Wednesday, October 9, 2024

Is medical debt making patients sicker?

People are often unaware of all the expenses associated with healthcare, until they are racking up their own medical bills.

With a disease diagnosis, for instance, medical expenses can include the doctor’s visits, prescriptions, diagnostic tests, surgery and devices. Health insurance can help, but even people with employer-provided insurance will likely need to pay several direct out-of-pocket costs for copayments, deductibles and coinsurance, in addition to their share of the premium. Then there are the indirect costs for related expenses, such as travel, meals and lodging, as well as lost earnings due to needed time off from work.

It can add up fast and many Americans are not prepared for those costs. In fact, half of U.S. adults report difficulty affording health care. The stress from all those bills can take a toll on a person’s finances, as well as their health. The negative impact from medical care costs, known as “financial toxicity,” has emerged as a key factor in health outcomes.

The harm likely results from a combination of material deprivation (access to resources and care) and psychological distress and can affect health equity and access. Psychological distress alone is associated with significantly higher healthcare expenditures, outpatient expenditures, and outpatient visits. Yet, treatment plans seldom account for the economic distress that can be caused by the cost of care.


Evidence suggests that addressing financial toxicity may improve outcomes.


The real cost of financial toxicity


The emerging evidence shows an association between financial toxicity and worse health outcomes, including the risk of mortality.

In cancer care, for instance, severe financial distress after a cancer diagnosis leads to 80% greater mortality risk in patients with colon and prostate cancer.

“Financial toxicity” has been often associated with oncology, both because of its prevalence – 2 million Americans receive a new cancer diagnosis each year – and for the size of the financial burden treatment can place on families.

Cancer often requires several treatments, including radiation therapy, chemotherapy, surgery, and hospital stays. Extensive treatments make cancer one of the most expensive medical conditions to treat. In fact, a cancer diagnosis increases the odds of a person declaring bankruptcy by 2.65 times.

In today’s healthcare environment, treating cancer is becoming even more expensive as patients are considering newer treatments, including immunotherapy, that carry hefty price tags.

The financial burden of cancer extends into survivorship as well. Even after treatment, cancer survivors report out-of-pocket expenses exceeding 20% of their annual income for ongoing treatment or care for late effects from their treatment.


More than a cancer problem


Financial toxicity is associated with several other disease states as well, including atherosclerotic cardiovascular disease (ASCVD), diabetes and kidney disease.

In fact, financial toxicity is even more prevalent in ASCVD than cancer, impacting 54% of adults with the disease (vs. 41% of adults with cancer). People with ASCVD are 22% more likely to have difficulty paying medical bills, and have 25% higher odds of inability to pay, 28% higher odds of cost-related medication nonadherence, 39% higher odds of food insecurity, and 17% higher odds of foregone/delayed care due to cost. ASCVD impacts about 18.7 million adults in the U.S. Moreover, national expenditures for ASCVD are projected to increase by more than 250% by 2035.

In ASCVD, financial toxicity can lead to cost-related medication non-adherence, delaying needed medical care, food insecurity, depression, and lower quality of life. In diabetes care, financial strain can lead to medication underuse, poor diabetes control, and increased healthcare utilization.

Among social factors, financial hardship has stronger associations with poor glycemic control than other psychosocial and demographic factors. In addition, financial hardship has been associated with a 32% higher likelihood of developing diabetic kidney disease (a debilitating, costly, and preventable complication) compared to individuals without financial hardship.

Financial stress also appears to be a stronger predictor of poor health outcomes in women. In women, financial distress is associated with increased risk of congenital heart disease (CHD), and increased risk for recurrent events, including all-cause mortality, new acute myocardial infarction, and unstable angina pectoris.


The employer’s role in addressing financial toxicity


For many Americans, employment provides a safeguard against the deleterious effects of medical expenses. One of the reasons many employers offer employer-sponsored health insurance is to promote employee health while alleviating worries about finances.

