Shortly before Thanksgiving, Governor-elect Tim Walz and Lieutenant Governor-elect Peggy Flanagan made multiple announcements regarding their transition efforts and leadership team. First is the One Minnesota Transition Advisory Board that will advise the administration on a number of things, including filling roles in the administration and putting together the state budget. Lieutenant Governor-elect Flanagan will lead this 30-person board, which includes people from many different racial, geographic, and industrial backgrounds. The full release can be found here.
The incoming Walz/Flanagan administration also announced a team that will lead the process of appointing Commissioners and other leaders of the various state agencies. The Executive Director of this team is Kristen Beckman; she will lead a group of eight others in this effort. You can read the announcement here. Additionally, Governor-elect Walz announced that Chris Schmitter would be his incoming Chief of Staff and also helping with the transition.
The new majority in the House of Representatives unveiled its committee structure and chairs shortly before Thanksgiving as well. Speaker Melissa Hortman announced the House will have 34 committees, subcommittees, or divisions in the 2019-2020 legislative session, up from 29 in the previous biennium. Additionally, all finance committees are structured as divisions of the Ways and Means committee, rather than stand-alone committees. Chairs of note include:
View the full list here.
Vice-chairs and full committee assignments will be announced at a later date.
As part of the Department of Health and Human Services (HHS) effort to increase the use of value-based care arrangements, it solicited comments on new safe harbors and other reforms to the Anti-Kickback Statute (AKS). The AKS is one of the primary obstacles to the development and use of value-based arrangements (VBAs). HHS was specifically looking for ways the current statutory regime inhibits the development of these arrangements and what changes or additions need to be made to make them easier to enter into.
Medical Alley Association submitted a comment in response to this request, the full text of which can be found here. Our comment focused on three things: First, eliminating barriers to care coordination and VBAs; second, increasing the use of remote patient monitoring through the modification of current, or the creation of new, safe harbors in the AKS; and third, ensuring safe harbors exist for the proper adoption of necessary cybersecurity upgrades.
Medical Alley Association members have always been at the forefront of healthcare delivery and the movement to value-based care is no different. We look forward to continuing to work with HHS, CMS, and other state and federal agencies, bringing the expertise of our members to the development of policy that improves quality of care and outcomes while reducing costs for patients.
Earlier this year, the Department of Health and Human Services (HHS), requested feedback on their idea to put together a working group designed to improve communication between HHS and the health innovation and investing communities (see Medical Alley Association’s comment here. In late September, HHS announced the formation of the Deputy Secretary’s Innovation and Investment Summit (DSIIS). This Summit will focus on emerging innovation opportunities and whether public policy is accelerating or hindering this innovation during their quarterly meetings.
This past Wednesday, ahead of the DSIIS’ first meeting on December 18, HHS Deputy Secretary Eric Hargan announced who had been chosen to be core participants of the DSIIS. Jim Rogers, Chair of the Department of Business Development at Mayo Clinic and Medical Alley Association Board Member, was among those chosen for the Summit (you can find the full list of contributors here. Medical Alley Association is proud to have recommended Jim for this role and are excited to have his expertise on this important group in Washington, D.C. Congratulations to Jim; we look forward to working with you in this endeavor!
Global Kinetics Corporation’s PKG® Smartwatch Provides Clinically Meaningful Improvement in Parkinson’s Disease Symptom Assessment, Management and Medication Optimization, As Well As Projected Per Patient Cost Savings
6 Questions is a new interview series with Medical Alley leaders on the future of healthcare. Medical Alley Association’s membership includes leaders in healthcare delivery, payment, technology, and policy, which gives us – and in turn, you – access to diverse perspectives on how healthcare is changing and what lies ahead.
Medical Alley is the global epicenter of health innovation and care; 6 Questions, is meant to share insights and spark discussion. If you have a perspective on the future of healthcare, feel free to share it by reaching out to Frank Jaskulke, Vice President of Intelligence at email@example.com
This interview with Kyle Rolfing, President & Co-Founder of Bright Health, has been lightly edited for clarity and length.To see more, click the button below.6 Questions Series
Both, and the key to both reigning in costs and improving outcomes will be addressing waste and redundancy. That’s one of the things we’re most proud about at Bright Health. Addressing waste and redundancy is at the center of the Bright Health Care Partner Health Plan model. By partnering with one health system per market, we are able to streamline the process of approvals and referrals, reduce duplicate and/or unnecessary testing, and ultimately enhance our providers’ ability to deliver coordinated care across their systems. This next generation health plan cuts down on time and money while also delivering better healthcare.
In any other industry, value is defined by the consumer. In healthcare that hasn’t been the case for a long time. Consumers should be defining value in healthcare like any other industry, and we are beginning to see a shift in that direction.
For example, we know that affordability is a huge issue for consumers and healthcare is simply not affordable for many of them. In addition, for the cost they are paying, they expect to have high quality, convenient service, and our fragmented healthcare system is a long way from delivering that. But there are signs we are headed in the right direction – finding ways to provide high-quality, more affordable healthcare to the majority of hard-working Americans is our priority #1 at Bright Health.
