Social distancing doesn’t cause recessions – pandemics do

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

We’re almost a month into social distancing in our collective effort to reduce the spread of COVID-19. It’s working; models indicate we’ve likely already prevented hundreds of thousands of deaths. But the economic effects of social distancing are tough. Though we haven’t met the official definition of a recession yet, simply because we haven’t been at this long enough, no one doubts that we are in a recession, if not an outright depression. The 22 million unemployment claims in the U.S. since early March are at levels that dwarf even the 2008 Great Recession.

So, naturally, even though public support for continued social distancing remains high, we’re hearing calls from some to relax restrictions. Small protests have broken out in Ohio and other places. Politicians are clearly spooked by the impending decision on when to “re-open the economy,” as some call it. And even though it is easy to make fun of some of their responses to questioning, the decision to relax social distancing in the hopefully near future will clearly be based on some combination of instinct and data. The best data we have on the topic seems to come from more than 100 years ago, during the 1918 influenza epidemic.

Economists Sergio Correia and Stephan Luck of the Federal Reserve and Emil Verner from MIT recently tried to apply lessons learned from the 1918 “non-pharmacologic interventions” for influenza (what we’re calling “social distancing”) like closures of schools, theaters, and churches; restriction on public gatherings and funerals; quarantine of suspected cases; and restricted business hours, to our current situation.

They came to two conclusions: First, areas that were more severely affected by the 1918 Flu Pandemic saw a “sharp and persistent decline” in economic activity. This is no surprise. We’ve seen the devastation COVID-19 has wrought in northern Italy and New York City. Second, the economists concluded that early and extensive use of non-pharmacologic interventions like social distancing had no independent adverse effect on local economic outcomes. Rather, cities that intervened earlier and more aggressively experienced a relative increase in real economic activity after the pandemic was over compared to other cities.

In other words, these three economists concluded that it was not social distancing that caused the most economic pain in 1918. It was the disease.

You can see the relationship between non-pharmacologic interventions and economic activity in the figure below. The green dots are cities with early, aggressive social distancing. The red dots are cities with late or low-intensity social distancing. The vertical axis is the change in employment over the four years before and one year after the pandemic. The horizontal axis is the mortality rate. What the best-fit line shows is that cities that intervened early and aggressively not only experienced more economic growth over time, but also, in most cases, had far lower mortality rates.

social-distancing-effectiveness-graph.png

The United States is not a manufacturing economy today like it was 100 years ago, and these numbers look primarily at manufacturing output, which fell 18% during the influenza pandemic. The U.S. is primarily a service economy now. If that strikes you as a weakness of their analysis, the authors also looked at bank assets over the same time period, according to the intensity of the non-pharmacologic intervention (left; [e]), and the speed of the intervention (right; [f]):

graph-of-economy-growth-following-social-distancing.png

 The cities that intervened earliest and most aggressively were much more likely to experience an increase in wealth through the time of the influenza pandemic.

What lessons can we learn from 1918? We need to take the long view. Social distancing hurts now. Unemployment of 25% or even 30% is unprecedented in the last century, and we need strong actions by federal, state, and local governments, along with good work from charities and non-profit organizations, to get us through the hardest part of this pandemic. But we need to be very, very careful about when we relax social distancing. Many projections, like this one from Morgan Stanley, are already taking into account a “second wave” of infections this fall:

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 That second wave of infections is likely avoidable if we do the right thing now.

This paper, nor this blog post, have been peer reviewed. We at KBGH would love to know your thoughts on how and when we should modify social distancing for COVID-19.

When can your employees return to work?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

As of the writing of this post, Kansas has 1,106 confirmed cases of COVID-19, enough cases that either you or someone you know likely knows an infected person. This, in turn, means many of us have been potentially exposed. Given the need for certain “critical infrastructure” workers to return to work after an exposure, CDC has released new interim guidance on returning to work. Keep in mind: this interim guidance does not apply to people who have been diagnosed with COVID-19; it applies only to people who have been exposed to someone with COVID-19 without proper personal protective equipment but has not been diagnosed with the disease.