Yet, increasing costs of health insurance and healthcare have led many employers to find savings where they can, sometimes by adopting high deductible health plans (HDHP) and minimum essential coverage (MEC) plans that can lead to higher out-of-pocket costs that leave employees vulnerable to medical debt.

There are tools available to help employees manage their healthcare costs and even erase some of their medical debt, and employers who bundle these tools into their benefits package may benefit from providing these resources to their workforce.

Financial education is one way to help workers prepare themselves in advance for the cost of care and reduce anxiety about costs. Yet, although educational remedies might buffer the psychological distress, they fail to address the root cause of the problem: reducing the burden of out-of-pocket costs.

A healthcare navigator can help with those costs. The navigator swings into action when medical care is imminent (or even after care has been initiated). It can compare prices for medical procedures at different facilities, review bills to guard against errors and negotiate with providers on behalf of the employee.

A navigator can also help identify when an employee is eligible for hospital financial assistance. The Affordable Care Act requires that nonprofit hospitals provide some form of financial assistance. These programs can eliminate out-of-pocket costs for patients who meet certain income requirements and, in some areas, reduce costs for patients from households making up to 600% of the federal poverty line. Yet, more than half of Americans are unaware that these programs exist.

These tools and programs might not eliminate financial toxicity in American healthcare, but they can help reduce it and allow patients to focus more of their energies on their physical health.

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Friday, October 4, 2024

Four strategies to advance value-based care

Amid rapid health care industry consolidation, a challenging cost environment, and increasing patient needs and expectations, only truly nimble health care organizations will survive and thrive.

Medical groups focused on prepaid, value-based care are better positioned to innovate, develop, and invest in technologies to respond to patient needs and market dynamics. For example, value-based organizations that bet big on telehealth and remote patient monitoring technologies prior to 2019 were able to continue seeing patients remotely during the COVID-19 pandemic. In contrast, fee-for-service health care systems — which are paid per office visit, treatment, and test — struggled. As a result, a movement is now underway in health care, from volume of care to value of care.


Shifting to value-based care


Value-based care organizations prioritize prevention through early detection and proactive treatment of health issues. Physicians and care teams work together to manage the overall health of individuals and populations. Financial incentives are tied to keeping the patients and communities they serve healthy. Every interaction, from telehealth, including video visits, to in-person visits, is an opportunity to address patient needs, including access to healthy foods and community-based resources. The guiding principle is evidence-based, quality care that is cost-efficient while maintaining convenience and affordability to patients.

Last year, the U.S. Centers for Medicare & Medicaid Innovation issued an ambitious goal to shift 100% of Medicare beneficiaries into an accountable care insurance plan by 2030. Given that the number of Americans 65 years and older is projected to increase more than 40% to 82 million by 2050, that announcement signals a massive shift in strategy where a huge swath of Americans will receive some form of health care services tied to value arrangements.


