Can The Tablighi Jamaat’s Conference be India’s Own Epidemiological Diamond Princess?

By SOMALARAM VENKATESH, MD

“It has always been science versus fundamentalism, not science versus religion.” 

Abhijit Naskar, Biopsy of Religions: Neuroanalysis Towards Universal Tolerance

On February 3, 2020, the luxury cruise ship Diamond Princess docked on Japanese shores and was promptly quarantined with 3711 people on board, because a passenger who had disembarked at Hong Kong two days earlier had tested positive for SARS-Cov-2,  or also known as  COVID-19. Passengers & crew members were either repatriated or hospitalized in Japan over the next 4 weeks. In total,, more than 700 of them were found to be infected with the virus. This was a unique opportunity – a Petri dish in a ship, if you may – for epidemiologists and virologists to study the disease and the virus. 

At the beginning of this global pandemic, health care professionals and policymakers used data from the Diamond Princess experience and inferences thereof, such as infectivity & death rates, as a supplement to the observations from Wuhan. They used the data to derive models on how the pandemic will play out in the rest of the world. Later, after widespread devastation in Iran, Europe, & the United States, and after relative containment in Taiwan, South Korea & Singapore, experts have access to larger datasets & a variety of scenarios to help develop disease virulence predictions and control models. 

So far, authorities in the Indian subcontinent appear to copy strategies of other countries to combat the spread of the pandemic. The curves of exponential ascendency of COVID-19’s spread across countries appear identical in nature, except in a few where health care response is more regimented. Yet, there is speculation about the virus’s survival in India’s climatic conditions: Indians may have a better “innate resistance” and the impact of compulsory the BCG vaccination in most Indians may have some effect on the expression of the disease in the country. Therefore, it may be worthwhile for India to study the actual transmission, clinical expression, and outcomes of the disease in her own population and design responses to the pandemic based on those studies. 

That is to say, we must find our own Diamond Princess before we find our Wuhan. 

The government of India maintains that COVID-19 has not reached Stage 3 in the country yet. However, sceptics point at the shortened doubling rate and debunk the government’s position saying that community transmission of  SARS-Cov-2 has already begun. What is funny is that, even after knowing that India’s case trajectory is mirroring nearly every other country’s graph, the country – with people barely practicing adequate social distancing & violating lockdowns at their will – acts surprised that their COVID-19 numbers are rising! Primetime television is host to a raucous blame game: one set of people criticize the Government for delayed initiation of lockdown & for poor organization of logistics; and another set of people hold reckless behavior by potentially infected individuals and groups as a reason for rapid spread. 

A singular event that has earned extraordinary ire from the public & media as being the largest cluster of COVID-19 cases in India is the Tablighi Jamaat (TJ), an Islamic conference held in Nizamuddin Markaz, New Delhi in March. Following this congregation, there was a sudden upsurge in the number of COVID-19 positive cases in several states of India. Many states reported that a major proportion of positive cases were delegates from the ‘Markaz’ congregation and their immediate contacts. Naturally, angry voices in the mainstream & social media were heard blaming the Tablighi, and implicitly the Muslim community for ‘un-flattening’ the COVID-19 curve. Some even accused Muslims of deliberately plotting to spread the disease in the country saying that the Markaz delegates from some states refused to come forward for testing/quarantine as per the government’s advice to health care workers trying to test the Markaz attendees were attacked in some places has not helped assuage this widespread suspicion. 

Countering this blame were voices that criticized the establishment of selectively targeting attendees for testing instead of making testing more widespread. Their contention argued that this led to skewed statistics with a disproportionate number of TJ cases. Fresh from the recent CAA protests, Muslims and their liberal supporters accused the Government and the right wing of aggravating the prevailing atmosphere of Islamophobia in the society. 

In the midst of this melee, what was overlooked was that the TJ congregation is a unique epidemiological opportunity for India to study the behavior of SARS CoV2 infection in the country. 

Let me explain. 

