Career Advice for Twenty-Somethings: The Introduction

My daughter turned 20 this month. She’s a smart, hard-working, focused college student, a few years removed from starting her career. It occurs to me that she and her friends could benefit from what I have learned in my thirty-six years as a working woman.

As she is my daughter, I can’t say these things to her directly. The advice would get caught up in the “If your mom is telling you to do something, then she must be wrong” filter. I am not sure why this filter exists in every teenage girl and twenty-something woman who is fortunate enough to have her mother in her life at that age. It just does and there is nothing we can do about it.

Having had my own mother in my life until my mid-forties, I know this filter often dissipates as you get older, or get married, or have children, or just live and experience a little more. That’s when you start to realize there is some benefit to listening to someone who knows you, wants only the best for you and loves you unconditionally. I’ve sensed the early stages of this melting resistance to parental advice already in my own daughter.

According to my most recent Social Security Statement, I have been working since 1975, when I had earnings of $453.  In the 36 years since then,  I have worked as a bus girl, waitress, car hop/dishwasher, deli/bakery clerk, door-to-door salesman, retail clerk, secretary, Naval officer, program analyst, and attorney.  According to Social Security, my lifetime earnings have exceeded $1.8 million. Believe me when I say I earned every penny.

So my next few posts (until I run out of things to say, that is) will focus on the things that I have learned while working. My goal is to pass on some useful information to my daughter and her friends, both male and female. As I will discuss in my next post, the young men and women of the millennial generation, all 50 million of them, tend to want the same things out of life.  The attitudes of men and women of this age toward work and careers are more alike than they are different.

My daughter may not read these posts now, or she may read them and the advice may get caught up in the “she must be wrong” filter.  But everything on the internet lives on forever and can never be taken back (another future topic), so I am confident that she will read these posts someday, later if not sooner, and that my advice will not go unheeded and will help her in the future.

AHA Study of Price Differences for U.S. Hospitals

The American Hospital Association (“AHA”) issued its second report in its series examining anti-trust issues in the pricing for hospital services. The first study rebutted claims made in two widely-cited publications that found links between higher hospital prices to insurers and market power. The second study examined hospital financial data to determine what factors best explained price differences across hospitals.

The study makes the following points:

• Hospital expenditures have held steady at approximately 30% of total healthcare expenditures in the U.S. during the period 2001 – 2009. Home health care expenditures have increased as a share of the total during the same period. The other categories that have grown faster than hospital care are prescription drugs, program administration and the net cost of private health insurance.

• Nationwide, Medicare and Medicaid admissions now account for more than 60% of total admissions. AHA estimates that the Medicare payment-to-cost ratios fell from 99.1% in 2000 to 90.1% in 2009; Medicaid payment-to-cost ratios fell from 94.5% in 2000 to 89% in 2009; and uncompensated care now represents approximately 6% of total hospital expenses.

• Total hospital admissions grew by 7% between 2000 and 2009, but have been relatively flat since 2004, due in part to the shift in services to outpatient environments. Outpatient visits increased 23% between 2000 and 2009.

Using Medicare cost report data from 2004 through 2008, the AHA researchers were able to develop a number of models that they believe explain the price differences across hospitals. The key explanatory variables are case mix, teaching intensity, share of Medicare and Medicaid discharges, regional costs (wage index), hospital investment in capital, resource utilization and characteristics of the patient population. One of the models was able to explain 72% of the price variation in commercial payors, and 83% in all payors.

The AHA study explains something we have observed in our practice; that academic medical centers are able to charge payors more for their services. In the AHA model, the explanation for the higher price difference is due not to the market power of the academic medical center, but the fact that it has a greater teaching intensity, higher wage costs, greater investment in capital and attracts a sicker patient demographic.

Although the researchers were not able to explain all of the price differences, they are able to explain a statistically significant amount. The AHA study takes issue with the conclusion of some researchers that any residual price variation not captured by the model is due to market power.

Downward Dog

I started my practice in 2000 at Washington Park Yoga.  I had taken yoga classes before, but they were episodic experiences. I was experimenting and had no commitment to a regular routine.