Innovating to drive value


  1. Value-based care is the future of medicine, and everyone is trying to get it right. Based on our nearly 80 years of experience, here are four innovative strategies physician leaders can adopt to advance value-based care.Embrace artificial intelligence (AI) to help physicians with administrative tasks and improve quality care. With AI, physicians can get comprehensive insights into patient health, experience, and health care utilization at the individual and population levels. For example, at Kaiser Permanente Northern California, computer vision algorithms were used to identify patients at risk for breast cancer quicker and more efficiently. Also, we are using new ambient AI scribe technology to help physicians write clinical visit notes, enabling more face time with patients and reducing physician time spent after-hours on administrative tasks.
  2. Focus on optimal wellness by delivering the right care in the right venue, including care-at-home for an aging population. Value-based care models allow organizations to invest in people, technology, and services that support team-based care. We currently provide at-home services in six regions across the country, doubling our commitment to this care model from 2022. Patients have told us they love recovering at home. As of April 2024, more than 320 hospitals across 133 health systems in 37 states are authorized by the Centers for Medicare & Medicaid Services to offer acute hospital at home under a waiver expiring at the end of this year. To make these programs scalable, we support a five-year waiver extension. We also want these services to be included in traditional Medicare coverage so health systems can sustainably care for the increased number of older adults.
  3. Solve the shortage of primary care physicians. Primary care physicians are the first line of defense against illness or injury. However, 30% of Americans currently do not have a primary care physician due to a shortage. Policymakers should consider measures that bring a new generation of talented and diverse physicians into medicine. Increasing the number of graduate medical education slots — proposed by the Resident Physician Shortage Reduction Act — would be a good start. Additional solutions include immigration policy reforms that remove obstacles for foreign-born physicians and significant investment in medical education and training. Permanente medical groups participate in community-based programs that spark interest in medicine among diverse students at a young age. They include Kaiser Permanente Southern California’s Hippocrates Circle Program and Kaiser Permanente Northern California’s Prep Medico and Medical Scholar’s Pathway.
  4. Identify and address health disparities and emphasize prevention. Value-based care focuses on quality outcomes. This encourages physicians to provide equitable care by addressing the root causes of health inequities. This is preventive medicine at its best. Through an effort led by our National Equity, Inclusion, and Diversity and Quality departments, our outcomes reporting has brought greater visibility to health disparities and their impact on patients. We use insights from this reporting to create comprehensive plans to address disparities. For example, research published in The New England Journal of Medicine showed that a decade of enhanced screening for colorectal cancer with fecal immunochemical tests (FIT) essentially eliminated disparities between Black and White Kaiser Permanente members in Northern California and that organized screening improves colorectal cancer outcomes for all our members.

Innovation thrives in prepaid, value-based care systems, which have successfully demonstrated their ability to adapt to major market disruptions. During this time of rapid change and increasing uncertainty, health care organizations will need to shift to value-based care to better serve patients and remain competitive.

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Tuesday, October 1, 2024

Intentional onboarding for physicians: A comprehensive approach for medical practices

One of the biggest takeaways from new research is that a formal onboarding process that lasts three months or more has the potential to increase job satisfaction and improve physician retention. The newly released Physician and Clinician Onboarding Research Report from the Association for Advancing Physician and Provider Recruitment (AAPPR), Jackson Physician Search, and LocumTenens.com provides a road map for physician practices that want to ensure that both permanent hires and locum tenens providers integrate seamlessly into your culture as well as your workplace.


It’s useful to distinguish between orientation, which is short-term and paperwork-based, and onboarding, which is a longer-term effort designed to create a relationship between new providers and your organization. When you think about onboarding, consider that it’s a strategic process that can impact a clinician's satisfaction, productivity, and, ultimately, patient care outcomes. From understanding the nuances of facility operations and technology to the seemingly simple task of where to park, clinicians say that onboarding can set the tone for the entire relationship.



Before Day 1: Set the stage for success


The preparation for a new clinician’s first day begins long before they step through the door. A structured process ensures everything is in place, from privileging and payor enrollment to the finer details that make a clinician feel welcome and ready to start. According to the Physician and Clinician Onboarding Research Report, 85% of surveyed clinicians noted that detailed instructions and timely credentialing were pivotal in ensuring a smooth transition. This early groundwork is not just about ticking off a checklist; it’s about setting a positive tone for the clinician’s experience.

Key steps to take before the clinician’s first day include:

1. Communicating with existing staff: Informing your current team about the new clinician’s start date ensures everyone is prepared to welcome and support them.

2. Ordering essentials: Where appropriate, have business cards, white coats, prescription pads, laptops, and other necessary tools ready for the clinician’s arrival. These details convey that the practice is organized and values the clinician’s time.

3. Workspace preparation: A well-prepared workspace makes a positive first impression. Ensure the clinician’s office or workstation is fully equipped and ready for use.