The events surrounding the TJ congregation at the Nizamuddin Markaz in March aren’t very clear. Some reports say that the event was inaugurated on  March 2nd-3rd, and thousands of delegates, and many batches from overseas attended the gatherings.. The annual Ijtema was held between March 13th -15th  and approximately 4500 -8000 delegates (depending on which news you read) attended this event. On March 16th, the Delhi Government ordered that no more than 50 people can gather for any meetings including religious conventions. Following this, and until the intervention of India’s National Security Advisor on March 28-29th, more than 2300 delegates were sequestered at the Markaz, apparently not wearing masks and not strictly practicing social distancing norms. The evacuation of all these delegates from the mosque was accomplished only between March 29th and 31st

Now, this situation is somewhat akin to the Diamond Princess scenario. Markaz delegates were adult men of different age groups and presumably some had comorbidities. Since it was a well-planned conference, the identity and contact details of every delegate is known to the organizers. A bit of investigation into the proceedings of the conference can help understand the type of interaction & contact the delegates had with the others. 

For a moment, let us ignore the number of people each of the infected delegates managed to infect after the conference. Purely focusing on the cohort of primary delegates, we can study: 

1. The rate of COVID-19 infections without social distancing 

2. Among those testing positive, how many were symptomatic & how many will be asymptomatic ‘spreaders’? 

3. What percentage will develop severe infections that require hospitalization? 

4. What will be the death rate? 

5. What are the factors that predict severe infection and mortality? 

Data generated by such a study can give unique insights that can be used to plan the future of the pandemic in the country. Fundamentally, we have to understand that attending a legally permitted religious conference is no crime. Contracting a contagion in the Markaz is no different than contracting it in a Luxury Cruise ship. Stigmatizing Markaz attendees or their contacts is only going to feed the divisiveness. 

On the other hand, volunteering information about going to Tablighi Jamaat Markaz is no embarrassment or blasphemy. Getting tested and submitting to quarantine as needed is a moral obligation of the delegates to their loved ones & society. 

The scientific spirit must trump fundamentalism to protect the human race.

Dr Somalaram Venkatesh is Chief Cardiologist at Aster RV Hospital in Bangalore, India.

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Pandemic State of Mind: Data from Behavioral Telehealth Startup Reveals How We’re Feeling

By JESSICA DaMASSA, WTF HEALTH

“The mental health system was completely broken before COVID. The supply-demand imbalance was wildly upside down. Now, that’s just all exacerbated.”

On-demand mental health startup Ginger has watched usage of their app climb 130% over the last 4-week period. The conversations people are having with clinicians are growing more intense (there’s an internal metric for that) and amid all of this the late-stage startup has re-run its ‘Workforce Attitudes’ survey to find out what’s really going on with the mental health of the employee populations it serves.

CEO Russell Glass dives into some of the findings of that report, which are pretty revealing in terms of understanding how we as a population are dealing with our stress around COVID-19 when we’re seeking professional help with it. Nearly 70% of respondents confessed this was the most stressful period of their career — five times more stressful than the financial crash of 2008 — and there are some surprising differences with how this is all unfolding across gender lines, especially with working from home.

With inbound interest from employers up 4X over the past month, we get Russ’s input on whether or not the demand for telehealth will sustain once the crisis is over and if the temporary regulatory and reimbursement changes will become permanent. Says Russ: “This is like a great experiment of the efficacy of telehealth versus non-telehealth.”

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Health in 2 Point 00, Episode 121 | Takeover Edition ft. Eugene Borukhovich and Jim Joyce

Today on Health in 2 Point 00, we have a digital audience! Eugene Borukhovich and Jim Joyce join us as guests on Episode 121. Jess asks me about a lot of movement in the telehealth space with Medici raising $24 million in a Series B, Tomorrow Health launching with a $7.5M seed round for in-home care, Decoded Health launching an AI telehealth app and IDC Telemed buying Ilum. Also HIMSS launches a new Digital Health Indicator to help hospitals judge their digital health readiness — and don’t get Jess started on their new definition of digital health. —Matthew Holt

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COVID-19 Answers Might Be Just a Click Away

SPONSORED POST

By DAVID LEVESQUE

As more people die every day from COVID-19 (we
were edging towards 20,000 casualties in the U.S. at the time this article was
written), the answers to what a cure could look like are waiting to be
discovered in EMRs and patients’ homes. We have the technology and business
models to turn this data into insights, but we are stalling…  What seems to be the problem?

