President Trump announced infamously in early 2017 “Nobody knew
health care could be so complicated.” Yet, it shouldn’t take a rocket scientist
to understand how complex a health care delivery system (and this nation’s in
particular) can be. This is a stew of health plans, insurers, pharmacy benefit
managers, physicians, other clinicians, hospitals, health systems (public and
private), drug and device manufacturers, and other suppliers that don’t always mesh
well. Their incentives are extremely different, and their relationship to patient
outcomes and public or population health in general, are well, let’s say it—complicated.
Think of it in the following way. Elon Musk’s brainchild, SpaceX, went through extensive
development before coming up with a rocket that could lift off from the launch
pad. It took numerous attempts to actually reach Earth orbit and complete the overall
goal of returning the booster stage to a recovery site intact for reuse. Many
have seen the brilliant,
colorful explosions of NASA’s attempts in the late 1950s and early 1960s to
prepare one of the military’s missiles as a launch vehicle.
A different example is Mr. Musk’s current troubles in mass
producing his Tesla Model 3 electric
cars. Tesla has been dealing with numerous obstacles and glitches. Production
is currently a fraction of what Mr. Musk predicted and investors expected.
However, given time and capital (which is not a given), few doubt that he will
succeed.
Are We Confident We Can Fix Health Care?
People often say, “It’s rocket science” when describing something
that is incredibly difficult to understand, manage, and/or overcome. But rocket
science, like car manufacturing, is based on engineering problems, mechanistic
solutions, and the laws of nature. In fact, rocket manufacture, operation, and
mission success has been achieved repeatedly because although individual
problems do arise, they are eventually overcome.
We have confidence that eventually, the production of electric
cars, orbital and interplanetary vehicles, and even efficient use of renewable
energy will occur. These are scientific and engineering problems; it may take a
while but collectively, we believe the problems will be conquered.
How many of us can say the same thing about our muddied,
muddled health care system? Health care is a messy business that is confounded by
human behavior, access issues tied to socioeconomic factors, unpredictable flaws
in human physiologic function, and our own self-inflicted constructions (e.g.,
health plans, pharmacy benefit managers, and odd benefit designs) to address
them all. Although we may have some confidence in the ability to reach limited
and incremental goals, cost-effective, high-quality health care for all our
citizens remains a distant, uncertain dream.
We have been trying to fix the US health care delivery system
since the HMO Act was signed in 1973. Numerous attempts have been made to address
increasing costs (with very limited success) and improve quality. A rocket
scientist wouldn’t want to touch this problem (nor would a brain surgeon—Ben Carson
is attempting to lead the Department of Housing and Urban Development, not
Health and Human Services).
Good Bets, Bad Bets, Sad Bets
We have made significant gains in increasing care access and
reducing the number of uninsured. This has largely been achieved through the Affordable
Care Act and Medicaid expansion. Yet, political efforts to strip away the
ACA threatens to add millions of Americans back onto the rolls of the
uninsured.
Nonetheless, we’ve place various bets in several areas over
the decades. For example:
- Value-based care (/value-based insurance design/value-based purchasing)
- Capitation
- Primary care gatekeepers
- Implementation of electronic medical records
- Greater use of technology (including “big data” and diagnostic testing)
- Emphasis on quality reporting (NCQA, MIPS/MACRA)
- Access to biosimilars
- Direct contracting with providers
Perhaps we should have bet more heavily in some of these
areas, and others, like biosimilars, are not nearly fully evolved. Yet, the
problem remains. Medical expenditures continue to rise at multiples of the consumer
price index. True competition does not exist at the practice or hospital level.
Nor does sufficient competition exist in most parts of the country at the
health plan level. The concept of value-based care has
been around since at least 1995. In 2018, we’re still struggling mightily to prove
the value of the care we purchase, as well as institute broad-based value-based
purchasing of care.
Mediocrity at High Cost
The US health system has not distinguished itself as the
best in the world, only
the most expensive. Our quality metrics in many important areas are
mediocre compared with those of other advanced countries. Further attempts
to measure quality have resulted in push back from providers on data reporting
(witness the recent
MedPAC recommendations to stop MIPS in its tracks). Pharmaceutical scientists
have made great strides in effectively treating life-threatening diseases, but
the costs of these therapies challenge the system’s ability to afford them for
patients in need.
Forty-five years after attempting to “fix” the health care
system, our cost problems have only deepened. The system has become so
complex that no ordinary system can understand it (much less rocket
scientists). Further engineering a broken system, which rarely responds as
intended to repair efforts, should no longer be considered a reasonable response.
Drastically simplifying the system, with consumers choosing among competing
doctors and hospitals for their routine and urgent care, is.