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Midwest Edition
Calendar
September 23-25
Two of the Midwests most prominent healthcare systems announced last week they would merge, creating a multi-hospital system =4%"904290!49!</'54/>!</'"!*+(*?!@8"! operating in two states. A9$"'>29$49"9$/7!B2$"7)!<7"3"7/95?! The merger of !#2902'"5!&-!$8"!<7"3"7/95!<7494>)!$840! 0"%49/'!40!/4%"5!/$!96'049:!#'2C"00429/70?! HealthPartners and ! D**EFDGE+?! Park Nicollet, both located in the <74>H!B"'"!C2'!I2'"!A9C2'%/$429 Minneapolis suburbs of Bloomington and St. Louis Park, is expected to cut costs October 3-5 for both the organizations. Ofcials with both A992FN"9$429!*+(*)!O2-/7!./'H!B2$"7)! HealthPartners and Park O2>8"0$"')!I4>84:/9?!J!I"54>/7!I/49! Nicollet say they merged !$'""$!<29C"'"9>")!C2>60"5!29!$8"! organizations will focus >2%#7"$"!74C"!>->7"!2C!%"54>/7!5"34>"! on reducing patient 5"3"72#%"9$?!DPE? readmissions, cutting <74>H!B"'"!C2'!I2'"!A9C2'%/$429 patient infection rates, and expand the use of electronic medical records in order to eliminate duplicative care. December 4-5 The transaction is expected to create opportunities for growth, through shared knowledge, care redesign efforts, pooled resources and investments and other ;4C"!>4"9>"!J77"-!/996/7!>29C"'"9>"?! advantages, said Jeremiah Whitten, director I499"/#2740!<293"9$429!<"9$"'?!J9! of media relations for Park Nicollet. "K/%49/$429!2C!$8"!H"'-!5'43"'0!49!74C"! However, Whitten noted that the groups 0>4"9>"!/95!8"/7$8>/'"?!<20$!LMJ? wont begin looking at concrete opportunities <74>H!B"'"!C2'!I2'"!A9C2'%/$429
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NEWS
Merger (Continued from Page One)
CEO Mary Brainerd will retain that position over the two organizations. Abelson will oversee the medical group component of HealthPartners, which will be called the Park Nicollet HealthPartners Care Group. The merger would place the combined eneity among the top 10 largest employers in the state, according to the Minneapolis/St. Paul Business Journal.The transaction strengthens Park Nicollet so it will hold up against other large providers in the region.
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In Brief
Illinois Hospital CEO Resigns Suddenly
Dan Woods resigned abruptly as chief executive officer of St. Anthonys Memorial Hospital in central Illinois. Woods, who had served as CEO for 12 years, announced his resignation at a staff meeting late last week. A hospital spokesperson said Woods decision to resign took hospital personnel by surprise. The 146-bed St. Anthonys, which is based in Effingham, is part of the Springfield-based Hospitals Sisters Health System. In a prepared statement, Woods said he and his wife had been considering his stepping down for a significant length of time. However, he did not give a specific reason for his departure. Mark Reifsteck, manager of Sisters Southern Illinois division, has been appointed interim CEO. The hospital spokesperson said it would take about six months to recruit and hire a permanent replacement.
No layoffs are expected to be held after the merger. And patients and members will continue to receive services from their provider and health plan without interruption. The new organization will include medical and dental clinics, Park Nicollet Methodist Hospital in St. Louis Park, Regions Hospital in St. Paul, Lakeview Hospital in Stillwater, Minn., Hudson Hospital in Hudson, Wis. and Westelds Hospital in New Richmond, Wis. TAMMY WORTH
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NEWS
IOM (Continued from Page One)
often left empty. The adjustment spared the hospital the need to spend $100 million on new beds. These methods of operations management exist in every other industry its only healthcare and education where they dont, Litvak said. The report also supports the highly debated use of nancial incentives to motivate doctors and others to be more efcient. The authors said the new federal Center for Medicare & Medicaid Innovation should take the lead in evaluating payment systems. A graph in the report shows that $210 billion was wasted on excess services in 2009, which the authors said could have been avoided by rewarding physicians and hospitals who cut down on unnecessary procedures and treatment. But the incentive model has met resistance in the healthcare industry, and some researchers have found that value-
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In Brief
provided via HCSCs Healthy Kids, Healthy Families initiative, which aims to improve the health of 1 million kids. Public health experts, schools, and healthcare providers recognize that poorly managed childhood asthma is a pressing public health and social problem, said Paul Handel, M.D., HCSCs chief medical officer. We are dedicated to addressing this devastating diseasewe believe that education is the key to managing asthma.