First this. It’s time to end the illusion that
patients do not pay for healthcare. Whether it is out of pocket, paycheck, or
taxes, U.S. citizens pay for 100% of the healthcare spend. It is indeed their healthcare. It follows logically
from this that patients should be allowed and empowered to lower the cost and
increase the quality of the care they receive. Receiving access to their own
medical records is one important way to accomplish this.

In 2017, when I asked the World Economic Forum
if there is a study on the cost of lack of interoperability in healthcare they
said – “That’s a good idea.”

That was a year after Vice President Biden
sponsored the 21st Century Cures Act to create more interoperability and
patient data access and ownership in the United States. Finally, in January
2020, ONC published their guidance on how to implement and enforce the law.

As the Trump administration uses executive
power to – rightfully – force data sharing between different agencies and
institutions amidst the COVID-19 pandemic, the question remains, who will teach
and empower patients to also be part of this movement? Today, researchers are
struggling to find healthy, sick, and recovered patients for COVID-19 trials.
It does not need to be that way.

Now is the time for true democracy that allows
all stakeholders in healthcare to participate and solve problems quickly and in
an affordable manner. In order for patients to play their role and better not
only their health but others’ as well, they need to have an easy time
accessing, sharing and owning their health records.

A great many actors in the healthcare sector
are still not complying with the law. Proprietary EHR vendors have in the past
locked in a great many doctors, insurance companies and hospitals. The latter
three are now free to cut their shackles but are still not always informing
patients of their rights correctly. Multiple factors are in play here. The
stakeholders might fear scrutiny from patients or sometimes they are really
just stuck in their old ways, doing things a certain way because well… that is
how things have always been done.

At Andaman7 we believe that smart citizens
should take control of their health and healthcare. This entails managing their
own data and spending their healthcare dollars wherever they wish.

Several countries around the world are having their healthcare systems embrace
the data-sharing revolution.  In the
United States, there is support for this move at the highest level of the
federal government, CMS, ONC and FDA.

The bottom line is when patients are empowered
with tools like Andaman7, we can have privacy, precision, and profit while
improving health and financial outcomes for all stakeholders. And since data is
stored on users’ smartphones, patient information is more secure than ever
before.

These are challenging times, there is no question about that. But every crisis comes with a silver lining, and the silver lining of this one is that we are now offered a unique opportunity to accelerate the push towards more efficient and patient-centered healthcare through digital health technology. Let’s not squander the momentum but grab this opportunity with both hands.

David Levesque is head of U.S. business development for Andaman7, a global platform to empower patients and speed up health research.

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THCB Gang: Episode 7, LIVE 1PM PT/4PM ET, 4/30

Episode 7 of “The THCB Gang” will be live-streamed on Thursday, April 30th at 1pm PT- 4pm ET! 4-6 semi-regular guests drawn from THCB authors and other assorted old friends of mine will shoot the sh*t about health care business, politics, practice, and tech. If you can’t tune in live, it preserved as a weekly podcast available on our iTunes & Spotify channels.

Joining me tomorrow will be, Ian Morrison (@seccurve), Grace Cordovano (@GraceCordovano), Michael Millenson (@MLMillenson), Rajesh Aggarwal (@docaggarwal), and our very own Jessica DaMassa (@jessdamassa). We have a range of experts joining us, from venture capital to patient advocacy, so hopefully, the conversation will revolve around updates on COVID19 from different industry perspectives. — Matthew Holt

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Health in 2 Point 00, Episode 120 | Particle Health, AliveCor & OMRON, Compass Pathways and Optum