4. Addressing logistics: Clear instructions on parking, dress code, and other logistical details help reduce first-day stress.

5. Travel arrangements for locum tenens providers: For locum tenens providers, arranging travel and accommodations ahead of time demonstrates consideration and professionalism.

6. Community orientation for permanent providers: While it is likely part of your recruitment, permanent hires very much want a strong orientation to the community – they rated this as a “must have” in the recent survey.



On Day 1: Making a strong first impression


The first day is often overwhelming for clinicians as they are introduced to a myriad of new information. Therefore, meeting their high expectations for organization and clarity is essential. Our recent survey with AAPPR indicated that over 75% of clinicians expect a thorough orientation that covers job expectations, facility systems, and protocols. A well-structured first day can set the tone for the clinician’s entire tenure with your practice.

To achieve this, consider including the following in your first-day orientation:

1. Introduction to key personnel: Provide the clinician with the contact information of key staff members who will be their primary points of contact.

2. EHR/IT training: Comprehensive training on the electronic health records system and other technology they will use is crucial – 63% of those surveyed said that technology adoption was the biggest challenge in starting a new position.

3. Review of facility workflows and policies: Ensure the clinician understands the practice’s workflows, policies, and protocols. This will help them integrate quickly into the practice’s operations.

4. Assigning a clinical buddy: Pair the new clinician with a more experienced colleague who can offer ongoing support and answer questions as they arise.

5. Allowing breaks: Orientations can be overwhelming, so schedule regular breaks to help the clinician absorb the information being presented.

6. Hands-on training and retention checks: Incorporate practical, hands-on training sessions, followed by retention checks to ensure the clinician is comfortable with the new systems and processes.



Beyond Day 1: Long-term integration


While the first day is important, ongoing support is crucial for ensuring a clinician’s long-term success and satisfaction within your practice, regardless of whether they are a permanent hire or a locum tenens provider who will only be with you for weeks or months. During the first week, clinicians particularly value introductions to team members and gaining a clear understanding of their roles within the practice. For younger clinicians, ongoing support and social integration are especially important.

Here’s how you can support clinicians beyond their first day:

1. Team introductions: Facilitate introductions to all onsite clinicians and staff. Building these relationships early on can help the new clinician feel more at ease in their new environment.

2. Social events: Organize informal social events to encourage team bonding. These events can help the clinician feel like a valued member of the team.

3. End-of-week check-in: Schedule a check-in at the end of the first week to address any concerns or questions the clinician may have. This shows that the practice is invested in their well-being.

4. Gradual increase in patient volume: Allow the clinician to gradually take on a full patient load, giving them time to adjust to the practice’s operations.

5. Dedicated time for learning: Especially for your permanent team, ensure the clinician has dedicated time to familiarize themselves with the facilities, processes, and any additional training they may need.

6. Discussing future growth opportunities: Engage in conversations about the clinician’s future within the practice, including opportunities for professional growth and involvement in practice development.



Generational and gender differences in preferences:


Adapting to specific protocols and procedures consistently ranks as the most challenging aspect of starting a new position, with older clinicians particularly finding this adjustment difficult. Younger physicians showed a preference for ongoing support, such as social interactions and dedicated time for learning more about the facilities and processes.

While male physicians were generally more satisfied with their onboarding experience, female physicians and younger providers emphasized the importance of having opportunities to ask questions and receive clear pre-start information prior to their first day.


The long-term benefits of a formal onboarding process


Implementing a formal onboarding process is not just about getting a new clinician up to speed; it’s about setting them up for long-term success within your practice. A well-organized onboarding program allows clinicians to focus on what they do best—caring for patients—while reducing the stress and uncertainty often accompanying a new job. By investing in a thorough and intentional onboarding process, you not only improve clinician satisfaction for permanent hires but also enhance the overall efficiency and reputation of your practice and improve the likelihood that a locum tenens provider will be open to returning if and when you need them.

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