Washington Park Yoga, now  Heartspace Yoga & Healing Arts, is a few blocks from my office. It offered an Ashtanga course for beginners at 6:30 pm on Mondays. I could commit to leaving work  at that time, which was about the time I usually went home.

Ashtanga is a series of poses or asanas. To practice Ashtanga, one must first learn a breathing technique called Ujjayi.  Eric refers to it as my Darth Vader impression.  The goal is to marry your breath to your movement. The length of your inhales and exhales dictates how long you hold a particular position.

Ashtanga begins with the Sun Salutation, Surya Namaskara.  In a  full series, you do five of Sun Salutation A and five of Sun Salutation B.  The movements in each Sun Salutation provide the foundation for the remaining poses in the series.

The Sun Salutation ends in Downward Dog for five breaths, those of the teacher and not your own. I remember how difficult it was to hold this position for five breaths during those beginning classes.  My heels were inches off the floor and I was supporting most of my weight in my arms.  My hamstrings were tight (and still are from jogging) and my spine was compressed.  I had no core strength and my middle sagged like a deflated balloon. I tried not to look at it while I struggled to hold the pose.

The Sun Salutations are difficult to master. Some teachers think it is too hard and will end their sessions with this posture, instead of begin with it.  I understand their thinking, but am wondering why they are messing with a tradition that was hundreds of years in the making. If I ever teach a yoga class, I will trust that the ancient practitioners knew what they were doing and begin with the Sun Salutation.

There are many physical, emotional and spiritual benefits to a yoga practice. One of the key benefits for me was learning to focus on what I am doing and ignore what is happening in the space around me. “Pay attention to what is happening on your own mat, and not what is happening on the mat next to yours.” This can help you stay focused at work and in life in general.

I am not naturally limber, and can’t hold any of the poses to their full extent. A good day for me is when I can grab my toes in a forward bend without having to stretch my arms to the point where my shoulders nearly come out of their sockets. In the beginning of my practice, I was comparing myself to others in the group who had been cheerleaders, gymnasts or dancers, and were naturally loose and limber.  I had to learn to be satisfied with my own progress and accept my limitations.

My practice has been sporadic over the years, but I have maintained a regular exercise routine that includes yoga. These days, it consists primarily of a series of stretches that I do before playing golf and ending my exercise session at the gym with three Sun Salutations.  Three is a good number.  It is enough to get some benefit from the pose but not so many that I look for excuses not to do it. “It’s only three,” I tell myself, “you can do three.”

I try to find a quiet spot, preferably one that is not in front of the runners on the treadmill who have nothing better to do than watch me. I have never seen anyone else at the gym doing yoga, and I admit to feeling self-conscious. I am also adamant about my right to occupy the space where I am.  I expect, however, that most people are not paying any attention to me and what I am doing on my mat.

  • Why started going back
  • How it feels
  • Increase popularity
  • Gotten too corporate?
  • Favorite pose
  • Most challenging pose

Detroit Medical Center’s Settlement Agreement

Before it was acquired by Vanguard Health Systems, Detroit Medical Center (DMC) entered into a Settlement Agreement with the US Department of Justice (US DOJ) and the US Department of Health and Human Services, Office of the Inspector General (OIG) to resolve potential violations of federal law as a result of entering into improper financial relationships with referring physicians. DMC agreed to pay $30 million in exchange for a release from liability under the False Claims Act, the Civil Monetary Penalties Law (which authorizes civil penalties for violations of the anti-kickback statute), the Program Fraud Civil Remedies Act, and the civil money penalties under the Physician Self-Referral (Stark) Law.

DMC discovered the improper relationships through the due diligence process. The improper relationships included so-called “technical violations” of Stark, such as the failure to have a written agreement in place that met the requirements of a Stark exception. It also included more substantive violations that may have raised a colorable allegation of an anti-kickback violation, such as providing business courtesies to physicians and paying higher than fair market value compensation.