On Episode 120 of Health in 2 Point 00, Jess asks me about health data sharing company Particle Health raising $12 million in an A round, AliveCor and OMRON partnering in a remote monitoring play for combined EKG and blood pressure monitoring, and Compass Pathways scoring $80 million in a B round for psilocybin therapy for treatment-resistant depression. Also, Optum is reportedly acquiring AbleTo for $470 million which provides behavioral telehealth — looks like they’re slowly putting all the pieces together to become a big virtual Kaiser. —Matthew Holt

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Occam’s Razor and COVID-19 Hospitalization Rates

By JASON Z. ROSE

It’s amazing that the word “medication” is not mentioned in a recent Morbidity and Mortality Weekly Report from the US Centers for Disease Control and Prevention (CDC). The research states that a staggering 90% of people hospitalized for COVID-19 have underlying conditions, including hypertension, diabetes mellitus and cardiovascular disease, all of which require drug treatments for patients to remain healthy.

Yet nowhere in the report is there mention of how
patients can potentially prevent COVID-19 related health decline through better
medication use for their underlying disease. 
Are the COVID-19 hospitalization rates truly caused by the underlying
disease and insufficient use of preventive measures like social distancing? Or
are these underlying conditions unmanaged due to medication optimization issues
placing these patients at higher risk for hospitalizations? 

Medication optimization is how the healthcare system
supports the patient from the initial prescription to follow up and ongoing
review. It aims to improve the safety, effectiveness, and affordable use of
prescribed drugs.

The invisible threat enabling the spread of COVID-19
that no one seems to be talking about is that barriers to medication use are
accelerating infections for these high-risk populations. Buried within the “People Who Need Extra Precautions
section of its website, the CDC states people with high-risk for severe illness
from COVID-19 are “people of all ages with underlying medical conditions,
particularly if not well controlled”. Clearly, optimizing medications is one of
the most important aspects to controlling chronic illness. Optimization
supports patients through medication therapy that aims to improve safety,
effectiveness, and affordable use of prescribed drugs.

Recently, there has been justifiable focus on social determinants of health (SDOH) being the cause of health disparities and poor outcomes. The catchy phrase has been, “It’s not the genetic code, it’s the zip code”. Moreover, US Surgeon General Dr. Jerome Adams recently said, “We know communities of color are particularly at risk for being impacted, because there’s a higher incidence of chronic disease, of diabetes, of heart disease and lung disease, but also because of what we call the social determinants of health, the opportunities that people have to be healthy.”

Certainly, these social circumstances are a material
issue, but what if patients overcame these problems and could take their
medications by evidence-based guidelines; would they really have been as
susceptible to hospitalization and/or mortality?

Pharmacies need to step in and play a bigger role in
this crisis, particularly those that provide pharmacy services to low income,
underserved, disabled and elderly patients. These pharmacists understand social
challenges and how to overcome barriers to health care and drug treatments for
complex populations. 

In ‘normal’ times, just 50 percent of patients with chronic conditions take their medication as directed, and the estimated annual US cost of this impact is an astounding half a trillion dollars. These are not normal times. The radical societal changes of the past few weeks have upended the routines that these high-risk patients rely on for getting their critical medications. As more of our communities face quarantines, social distancing and increased unemployment, nonadherence is likely to get worse.

Hope is not a strategy — we cannot sit and wait for
patients to reach out for help. Health plans have data that can be used to
target patients most at risk. Plans should partner with pharmacies that take a
proactive, data-driven approach and provide high-risk patients with medication
and utilization reviews, improve patient health literacy and use specialized
delivery services to ensure the medications are actually received.

Research has demonstrated that this more holistic approach not only leads to better patient outcomes, but it also reduces medical costs substantially. A study found that just a 1 percent increase in medication adherence among Medicaid enrollees reduces annual medical spend by $7.20 per member.

Occam’s Razor is the scientific principle with the
thesis being, “the most likely explanation for an event is usually the simplest
explanation”. William of Ockham, an English philosopher and theologian, sought
to focus on answering problems using a theoretical razor that trims or shaves
superfluous information.

If he were alive today, Ockham might have stated: “If medications are optimized for high-risk patients with underlying chronic conditions, COVID-19 related hospitalizations would be reduced.”