The biggest “blind spot” is the lack of focus on the consumer as the customer. The fee-for-service relationship between payers and providers results in fragmented care that treats pieces and parts rather than the whole person.
Value-based care, which is the goal of the Bright Health model, does treat the whole person, optimizes health outcomes and is critical to redefining the system as consumer-centric.
This answer is the same as above, and it captures why Bright Health is pioneering a new Care Partner Health Plan model. By working with one health system in each market, we remove the friction that has traditionally existed between payers and providers, resulting in an integrated, streamlined experience for the consumer.
Talent is the most important factor in success. Our decision to be headquartered in Minneapolis was intentional because of the immense healthcare talent that exists here. Minnesota has healthcare industry leaders like Medtronic, Mayo Clinic, United Healthcare, and Boston Scientific, among others. In addition, you have companies like General Mills and Target who are at the intersection of healthcare and the consumer. Given the focus of our company – on providing the best consumer healthcare experience – we think being able to draw from these talent pools has been a huge contributor to our early success.
Speed. We have been fortunate with the great talent we’ve been able to attract as well as the strength of our Care Partners. This combination has allowed us to prove that our model works out of the gate. As a result, we’ve been able to attract top investors and have access to plenty of capital: we expanded from 1 market to 3 in the first year and are adding 12 new markets this year. But we really want to get this solution out to as many consumers as quickly as we can because we know it’s so needed in the marketplace.
Learn more about Bright Health by visiting their website at brighthealthplan.com
Attend the November 6th Leading the Conversation: Value-Based Care, taking place at The Hutton House in Minneapolis, MN.Learn More & Register
Everyone experiences illness, whether it’s a chronic condition, a mental state that keeps someone from feeling their best, or just a common cold, we all know what it’s like to be laid low for a while. But what does it really mean to be healthy? Is it just the absence of illness or is there something more?
The inaugural MANOVA Summit, held at the Minneapolis Convention Center in early October, challenged attendees to think of health as a positive, active state rather than simply the opposite of being sick. Dan Buettner, author of the New York Times bestselling Blue Zones, and Gil Penalosa, founder and chair of 8 80 Cities, opened the conference by reflecting on how the safety of biking and walking around cities affected all-cause mortality rates and the importance of making the healthy choice the easy choice, themes echoed by a number of speakers including former White House Chef Sam Kass and Dr. Robert Brook of the RAND Corporation.
Health, in this thinking, is more than BMI, blood pressure, or pulse rate, it includes how integrated you are into your society, how much physical activity you do in your day-to-day routine, and what food is easily available to you.
The reality of modern healthcare is that it now sits squarely in the realm of public policy, which came to the fore with a spirited debate between Mary Matalin and James Carville, moderated – or refereed – by CNN’s Michael Smerconish and an inside look at the past and future of the Affordable Care Act from healthcare.gov architect Andy Slavitt. While the national policy aspect of healthcare was paid its due, nearly everyone who talked about that topic also pointed out that, for the vast majority of people, care is experienced on a far smaller, more local level. Said Slavitt: “No matter where people thought they stood politically, the need to take care of their families superseded any politics.”
Healthcare is an ever-growing field, but the changes are coming faster than ever. U of M Professor of Pediatrics Dr. Michael Pitt told the crowd that by 2020 the amount of medical knowledge in the world will double every 72 days, adding that at that rate “we can’t teach what to know, we have to teach how to know.” He cited major changes to the way the University advances pediatricians through the program as a model for how medicine may well be taught in the future: Training physicians to be rigorous, to use the available resources, but above all to be empathetic.
Each of day two’s four tracks helped give participants a glimpse into one aspect of healthcare’s changes, from the makeup of the labor force and what venture capitalists must do to uncover the next game-changing companies to how genetic advancements will change how treatments are personalized and how companies can work together to provide more good together than either one of them could do alone.
Medical Alley showed well during the Summit, from the local politicians that came to greet participants – Senator Amy Klobuchar, Governor Mark Dayton, and Representative Tom Emmer – to the companies that presented and showed the innovative solutions to a wide range of problems being developed here in Medical Alley. The state itself showed well, with participants raving about the friendliness of the locals, the ease of movement around the city, and the wealth of talent present in the community.
Minnesota is a leader in healthcare: a leader in medical devices, a leader in innovative models of care, and a leader in medical education. But as the definition of health changes, the legendary medical community here must change, too. We must be willing to embrace new ways of affecting the social determinants of health, to bring new voices into the healthcare conversation, and to never rest on the laurels of the healthcare legacy that has led to this place.
While MANOVA presenters may have come at the problems facing healthcare from numerous directions, on two points there was unanimity: One, there is a tremendous amount of work to be done and two, if we take on a spirit of collaboration and bring – as Dr. Paul Friedman of the Mayo Clinic called for – “a union of good-willed men and women from a variety of organizations” to bear, we can solve any problem put before us.
MANOVA was born of that collaborative spirit and, with a tremendously successful first year in the books, we’re confident it will live up to that purpose. Thank you to everyone who came and added their voices and ideas to the conference; we can’t wait to see you all again next year!