As the daughter of an infertility specialist, Emily Maxson grew up with a strong understanding of medicine and an appreciation for the role of specialists. But she also learned about the challenge of access and the importance of primary care. As a primary care physician and Chief Medical Officer of Aledade, Emily helps independent primary care physicians participate in accountable care organizations, preserve their independence and financial viability, and boost quality and access for patients.
In this episode of the HealthBiz podcast, Emily and I discuss the role of primary care, how physicians have fared during the pandemic, the interaction of technology adoption and reimbursement, and Emily’s predictions –or hopes– for the future.
I first encountered Dr. Scott Shreeve about a decade ago when he put forth an expansive framework for Health 2.0. We caught up again recently to discuss his next generation worksite clinic company, Crossover Health. I really enjoyed the podcast interview and am bullish on the company. Here’s what we discussed:
(0:10) How does Crossover compare to a traditional primary care practice, patient centered medical home, concierge practice, urgent care center or traditional worksite clinic?
(0:54) You have an onsite model and near site model. How do they work?
(1:59) Many workplace clinics are for very large companies. What size of companies do you work with?
(4:17) What companies do you work with? What is your geographic focus?
(5:34) Is it mostly for younger, tech employees or does it vary? Do you adjust the way the clinic is set up if it’s for a different population?
(7:32) You make a big deal of calling people “members” instead of patients, and you can charge on a PMPM basis. Are those two things related?
(9:57) You compare your cohort v. a traditional cohort, and do fewer referrals. Why is a low referral rate good? How do you handle the referrals that do occur?
(12:11) Primary care is a burnout job. What kind of clinicians do you attract? What is your value proposition for them?
(14:36) What technologies do you leverage? How fundamental is technology to your model?
(16:33) You had a recent investment from Norwest Venture Partners? What’s the reason for taking investment? And why Norwest?
I’ve started hearing more about physician practices that are opting out of the health insurance system and taking cash for services. See Cash-only looks good to doctors in Healthcare Finance News as an example. I can understand the appeal. After all, it’s an expensive and frustrating hassle to deal with health plans and Medicare, and can interfere with the doctor/patient relationship. In theory physicians should be able to offer the same level of care while reducing overhead costs and splitting some of the savings with patients. If those patients have high-deductible plans it should work out for everyone.
To some extent in primary care that’s exactly what’s happening, and it’s a trend I support. The logic is especially strong there since third-party reimbursement offers very little in the way of reward for a lot of work. A patient co-pay may equal the amount that gets reimbursed by the health plan; with a high-deductible plan the insurance company may contribute nothing. (Note that this picture is slightly changed by the Affordable Care Act, which mandates full coverage for preventive services –although in my experience the physician office often gets confused about this and ends up collecting a co-pay anyway.)
The Healthcare Finance News article cites a practice in Austin that doesn’t take insurance and has no administrative staff. Result: office visits for $30, which is about the typical co-pay. Well done.
But I do worry about other physicians in both primary care and now specialty care that are moving to more of a concierge model. If it happens in any great numbers there will be a serious capacity problem in the system. That’s because the shift is often accompanied by a dramatic reduction in the number of patients served. It’s sometimes an order of magnitude.
The same article describes a practice that cut its patient panel from 8000 to 1000. I’ve heard of primary care physicians going from 3000 to 350 patients. The big question is what’s going to happen to all the patients who lose access to those physicians –the slack will have to be picked up by other providers. In primary care, maybe the emergence of concierge practices will have a silver lining by boosting compensation for primary care in general and drawing more physicians into the field, helping to correct an historic imbalance in pay ratios between primary care and procedural specialties.
Specialty physicians opting out of insurance is more concerning, but for other reasons. As difficult as insurance companies are, sometimes they do add value by making doctors and patients jump through hoops before approving lucrative –but often unnecessary– procedures like spinal surgery. And there is a tendency to price gouge–which will be only partially mitigated by “transparency” tools that are coming into vogue.
For patients who are willing to spend more money for better care the best value may be in joining a concierge primary care practice rather than opting for cash-only specialists. The primary care doctor will have the time and skill set to consider the patient from a holistic standpoint, to refer to the right specialists and make sure the patient gets seen, to coordinate second opinions and follow-up and to offer their own views about topics such as whether to have surgery.
I’m actually considering a concierge practice for my own care, but I may be too late. A single-doctor primary care practice I spoke with is not taking new patients. Emails I sent to two other local concierge practices inquiring about becoming a patient there were ignored.
photo credit: volperic via photopincc
Only about 30 percent of patients treated in hospital emergency departments need to be there. The other 70 percent might be better off in primary care, where care could be better coordinated and costs are about one-quarter, according to The Robert Wood Johnson Foundation (RWJF). In recognition of this issue, RWJF has been funding programs to tackle the problem of avoidable emergency department visits.
In this podcast interview, RWJF Senior Program Officer Susan Mende discusses the work of Aligning Force for Quality grantee communities in identifying the root cause of avoidable visits and developing interventions to help primary care practices achieve their missions. Resources are available for free on the RWJF website.
Susan is optimistic that there will be significant progress in addressing this issue over the next few years.
The November Health Affairs theme issue, Redesigning the Health Care Workforce, is especially good. Much of what I’ve seen written elsewhere on the topic focuses on alleviating a (purported) looming shortages of doctors or nurses by training more of them, or by having people with less training than doctors, e.g., NPs and PAs take on core physician tasks including diagnosis. There are two articles I think are particularly good:
Expanding Primary Care Capacity By Reducing Waste And Improving The Efficiency Of Careby Scott Shipman and Christina Sinsky points out several opportunities for primary care physicians to increase their capacity by setting up more efficient workflows and pushing off administrative and clerical tasks and using better technology. They are right to point out that increasing compliance burdens are falling heavily on physicians. I for one would apply a very stringent test to any proposed regulation that adds burdens to primary care. The authors conclude that efficiency gains could provide capacity for an additional 30 to 40 million primary care visits per year. By way of contrast, the Affordable Care Act is expected to add 15 to 24 million primary care visits.
Accelerating Physician Workforce Transformation Through Competitive Graduate Medical Education Funding notes that GME has changed very little even though there is a consensus that change is long overdue. For example, training remains hospital-focused and highly-paid specialties like radiology continue to grow faster than primary care. Essentially, funding for GME is grandfathered, leading to excessive rigidity and lack of incentives to change. The authors, David Goodman and Russell Robertson propose making institutions compete for GME funding, adopting some of the best practices of the National Institutes of Health funding approach such as public guidance of programs, peer review, competition and long-term funding.
There are some other good pieces included, so read the whole thing if you have a chance!