based incentives do not signicantly affect the cost of services. John Goodman, head of the National Center For Policy Analysis, said in an interview that rewarding physicians in this way was not an appropriate method to address the issue. He said that health care providers should be able to choose how to run their own programs. I dont think that the demand side should try to tell the supply side what to do, Goodman said. The IOM committee said that the U.S. was spending up to 17% of its GDP on health care, a far higher proportion than other developed countries, and with very little additional benet. That not only affects spiraling government spending on healthcare, but also siphons off resources that they said should be used for other public services such as education. (Provided by Kaiser Health News www.kaiserhealthnews.org).
Michigan Researchers Caution Against Tight Insulin Control For Children Undergoing Cardiac Surgery
University of Michigan researchers have concluded that controlling the blood sugar levels of pediatric patients undergoing cardiac surgery does not improve outcomes, The study demonstrates that children do not enjoy the same benefits adult cardiac patients do when their blood sugar is closely monitored and controlled. Overall, 980 pediatric cardiac patients undergoing cardiac bypass procedures ranging in age from newborn to 3 years were closely examined. It was the largest clinical trial ever involving cardiac pediatric patients. This study seems to indicate that tight glycemic control should not be standard practice in pediatric intensive care units for children who have had cardiac surgery, said Michael G. Gaies, M.D., a senior physician at the universitys C.S. Mott Childrens Hospital and the studys lead investigator. We will continue investigating new approaches to improve both short-term recovery and longer-term outcomes for children who need cardiac surgery.
OPINION
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1. Create and maintain a steering committee composed of a multi-disciplinary team of physicians and clinical and management staff. The purpose of this steering 4. Recruit and train staff who are By committee is to develop the mission interested in the implementation and Anna and vision of a telemedicine program utilization of telemedicine. Identify within the organization. All committee Grellert or recruit staff members who are members should embody the position of eager to embrace a new model of the organization that telemedicine is healthcare delivery. Look for staff simply a tool that supports quality and cost members who feel comfortable using the effective care. Initially, this steering technology, as well as working with patients committee should develop and update a via a computer monitor. As part of recruitment project plan with deadlines and budget and training processes, ask staff to participate variances and eventually create the policies on mock sessions. and procedures related to the use of the 5. Provide a feedback loop and a telemedicine program. The committee should communication plan for staff and patients. also serve as the communication hub for The organization should create an internal purposes. environment where the staff and patients feel 2. Establish strong physician leadership to advocate and provide telemedicine services. The steering committee should include physician leaders known by the medical staff for their commitment to improving the patient care experience and to the implementation of innovative care delivery systems. Committed physician leadership with strong communication and conict resolution skills will provide the medical staff personnel needed to introduce, implement, and embrace telemedicine among the organizations practitioners. These physician leaders will need to identify the medical staff members who have the skills to manage patients via the telemedicine system in a manner that ensures a seamless interaction between the patient and physician. The patient should feel like the interaction was meaningful and addressed their needs. 3. Identify a telemedicine coordinator to comfortable providing feedback to the coordinator and/or steering committee. All staff involved or impacted by telemedicine should be surveyed frequently in the early stages of adoption and, at a minimum, on an annual basis. In addition, all patients should receive a satisfaction survey at the end of each telemedicine session. The results of the staff and patient surveys should be compiled and presented to the steering committee for discussion. A communication plan should be developed to share success stories and challenges that have been identied and already addressed.
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Anna Grellert is a manager with The Camden Group, a Caifornia-based national healthcare consulting firm.
Op-ed submissions of up to 600 words are welcomed. Please e-mail proposals to editor@payersandproviders.com
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MARKETPLACE/EMPLOYMENT
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