Although it attempted to use the new CMS Voluntary Self-Referral Disclosure Protocol, CMS encouraged the hospital to work through US DOJ after DMC advised that they wanted to settle the matter within four to six weeks so they could close on the acquisition.

It is interesting to note that CMS was not a party to the settlement agreement. Further, the agreement does not resolve DMC’s obligation to repay Medicare for any claims that it submitted in violation of the Stark law, only the civil penalties that would be assessed for such violations. Such repayments are required under 42 CFR §411.353(d), and arguably, the statute itself, although the statute addresses only the obligation to refund payments to individuals.

CMS is authorized to compromise the amount due and owing for violations of the Stark law, including the repayment obligation, when the provider makes a submission under the Self-Referral Disclosure Protocol. Hopefully, in the future, CMS will also exercise this authority if the provider enters into a settlement agreement with US DOJ or the OIG.

Ellis Medicine Announces Cardiac Surgery Warranty Program

Ellis Medicine in Schenectady, New York announced last week that it entered into agreements with MVP Health Care and Capital District Physicians Health Plan to offer a “warranty” to patients who undergo cardiac surgery at its hospital facility.

Under its Cardiac Surgery Warranty program, Ellis has agreed that if a patient following doctor’s orders develops related complications within 90 days of coronary artery bypass graft (CABG) surgery and is readmitted to Ellis, the patient will pay nothing for the second hospital stay. Patients must consent to participate in the Cardiac Surgery Warranty program and sign a contract agreeing to attend rehab, quit smoking and take other steps to reduce the chance of complications. All the payors’ commercial plans are included in the program, including Medicare Advantage plans.

This model is intended to replicate the Proven Care Program at Geisinger Health System in Pennsylvania. The key difference, however, is that the Geisinger system includes both hospitals and payors, whereas Ellis has entered into financial arrangements with two separate and independent entities. Ellis will share with CDPHP and MVP in the responsibility for hospital costs if the patient is readmitted.
Currently, Ellis Medicine’s readmission rates for heart failure patients are no different than the national rate, meaning its rates of readmission are not better or worse than the national average. Geisinger’s rate for readmission for heart failure is better than the national average.

The program includes steps to standardize care before and after surgery. A key legal issue that must be addressed in these arrangements is how the cardiac surgeons will be incentivized to ensure such standardization. Physicians could receive a bonus based on quality measure and other outcomes, but such bonuses must be consistent with fair market value. While data is available to assess the fair market value of a physician’s time, it is not readily available to assess the value of providing quality care.

Omniscient Cell Phones

I was traveling last week and spent two nights in New York city and then two nights in Manchester, Vermont.  In the past, I used the hotel’s clock radio as an alarm.  This requires that I find a radio station that has decent reception and I can stand to listen to early in the morning, which is not my favorite time of day.  I also need to figure out how to set the alarm and ensure the time is set correctly.  On a trip to San Francisco years ago, I forgot to check the time and was up, packed and ready to go the airport four hours before my flight.  Of course, in our post-9/11 world, that is about when you should be leaving for the airport.

These days, I just use the alarm function on my cell phone. It got me thinking about the many ways that we are using cell phones these days. We use them to wake us up, talk and text to friends and family and check emails.  We also use it to surf the internet, take pictures, record video, calculate sums, update our contacts, play games, keep our passwords, and navigate.

Cell phones can also be used as credit cards in Japan.  In some countries where it is not common to have a bank account, cell phones are being used to transfer cash and obtain funds.  Money is transferred from one person’s account to another person’s account by text message.

Our cell phones have more computing capability then the astronauts had when they flew to the moon.  The majority of us have no idea how to access even one-tenth of this capability.

That is okay, as long as we know how to protect our information. The more data we store on cell phones, the greater the risk to our privacy and security if we lose our phones or strangers are able to access the data without our knowledge and consent. I am concerned that the engineers working on new ways to use our cell phones have gotten ahead of the technology to protect the data. Yes, Big Brother is out there, but I am more concerned about his Crazy Cousin.