In short, the CDC guidance statement says that exposed critical infrastructure workers—sixteen categories including law enforcement, 911 call center employees, fusion center employees, hazardous material responders, janitorial and custodial staff, and vendors in food, agriculture, critical manufacturing, informational technology, transportation, energy, and government facilities—can continue to work as long as certain conditions are met:

  • Employees’ temperatures should be taken and symptoms assessed before work resumes

  • Employees should regularly self-monitor for fever or symptoms, and if employees develop symptoms, they should not work

  • A face mask should be worn for 14 days since the most recent exposure, although there is evidence to support more widespread use, and this is reflected in a second CDC recommendation

  • Employees should maintain six feet of separation from one another if possible

  • Work spaces, particularly commonly touched areas, should be regularly cleaned and disinfected

If you are unsure whether your workforce belongs to a category within critical infrastructure, guidance can be found on the website of the Cybersecurity and Infrastructure Security Agency within the Department of Homeland Security.

If you or an employee has been infected and was symptomatic (that is, not an asymptomatic carrier), CDC recommends one of two strategies to determine when to discontinue isolation and potentially return to work. Keep in mind these strategies take into account only the potential transmissibility of the virus and not the physical wellness of the infected patient. That is to say, just because someone is no longer contagious may not mean she is well enough to return to work:

1. A time-based, non-test-based strategy:

Persons with symptomatic COVID-19 who able to care for themselves at home may discontinue isolation if they meet all three of these conditions:

  • At least 7 days have passed since their symptoms first appeared and

  • At least 3 days (72 hours) have passed since their fever went away (without the use of fever-reducing medications like ibuprofen or acetaminophen) and

  • Their respiratory symptoms (e.g., cough, shortness of breath) have improved

2. A simplified test-based strategy:

Kansas still has a catastrophic lack of testing capacity, but if a patient is able to get re-tested, they may discontinue isolation if:

  • Fever has gone away (without the use of fever-reducing medications like ibuprofen or acetaminophen) and

  • Respiratory symptoms (e.g., cough, shortness of breath) have improved and

  • Two nasal swab specimens collected 24 hours apart are resulted negative.

To end the post on a positive note, the current statewide strategy of social distancing appears to be working. Kansas is on pace for peak resource use on April 20, but we are not expected to exceed our statewide ICU or hospital resources.

Please be safe and remember that we encourage you to check to make sure these recommendations are up to date before using them, since we learn more every day, and recommendations are changing fast. Be sure to check out and share Quizzify’s quizzes on coronavirus with your employees, which are reviewed by physicians at the Harvard Medical School. The quizzes are a fun and interactive way to learn about the virus, and they are continually updated as new information becomes available. If you have specific questions, please don’t hesitate to contact us.

Mental Health Treatment: The Tale of Two Employees

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

You probably know someone like Juanita. Juanita feels so anxious at her job as a delivery driver that she is starting to miss work and perform poorly. She goes to her primary care doctor, who prescribes a medication to help reduce her anxiety and tells Juanita it will take two to three weeks to feel a benefit. Juanita asks if anyone like a counselor or therapist is available to see in the meantime, while she’s waiting for the medication to work. Her doc tells her that the clinic has no behavioral health providers on-site. Furthermore, unbeknownst to Juanita, her insurance policy doesn’t cover therapy sessions very well, and tele-behavioral health may not be covered at all. Juanita decides to seek out a mental health provider on her own. She calls several offices, but because of increased recent demand for mental health services, no one has an appointment available in the next three weeks. Juanita ends up on a waiting list and eventually has a good, albeit expensive, experience at her first visit and feels better. When she asks her primary care doctor and her therapist how much better she should expect to feel after her second visit, though, they can’t give a straightforward answer. They tell her this kind of improvement is hard to measure. They are, however, very careful to screen her for risk of suicide or self-harm.