Jason Z. Rose, MHSA, is CEO of AdhereHealth, a healthcare technology company addressing the estimated $500 billion of unnecessary annual medical costs due to medication adherence issues.

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Lasting Lessons From Health Care’s ‘Money Back Guarantee’ Experiment

Ceci Connolly
Matt DoBias

By CECI CONNOLLY and MATT DOBIAS

When it comes to money back guarantees in health care, it’s
often less about the money and more about the guarantee.

That’s the biggest takeaway shared by two organizations—Geisinger
Health System and Group Health Cooperative of South Central Wisconsin (GHCSCW)—that
separately rolled out closely-watched campaigns to refund patients their
out-of-pocket costs for health care experiences that fell short of expectations.

Both programs started as a way to inject a basic level of
consumerism into a process long bereft of one. In fact, as consumer frustration
over medical costs rise, a money back guarantee has the potential to win back a
dissatisfied public.

But like many experiments in health care, the effort
produced some unexpected results as well. Instead of a rush on refunds,
executives from both systems said their money-back pledge served even better as
a continuous-improvement tool, with patients providing almost instantaneous
feedback to staff who felt newly empowered to address problems.

Call it a welcomed surprise for executives who saw the value
in providing a guarantee between patients and the clinicians who treat them, and
medical and legal staff who were at first leery of the idea before gradually
warming to it.

“People just want an avenue to give us advice,” said Allan Wearing, chief insurance services officer at GHCSCW. “What members want is an ability to tell you in an easy way that their experience was not the best and [the system] needs to fix what’s wrong.”

“We’re doing it.”

Both Geisinger and GHCSCW are sharing what they’ve learned
with an industry that is seen as overtly protective of every dollar that flows
in-and-out of their systems, and that guards against federal and state policies
that may reduce revenue.

In 2015, Geisinger debuted its ProvenExperience program
under then-Chief Executive David Feinberg in a very public way—in front of 500
executives at a client conference hosted by surveying giant Press Ganey. For many
procedures, a patient can simply tap on the Geisinger app and receive a refund
of anywhere from $1 to the full out-of-pocket charge—no questions asked.

“In the beginning, I talked to other health system CEOs and
industry leaders about ProvenExperience and they all said, ‘Don’t do it.’ I
felt really dejected,” Feinberg, who is now an executive with Google Health,
said at the time. “Then I thought about Kodak executives discussing digital
photography. And Blockbuster talking about online video options. Were they also
told ‘Don’t do it?’ That’s when I said to myself, we’re doing it.”

A few years later, after seeing Feinberg present at the
Alliance of Community Health Plans (ACHP), GHCSCW unveiled its own Experience
Guarantee, which was patterned after Geisinger’s but with its own local spin.

“It was clear to us that healthcare has become deaf to the
voice of the consumer,” GHCSCW President and Chief Executive Officer Mark Huth
said. “Patients have complaints about delays, poor communication, dropped
balls, and the response is ‘Oh, sorry. That happens sometimes.’ You would
never tolerate that in your favorite coffee shop or restaurant—they would make
it right or refund your money.”

Huth added: “We knew we had to be better. We had to give
patients a voice and we had to have financial skin in the game.”

Most complaints, Wearing said, focus on communication
lapses. Perhaps a patient waited 30 minutes for a physician who never showed,
or frontline staff miscommunicated the timing of an appointment. Medical
errors, for instance, are not included in the guarantees, and both Geisinger
and GHCSCW have implemented policies that protect against patient-gaming. Available
refunds typically reflect what the patient would have paid out of pocket.

Unlike other quality reporting mechanisms, feedback is
immediate. Complaints go to unit managers and ultimately land on the desk of
Chief Executive Mark Huth, a physician himself. Staff have two days to address
the issue.

Refunds total less than 0.02 percent of revenue

Geisinger and GHCSCW share some of the same DNA—both
integrate the health plan with care delivery for a coordinated approach with
aligned financial incentives. And both are rooted in their communities with
long histories of patient-centered care. So it’s not surprising that both
organizations shared similar results, including that the number of actual
refund requests per patient encounter is low, as is the average refunded
amount.