Medicare Hospital Value-Based Purchasing Program

The Centers for Medicare & Medicaid Services published a proposed rule on January 13, 2011 outlining the proposed Hospital Value-Based Purchasing Program(Hospital VBP Program) mandated by Section 3001(a) of the Patient Protection and Affordable Care Act (PPACA).

Although the Hospital VBP Program is not effective until October 1, 2012, Medicare hospitals must act now to ensure that they are eligible for incentive payments under the program as the initial performance period begins July 1, 2011.

Background

CMS is required to establish a Hospital VBP Program that provides meaningful incentives to improve the quality of the care that Medicare hospitals provide. The program must be in place by Fiscal Year 2013 (October 1, 2012). The incentive payments are funded by a one percent reduction in hospital DRG payments beginning in Fiscal Year 2013.

CMS views the Hospital VBP program as a natural outgrowth to the collection of hospital quality data that was originally mandated in the Medicare Prescription Drug Improvement and Modernization Act of 2003, as modified by the Deficit Reduction Act of 2005. This program is known as the Medicare Hospital Inpatient Quality Reporting Program (Hospital IQR Program).

Proposed Measures

PPACA requires that the proposed measures for the Hospital VBP Program be measures that are currently used in the Hospital IQR Program. CMS has adopted 45 measures in the Hospital IQR program. Of these measures, 27 are chart-abstracted process of care measures that assess the quality of care furnished by hospitals in connection with treatment of acute myocardial infarction, heart failure, pneumonia, and surgical care improvement. Fifteen of the measures are claims-based measures that assess the quality of care furnished by hospitals as measured by 30-day mortality and 30-day readmission rates. Three of the measures are structural measures that assess hospital participation in cardiac surgery, stroke care, and nursing sensitive care systemic databases. The final measure is the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey.

CMS may not select readmission measures or any measures that have been included in the Hospital IQR program for less than one year prior to the beginning of the performance period

Applying this criteria, there are twenty-nine initial eligible measures for the Fiscal Year 2013 Hospital VBP Program. Initially, CMS proposes to include only seventeen of these twenty-nine measures. It excluded measures that they consider to be “topped out,” meaning all but a few hospitals have achieved a similar high level of performance on them. They also excluded some measures that they intend to retire in the future.

CMS is proposing to add measures to the Hospital VBP Program in the future by implementing a “sub-regulatory process”. Under this process, CMS can add any measure to the Hospital VBP Program if that measure is adopted under the Hospital IQR Program and has been included on the Hospital Compare Website for at least one year. The performance period for new measures would start exactly one year after the date these measures are publicly posted on the Hospital Compare Website. There is some question whether this sub-regulatory process meets the requirements of the Administrative Procedures Act.

Proposed Performance Period

CMS is proposing a three quarter performance period from July 1, 2011 through March 31, 2012 for the clinical process of care and HCAHPS measures. The hospitals performance on these measures will be compared to a three quarter baseline period of July 1, 2009 through March 31, 2010. For the outcome, claims-based measures, CMS is proposing to use an eighteen month performance period from July 1, 2011 to December 31, 2012. The baseline period would be July 1, 2008 to December 31, 2009.

Proposed Performance Standards

PPACA requires that the performance standards include levels of achievement and improvement and must be established and announced not later than sixty days prior to the beginning of the performance period. CMS is proposing to set the achievement performance standard for each proposed measure at the median (50thpercentile) of hospital performance during the relevant baseline period (either July 1, 2009 through March 31, 2010 or July 1, 2008 to December 31, 2009). Hospitals would receive achievement points only if they exceed the achievement performance standard and could increase their achievement score if they receive a higher level of performance. The improvement standard would be based on each specific hospital’s performance on the measure during the performance period as compared to the baseline period.

Expected Impact on Payments

CMS anticipates that the percent increase in payments to a hospital participating in the Hospital VBP Program will range from 0.0236% for the lowest scoring hospital to 1.817% for the highest scoring hospital. This means that when the one percent reduction in hospital DRG payments is taken into account, roughly one-half of the participating hospitals will receive a net increase of payments and one-half will receive a net decrease in payments. No participating hospital will receive more than a net one percent increase or decrease in payments.