So What Else is New?

Steven Brill made a name for himself with an article in Time magazine back in 2013 entitled “Bitter Pill,” in which he harshly criticized how health care providers (especially hospitals) inflate the costs of their services. The piece created a lot of buzz, and some backlash from hospital groups and others. Now it seems that Mr. Brill has had a bit of a “sick-bed conversion.”

He has a new piece in the January 19th issue of Time called “What I learned from my $190,000 open-heart surgery: the surprising solution for fixing our health care system.” Since Time won’t let you read the article without subscribing or paying, I will save you the trouble. It seems that what he learned is that health care providers – the same ones he vilified in 2013 – were pretty great when they were taking care of his heart in 2015. In fact, he now believes that the way to “fix” healthcare is to “let the foxes run the henhouse” by allowing large integrated health systems become insurance companies and compete on price and “brand” and regulate their profits to assure that they are acting in the public interest. Yeah, well, no kidding.

The surprising thing about this article is that it is both unsophisticated and un-original, yet presented as nothing short of brilliant and novel.

First of all, the whole idea of systems of care competing on the basis of “brand” is dangerously simplistic. While Brill does make a brief nod to the need for “data transparency” around “quality ratings” he completely misses the boat; this isn’t about marketing the brand, it is about improving the outcomes. Patients shouldn’t go to the Cleveland Clinic because of their brand; they should only go if the Cleveland Clinic can prove that their clinical outcomes are as good as or better than other providers’.

Even more disturbing, there is nothing new about the basic idea of providers competing on the basis of price and quality. As I wrote back in December of 2013, Michael Porter and others have been writing for years about shifting reimbursement from volume-based to value-based, and payors and providers are actively engaged in that transition right now. Thanks for the “suggestion” that health systems should consider becoming insurance companies. North Shore-LIJ started its insurance company, Care Connect, in 2013.

I guess I should be pleased that Brill has a better appreciation of health care providers and now believes that we should be taking on the role of insuring the health of a population. I just think it is a shame that it took heart surgery for him to see what has been clear for a long time.

What do you think?

One thought on “So What Else is New?

  1. The other day, I saw an article about people that are enrolling in Medicare advantage systems are not new to medicare. I don’t know why anybody is surprised about this, or that your group has Care Connect, your own insurance company. I replied that it can be difficult to find a doctor that will accept Medicare patients, because the Medicare payout is so poor.

    I imagine that it saves so much on paperwork in not having to deal with all of the different insurance companies, and their plans. This also allows me to make a budget and plan my costs.

    There are pros and cons for everything, as nothing is perfect. I’m stuck with a brand, because of the system I am in. If I go outside, I won’t be covered at all, unless it’s an emergency. I can live with that.

    i read “the Bitter Pill”, and I found it interesting. I also find it interesting how he changed his mind. I’m not rich. but I’m getting quality care. Really, I have a rare incurable cancer. It’s in remission, and I’m passing the point of where it comes back. It doesn’t bother me to be in these uncharted waters.

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