At Geisinger, about 30 to 50 patients each month request a refund. For perspective, Geisinger counts about 1.7 million outpatient visits per year. Simply by sheer size and scale Geisinger’s numbers are higher than GHCSCW. Through 2018, Geisinger has provided refunds of more than $585,000, or less than 0.02 percent based on systemwide revenue of about $3.3 billion, according to its audited 2019 financial statements. It’s also telling that Geisinger consistently ranks in the Top 10 percent in Press Ganey patient experience scores.

At GHCSCW, 255 total
refund submissions were made over a one-year period, from September 2018 to
September 2019, which breaks down to about 1 in 1,000 patient encounters. GHCSCW,
largely centered around Madison, Wis., provides specialty and primary care to
about 80,000 members. The average refund was $46.02, which is in line
with the average copay. All told, GHCSCW has refunded patients about $5,000
since the program’s launch in 2018, or roughly about 0.5 percent of money
collected through copays and other out-of-pocket costs.

Importantly, Geisinger and GHCSCW launched these programs at
a time when public outcry over health care costs is rising. Americans continue
to cite concerns over the cost of care even as elected officials and policy
makers at the federal and state level are at odds on how to tame rising costs.

While health care costs continue to be top of mind, the
quality of care patients receive tracks a close second. Increasingly health plans
and provider groups are putting a premium on patient experience measures, which
can now count as much as 25 percent of a physician’s overall performance score.

An opportunity for near real-time feedback

“What started as ‘skin in the game’ has become a rallying
cry,” Huth said. “We believe so much in our ability to provide an exceptional
patient experience that we offer an Experience Guarantee.  It has really
united our staff.”

While the process to stand up money-back guarantee programs
is not painless, the resulting data should allay  concerns typically raised by chief financial
officers, physician leaders and compliance executives who may worry about  promoting a program that can  impact the 
bottom line.

“The whole process is one of learning,” Burke said. “We’re
trying to get everyone on board to see things through the patient’s eyes. The
refund, more or less, is just putting some skin in the game.”

Four key lessons to keep front-and-center when offering a
money-back guarantee

  • Buy-in
    from top executives is key.
    The impetus to move forward at both GHCSCW and
    Geisinger was driven by the top bosses themselves. In Geisinger’s case, the
    program remained even after Feinberg’s exit. Executive leadership is critical
    to keep momentum from lapsing. Dr. Jaewon Ryu, Geisinger’s former chief medical
    officer who was named the system’s new chief executive in 2019, touted the
    program in an interview with Modern Healthcare. “We’ve heard tremendous
    feedback,” he said, adding that it “changes culture because now all of a sudden
    you’ve put a guarantee out there, and I think the staff are all laser-focused
    on making sure that the experience is a good one.”
  • Expect pushback from all the usual places.
    At GHCSCW, leaders had to overcome concerns from physicians, financial officers
    and, expectedly, compliance. “We spent months trying to get terms and
    conditions right,” Wearing said.
  • Put an experienced project manager on the
    job.
    The idea of a money-back guarantee in health care is novel enough. Successfully
    anticipating what it would actually mean in practice proved even more daunting.
    The team at GHCSCW identified 84 items on its project task list that it had to
    work through before it could launch its program.
  • Technology can be revealing. GHCSCW created
    its MySmartCare app, which serves as a portal for members to file and process
    complaints. “On that app it says, if there’s something with your experience at
    GHCSCW, just tap the app and tell us what your issue was,” Wearing said. The
    key: When someone files an issue, it goes to GHCSCW’s member services
    and—importantly—is seen by Huth, the CEO, and other senior leaders. Member
    services has two days to report back how the issue was resolved.

Where to next?

Since the launch of these consumer-friendly programs, few
other health systems have followed suit in such high-profile ways. But that
could change, especially as health plans begin to warm to more tools designed
with the consumer in mind, such as cost-estimator applications that make
spending more predictable and “shoppable.”

