Health Care Reform Revisited: The Elephant in the Room
An opinion piece by
Sean Sullivan, JD
Co-Founder, President & CEO, IHPM
I had the pleasure week-before-last of attending one of my favorite health care events – the CAPG 2011 Annual Conference in Palm Desert, California (just a few hours’ drive away from IHPM’s headquarters in Scottsdale, Arizona).
CAPG stands for the California Association of Physician Groups, considered by many the most significant physician-based organization in the country and IHPM’s partner in a new initiative aimed at harnessing the power of the nation’s most advanced medical groups to proven worksite health improvement programs to produce even better outcomes in the working population.
My favorite session each year at the CAPG conference is the Healthcare Panel that kicks off the second day, featuring – this year – California health care CEOs from the nationally recognized Hill Physicians Medical Group, from Sutter Health, from Health Net, and from the Pacific Business Group on Health. And while California is, indeed, a health care world of its own with many working functional equivalents of the Accountable Care Organizations (ACOs) that scarcely yet exist elsewhere, I was fascinated by the way that obviously intelligent industry leaders could yet be myopic when it comes to seeing the bigger picture of which California still is just a part – with one exception.
For while the others were talking about how they expected to thrive – or at least survive – in the brave new world of accountability that ACOs signify and they already personify, there was one definite “outlier” who shook his head and wondered how they could miss the “elephant in the room” that threatens to trample all the good intentions of moving the health care system to “accountability” and “quality” and “value.”
This elephant – visible to economists if not to the policy wonks responsible for designing such schemes – is national health care “reform” with its inevitable combined impact of (1) simultaneously increasing demand for health care services by expanding coverage without increasing the supply of services, (2) adding yet more costs to coverage through insurance mandates such as guaranteed issue, and (3) reducing payments to providers of services.
The “outlier” on the panel who stepped back and saw the elephant was Jay Gellert, the CEO of Health Net. While not exactly accusing his fellow panelists of fiddling while Rome burned, he wondered aloud how they could be focused so intently on improving their own "medical homes" while a seismic shock was building that would unleash a tsunami of uncovered costs and inadequate services to wash away all their homes no matter how well built. This inability to see the bigger picture because of living too deep inside it results in confusing the smaller financial factors involved in running a business with the much larger economic forces that shape the environment for all business.
As the Massachusetts experience with Romney Care is proving for the nation – with costs climbing faster since “reform” and Romney’s successor now seeking to create a “central board” of political appointees to set payment rates for medical services -- the only way to afford a government guarantee of everyone’s medical bills is through political control of medical spending and, ultimately, decision making. The California medical groups and hospitals may, collectively, be the very model of a modern ACO, but this will not save them from the impersonal forces of macro-economics or the distortions created by inevitably doomed political attempts to avoid those forces – like King Canute commanding the waves not to crash on the shore.
(Part II will consider how the “reform” debate is hastening the irrelevance of health care “policy” to employers finding their own ways to improve the health – and performance – of their work force).
For more information about IHPM, visit: www.ihpm.org
Sean Sullivan is co-founder, President and CEO of the Institute for Health and Productivity Management (IHPM) – a global enterprise working with employers to improve their employees’ health and maximize its impact on business performance. Since its founding in 1997 the Institute has served as the catalyst and champion of an expanding international movement to make health a leading human capital asset for the 21st century.
Sullivan spent ten years as a Washington-based health policy analyst as a fellow at the American Enterprise Institute for Public Policy Research. He is the author of articles and monographs on health policy and health care market trends, and has testified on these subjects before Congress and state legislatures.
He speaks both nationally and internationally on health and productivity management as a leading business strategy for the modern knowledge-based economy.
Mr. Sullivan holds degrees in economics from Harvard, and law from Stanford.
If you are interested in contacting Mr. Sullivan please contact Deborah Love at email@example.com or call 480.305.2100.
About The Institute for Health and Productivity Management (IHPM)
The Institute for Health and Productivity Management (IHPM) is a global enterprise created in 1997 to establish the full value of employee health and maximize its impact on business performance. It does this by helping employers to:
- Identify the total cost impact of employee health on business performance – including lost productivity;
- Choose the best opportunities to reduce this cost impact by improving health and performance;
- Measure the success of their efforts.
IHPM works with all who have a stake in employee health: employers, providers, suppliers, health plans and workers themselves. Through its national advisory groups and an expanding network of alliances and affiliates, the Institute is building the evidence-based business case for improving health to produce gains in productivity.
The Mission of the Institute is to establish the full value of employee health as a business asset – as human capital -- and an investment in corporate performance. IHPM pursues this mission by:
- serving as a global resource on health and productivity management – in the U.S., Latin America, Europe, the UK, and Asia;
- developing the tools, metrics, and methods to drive and measure better health and resulting corporate performance;
- championing investment in health capital as a global strategy for corporate success;
- educating and equipping purchasers and providers to gain greater value from improving employee health.