In our previous two posts, we looked at the overall decline in primary care physician productivity from 2002 to 2016, and the sharp uptick in capacity for medical sub-specialists during that same time period. For our final installment of this three-part series on the trends in physician productivity, our attention turns to surgical sub-specialties.
In our last post, we demonstrated the overall decline in primary care physician productivity from 2002 to 2016. The decline has yet to rebound for Family Medicine, Pediatrics and Urgent Care while Internal Medicine and OB/Gyn have seen sharp upticks in productivity in the last several years. This week’s focus is on the medical sub-specialties.
In our work helping clients across the country determine the number and type of physicians they need to be successful, physician productivity is a key factor. We have been closely tracking the market forces that impact productivity, as well as the resulting level of ambulatory encounters on a per specialty basis. This week’s focus is on primary care.
We would like to announce that Brittany Foreman has accepted a new position with Baker Botts in the Houston office, and we extend our warmest congratulations. Baker Botts is a global law firm with 725 attorneys practicing in 15 locations. Brittany will manage all digital communications for Baker Botts across all of its locations.
I was in an E-Strategy Committee Meeting at Wellmont Health System on Monday evening when a physician asked a straight-forward question: “What percentage of patients do not have their own primary care physician?” I told him that I was not sure, but that I would find out. So, this week we surveyed just over 3,000 consumers as to whether or not they had their own primary care physician.
Over the past few months, we’ve been noticing some trends in our conversations with our clients. There are three consistent conversations that continue to pop up. The first is about tightening budgets in direct proportion to the uncertainty around healthcare reform. The second is a desire to revisit their Provider Development Plan more often than every 3 years. Finally, clients (and us) are concerned that relying on a Community Needs Assessment for 3 years is not defensible, if need be. In response, we have developed, and are now offering, a subscription service to Provider Development Planning.
With disruptive companies like Amwell, Teledoc, American Well, MDLive, Care Vital and dokita247 offering consumers access to a physician 24 hours a day, from any location in the world, as long as the patient has a computer, tablet or smart phone, we wanted to test to what degree they pose a threat to our clients’ primary care base. So, we surveyed a little more than 3,000 consumers to understand their perspective.
We asked a simple question: “For the same price, who would you prefer to see? 1) Your Doctor at his or her office, 2) Any Doctor via your computer or skype, 3) Any Doctor via your tablet/facetime or 4) Any Doctor via your phone/facetime.”
We at 3d Health have long been interested in the role of the consumer within healthcare – we were the first firm in the country to incorporate patient access results into our Provider Development Plans and we have surveyed thousands of consumers to better understand their perspective on particular topics. Now, we are rolling out our Consumer Strategy Practice to our clients and the industry.
Over the past two weeks we have discussed the evolution of both television and healthcare, and what seems to be the missing consumer revolution within the latter. Republican Senators Bill Cassidy and Susan Collins introduced the Patient Freedom Act on Monday as a replacement bill to the Affordable Care Act. In addition to block grants to the states, the bill calls for pre-funding individual health savings accounts (HSAs) from tax rebates. The HSAs are then coupled with high deductible, catastrophic health insurance.
Basically, some patients would have their own HSA (pre-funded by their tax rebate) and would decide when, how and where they spend their healthcare dollar. Structurally, if anything can spur consumerism in healthcare, this is probably it. So, let’s imaging that a disruption on the scale of Netflix occurs within healthcare, what will consumers demand?
We believe that in the coming wave of consumerism, patients’ demands will center around five elements:
Last week we examined the evolution of television, with a particular focus on benefits to the consumer. This week, we are going to consider the history of hospitals and health systems.