Both Geisinger and GHCSCW say that the goodwill and trust
built among plan members—and the public broadly—outweigh what they returned in
monetary refunds. That, too, could begin to tip the competitive advantage to
those organizations that follow a similar path, providing a keen differentiator
in the market.

Standing up a money-back guarantee has its challenges, but with a clear nod to making health care more consumer-friendly, it may be worth the risk.

Ceci Connolly is president and CEO of the nonprofit Alliance of Community Health Plans, a national consortium of 25 nonprofit health organizations, and a former national health correspondent for The Washington Post.

Matt DoBias is Associate Director, External Affairs of ACHP and a former health care reporter for Politico and Modern Healthcare.

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Australia Healthcare Market: Telehealth, Digital Health Expected to Boom Post-Covid19 | WTF Health

By JESSICA DaMASSA, WTF HEALTH

As healthcare systems around the world grapple with the coronavirus, ‘virtual-first healthcare’ is fast becoming the global response of private and public healthcare systems alike. In Australia, the federal government recently committed to investing $500M to built out its country’s ‘virtual-first’ healthcare infrastructure, so we caught up with Louise Schaper, CEO of the Australasian Institute of Digital Health (AIDH), to find out what that means for telehealth, remote monitoring, and digital health companies looking to capitalize on the market opportunity in Australia.

With a population of 25 million people (roughly the number of people in Florida) and a set of newly-minted reimbursement codes that makes telehealth available to all of them via the government-funded public healthcare system, the appetite for investing in new health tech solutions has grown ravenous.

Says Louise, “Anyone who has solutions that are already market-tested and approved, I’d actually expand your networks globally now. There’s not a section of the globe that hasn’t been impacted by [covid19] and we’re all needing to work out how to deliver healthcare differently.”

As in other parts of the world, the government codes reimbursing telehealth and other virtual-first services are temporary (Australia’s are set to expire September 30, 2020), but organizations like the AIDH, the Australian Medical Association, and others are advocating for their permanence and are optimistic.

The prevailing sentiment is that, like in the US, the benefits of virtual care to healthcare consumers and clinicians are going to be difficult for the government to ignore. Add to that the potential of linking virtual care to the Aussie government’s AUD$2 billion dollar build of its MyHealthRecord system — a centralized, cloud-based EMR that holds the healthcare data of 90% of all Australians — and the prospect grows even more appealing.

Join us as we talk through the basics of the Australian healthcare system and get an insider’s look at the demand for digital health, remote monitoring, and telehealth Down Under.

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Hiding Our Heads in the Sand

By KIM BELLARD

There are so many
stories about the coronavirus pandemic — some inspiring, some tragic, and
all-too-many frustrating.  In the world’s supposedly most advanced
economy, we’ve struggled to produce enough ventilators, tests, even swabs, for
heaven’s sake.  

I can’t stop thinking
about infrastructure, especially unemployment systems.

We’d never purposely shut down our economy; no nation had.  Each state is trying to figure out the best course between limiting exposure to COVID-19 and keeping food on people’s tables.  Those workers deemed “essential” still show up for work, others may be able to work from home, but many have suddenly become unemployed.

The U.S. is seeing
unemployment levels not seen since the Great Depression, and occuring in a matter
of a couple months, not several years.  As of this writing, there
are over 22 million unemployed; no one believes that is a complete count (not
everyone qualifies for unemployment), and few believe that will be the peak.

Many unemployment
systems could not manage the flood of applications.  

It’s not surprising.  Any system might struggle to handle such sudden increases in volume.  Some seemed purposefully intended to fail (that’d be you, Florida!).  Not having robust enough systems might have seemed a viable political strategy when unemployment was low, but less so with such widespread unemployment.  

The word that has been repeatedly used to describe unemployment systems is “antiquated.”  Many are still mainframe systems based on COBOL, dating as far back as the 1960’s.  COBOL was a very popular language in its day and is still in widespread use, but it is not the language of choice in modern systems.  It’s hard to even find COBOL programmers anymore.  

