So where would patients go if their community hospital closes? Ideally to one that is much better and specialized at the type of care they need. Dr. Cosgrove said hospitals must give up the notion that they can be all things to all people, and we must recognize that hospitals were born in a time when their functions and means of transportation were quite limited. “Now we have great transportation and very sophisticated things you can do in a hospital,” he said. “So move the patients to the place.”
Cleveland Clinic is the poster child for this, as people from across the country travel to the Midwest town for cardiothoracic surgery.
Mr. Bush said Cleveland Clinic has mastered this surgery to such an extent that “there are not enough hot dogs in Cleveland to get all the hearts to Cleveland Clinic.” He said Mr. Cosgrove essentially went to large, self-insured employers and said, “‘Listen, I actually do a lot of these [heart surgeries], I mess them up less and I got some capacity. I’ll fly them in and do it for less than it’s costing you to do them in the community hospital two times after you fix the first one.'”
And finally, Dr. Cosgrove talked about the way Cleveland Clinic treats its 3,200 physicians. “As far as I know, we’re the only hospital system in the country that has one-year contracts and annual professional reviews for the physicians,” he said.
The system is serious about both: Last year 8,000 man hours were spent on physicians’ professional reviews, and some one-year contracts were not renewed. “We expect productivity, and if somebody is not producing in whatever their obligation to the organization is, they may not stay with us,” said Dr. Cosgrove. Cleveland Clinic also force ranks physicians in a transparent way, so everybody knows who is best, average and below average. “We force rank them into top 10 percent (who we should celebrate), the middle and the bottom, who we should either move up or out.”
Move up or get out; get better or get gone: That’s the type of language healthcare needs more of. For all the talk about patient-centered care, compassion and “first do no harm,” this industry has a tendency to exert extra compassion on itself rather than functioning more visibly like a business driven by forces like any other.
The thoughts mentioned above aren’t pretty, but bright minds are talking about them with urgency and excitement. Closing hospitals, firing doctors, hanging up on calls for donations: It sounds reprehensible, except it’s not at all. It’s the new reality. It used to feel crass to talk about healthcare with business lexicon, but it’s getting easier and easier by the day. This isn’t good news to hospitals that have been asleep at the wheel, masking their faults with do-gooder hyperbole about their missions. People may not have much patience for that fluff too much longer.