical resources away from the treatment of high-acuity patients in greatest need of lifesaving care.

According to the International Journal for Quality in Health Care, the three primary causes of preventable ED visits in the United States are alcohol abuse, mood disorders, and dental complications. The researchers point out, “Our most striking finding is that a significant number of avoidable visits are for conditions the ED is not equipped to treat. Emergency physicians are trained to treat life- and limb-threatening emergencies, making it inefficient for patients with mental health, substance abuse, or dental disorders to be treated in this setting.” Similarly, patients with chronic conditions are likely to present to the ED for visits that could have been avoided through improved care management in non-ED settings.

To better manage ED resourcing and adapt ED pathway delivery to enable assessment, diversion, and triage, hospitals can incorporate frameworks that facilitate a mutually beneficial partnership with emergency services providers and payers. An exemplar program is Medicare’s five-year Emergency Triage, Treat, and Transport (ET3) pilot program, which addresses the problem of too many low- to medium-acuity patients in the ED by changing the reimbursement model for emergency transport for participating provider systems.

The ET3 program offers emergency services providers equivalent reimbursement to that which they would earn for transporting patients to the ED when they instead transport low- to medium-acuity patients to an appropriate alternative destination for the level of care they require or connect patients to a telehealth visit onsite. Medicare predicts that ET3 participating healthcare systems could lower ED utilization among Medicare patients by 16%.

To prevent patients from returning to the ED unnecessarily, healthcare systems can connect patients to ongoing care, resources, and/or observation programs upon discharge from the ED. For example, community paramedics programs can send a clinician to conduct regular check-up visits at a patient’s home, where the clinician records the patient’s vital signs, collects routine laboratory samples, provides ongoing medication support, helps a patient to understand potential “red flags” in his or her condition, and monitors the progress of the condition over time.

If a patient’s medical condition worsens, the clinician can deliver medication to the patient’s home or direct the patient to an outpatient care setting, helping to prevent a medical emergency and a possible trip to the ED. Evidence shows that this framework can be especially effective for patients who have behavioral or mental health conditions, including chemical dependency, and are at a statistically higher risk of presenting to the ED.

Realize the benefits of lowered ED utilization

Long ED wait times reduce the quality of patient care, increase healthcare costs, and lower patient and staff satisfaction—and are often entirely preventable. Healthcare systems can act to combat these issues through an emphasis on preventative care, technology-informed decision-making, interstakeholder collaboration, and a willingness to introduce innovative care delivery models to ensure that patients receive the appropriate level of care based on the acuity of their condition. Moreover, hospitals can drive financial performance to streamline ED optimization initiatives, allowing an increase in revenue per visit by removing low-acuity patients, and in turn improving health system performance.

A holistic approach that simultaneously optimizes the way EDs operate and when patients should be treated within this setting will ensure an improved patient experience for those most in need of emergency services.

Charlie Paterson, Meghan Marx, and Nadeem Fazal are healthcare experts at PA Consulting.

Within the past year, millions of families and businesses from coast-to-coast have been left in the dark during California’s multiple planned power outage events and the Northeast’s record-breaking bomb cyclone and recent winter storms.

As we increasingly experience extreme storms and frequent power outages, our health care system, specifically hospitals, act as our front lines for saving lives and treating those in need.

Trusted to treat and protect, hospitals play an important 24/7 role in our communities. With year-round business structures, high foot traffic, and complex operations, electricity is the lifeblood for hospitals. From electronic health records to electrocardiography and automated pill dispenser machines, these digital tools are relied upon to maintain secure environments and provide consistent care for patients.

Case Study

Across-the-Board Impact of an OB-GYN Hospitalist Program

A Denver facility saw across-the-board improvements in patient satisfaction, maternal quality metrics, decreased subsidy and increased service volume, thanks to the rollout of the first OB-GYN hospitalist program in the state.

See how

At the same time, the electric grid becomes increasingly vulnerable to failures and hospitals, who simply can’t afford to lose power, remain responsible by local, state, and federal law to produce reliable power during extended outages.

I know what you must be thinking – I have back up for that.

As the grid ages and emergency power requirements remain critical to operations, hospitals must innovate and adopt reliable and resilient power systems – not depend on diesel generator backups, which lack brawn when it comes to human error in maintenance.

With high stake essential electrical system (EES) loads that hospitals carry every day, including the NFPA 99 code risk ‘Category 1’, meaning failure of equipment would cause major injury or death, grid power and industry-standard diesel backup systems are no longer sufficient.

This is especially true in the wake of natural disaster-induced power outages, when communities rely on hospitals as safe havens and backup energy production relies on ill-maintained diesel generators.

What our health care system needs is a Microgrid solution. This requires a change in behavior; a switch from complete reliance on the grid to an ecosystem of grid power, on-site microgrids, and backup generators.

Microgrids act as local, miniature version of the electric grid. They can dispatch, distribute, and regulate the flow of electricity at healthcare facilities in normal source capacity. Since they can work while connected to the electric grid, or in parallel to it, microgrids can carry commercial-sized EES loads seamlessly through grid failure or blackouts.

Instead of worrying solely on whether unreliable diesel backup generators will catch critical EES loads during such events, a microgrid remains primary power as usual. This way, diesel generators can remain in standby and be the ‘last line of defense’ for EES loads.

Microgrids also have the upper hand when it comes to sustainability and efficiency. Since they can be an energy mix of fuel cells, solar and storage, and small wind turbines, microgrids are cleaner and provide more stable energy.

As hospitals require round the clock power, microgrids can continuously cover the entire baseload required with high capacity factor energy sources like fuel cells, diesel generators, or CHP.

Now is the time for health care systems to think differently about the resilience and reliability of its current power systems.

By pairing the main electric grid with on-site microgrids, hospitals can keep primary power on during blackouts – first and foremost, saving lives, but also continuing all needed services and operations to ensure that patients receive a high standard of care no matter the situation.

Niru Kumar is the product leader of healthcare microgrids at Bloom Energy.