New Jersey Governor Phil Murphy lamented: “We have systems that are 40 years-plus old, and there’ll be lots of postmortems.  And one of them on our list will be how did we get here where we literally needed COBOL programmers?”  Cybersecurity expert Joseph Steinberg told CNN: “Governors should not have to think about computer systems during a pandemic, and we should have systems that if there are emergency situations, should not make the emergencies worse.”  

Amen to that.

And, let’s be fair: it’s not just state unemployment systems dependent on COBOL; many key federal systems are as well, including some used by the IRS, HHS, Treasury, and DoD, not to mention many banking systems.  The systems needed to produce those promised stimulus payments and small business loans are not easily adapted.  Former IRS Commissioner John Koskinen told The Washington Post: “The IRS systems are still hard-coded.  It’s not just a keystroke to go into the code and make the change and hope you’ve made it correctly.”

There had been precious
little money spent on upgrading the systems to more modern architectures, or
even to retaining the programmers who could keep them running.  When
making budget decisions, it often seems like there will always be time to
modernize…until there isn’t.  Like in a pandemic.

Michele Evermore of the National Employment Law Project told Vox: “It’s really not a sexy item to fund UI [unemployment insurance] administration.  The only times any improvements have ever happened with UI has been because a recession exposed holes in the coverage.”  We’ve found the holes now, and they are big ones.  

But we should not be
surprised.  We’re a nation that likes to push its problems into the
future.  All that emergency COVID-19 spending?  Trillions of dollars
of deficit spending, on top of existing annual trillion dollar deficits,
deficits that some future generations will have to deal with.  

We’re a nation that tends to underfund public pensions, at the local, state, and federal levels.  We’re a nation whose infrastructure — e.g., roads, bridges, railroads, dams, water and sewer systems– is rated D+ by the American Society of Civil Engineers.   And, as the COVID-19 pandemic is making so very evident, we’re a nation that has been extremely shortsighted in funding public health.

new report from the Trust for America’s Health minces no words.  President and CEO John Auerbach charges:  

COVID-19 has shined a harsh spotlight on the country’s lack
of preparedness for dealing with threats to Americans’ well-being.  Years
of cutting funding for public health and emergency preparedness programs has
left the nation with a smaller-than-necessary public health workforce, limited
testing capacity, an insufficient national stockpile, and archaic disease
tracking systems – in summary, twentieth-century tools for dealing with
twenty-first-century challenges.

Similarly, Julie Bosman and Richard Faussett warned in March: “A widespread failure in the United States to invest in public health has left local and state health departments struggling to respond to the coronavirus outbreak and ill-prepared to face the swelling crisis ahead.”  The Association of Schools and Programs in Public Health claims we have a shortage of 250,000 public health workers — you know, the kind of people we need now to do hot spot analysis and contact tracing.  

Tom Frieden, formerly of the CDC, warns: “We need an army of contact tracers in every community of the US to be ready to find every contact and warn them to care for themselves and stop spreading it to others.”  Unfortunately, as Brian Castrucci of the de Beaumont Foundation told Time: “We waited until the house was on fire before we started interviewing firefighters.”  

Oh, now we’re seeing why we need to invest in public health.  Now we see why we need to invest in better UI systems.  Now we see why things like the federal emergency stockpile and the Defense Production Act are important.  It’s not like we didn’t know that pandemics could happen and how devastating they could be; we just chose to not be prepared.  

We’ve been hiding our
heads in the sand.

We’ll get through this
pandemic.  Not all of us, and not without too many of the rest us
suffering in many ways.  We’re told that we’re probably not going back to
“normal,” at least not anytime soon, that we’ll have to adjust to a
“new normal.”  I just hope that the new normal includes a more
clear-eyed perspective on being prepared for when pandemics and other
catastrophes do strike.   

We may never be fully prepared for when emergencies do hit, but we certainly can do better than we’ve done so far with this one.  

Kim is a former emarketing exec at a major Blues plan, editor of the late & lamented Tincture.io, and now regular THCB contributor.

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