Marcus works at a different company with a different philosophy toward mental health. When he begins to feel so anxious at his job as a warehouse supervisor that he worries his performance is suffering, he visits his primary care doctor, who prescribes a medication to help reduce his anxiety. His doctor tells him it will take two to three weeks to feel better, just as Juanita’s doctor did. But at his first visit, the doctor rates Marcus’s anxiety with an instrument called the Hamilton Anxiety Scale. He also schedules Marcus for a next-day visit with a licensed specialist clinical social worker (LSCSW) who the clinic contracts with to do tele-behavioral health consults, one of several options in Marcus’s network. The doctor tells Marcus that the LSCSW will work with him on “strength-based” strategies to take advantage of Marcus’s natural skills and talents as a starting point to address his anxiety. Marcus’s benefits package covers the LSCSW’s services just as it would cover any other medical treatment. After two months of visits with the LSCSW and careful medical management by his doctor, who is in frequent contact with the LSCSW, Marcus’s score on the Hamilton Anxiety Scale has declined from an initial score of 24 to a persistent score of 8, indicating likely remission of his anxiety.

The contrast between these two patients’ experiences are obvious in a high-level, qualitative sense. But they have very specific differences: Marcus was cared for in a network with an adequate number of providers, all of whom are in collaborative practice with Marcus’s primary care doctor. Telemedicine under Marcus’s employee plan is covered at the same reimbursement level as in-person visits, and behavioral health is reimbursed at the same rates as other medical care. And Marcus’s doctor and social worker objectively measured Marcus’s state of mental health in order to judge whether or not he was getting better.

These five characteristics–network adequacy, coverage of telehealth, payor parity, measurement-based care, and collaborative care between medical and mental health providers–are but a few of the marks of good access to mental health care. But they are the specific domains that the Kansas Business Group on Health is attempting to improve here in Kansas through a project with the National Alliance of Healthcare Purchaser Coalitions called the Path Forward. We’ve touched on this topic in past blog posts specifically regarding substance abuse. But since we’ve found ourselves in the teeth of a viral pandemic that is probably going to get worse before it gets better, we thought it was important to reinforce what we’re working on around mental health. The scope of this pandemic is not only physical in nature, but also impacts our mental health. There are resources available that KBGH can help you with for you or your employees.  If you have specific questions, please reach out to us. We have a number of resources available. We do not know how long the effects of this virus will last, but we know that the impact is far reaching.

Is social distancing...bringing us closer together?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

If you’ve read as much as I have in the last few days about the COVID-19 pandemic, you’ve probably come across ominous-sounding warnings about social isolation or loneliness as a result of social distancing, our preferred short-term strategy to prevent the spread of the SARS-CoV-2 virus. Social isolation is the physical state of being alone, while loneliness is the feeling you get when your social interactions don’t meet your expectations; you can feel lonely in the middle of a crowded room, but you’re only socially isolated when you’re, well, socially isolated.

But both are bad for you. A 2017 systematic review showed that social isolation was associated with a 29% increased risk of death, while subjective loneliness was associated with a near-identical 26% increase in mortality. For perspective, a second meta-analysis in 2010 showed that “…by the time half of a hypothetical sample of 100 people has died, there will be five more people alive with stronger social relationships than people with weaker social relationships.”

As we have ramped up social distancing there has been legitimate fear that we would exacerbate the already-high rates of social isolation and loneliness, especially in elderly people. While it’s too early to say if that’s happening, I’ve been pleasantly surprised at my own experience. Just yesterday this meme came across my phone:

quarantine-meme.jpg

I found it so true. Now that many of us (but not healthcare workers, first responders, food delivery people, restaurant workers, mail carriers, or a hundred other “essential service” professionals and workers) are stuck at home during the day, it seems that we’re finding new strength and resilience just from getting out and moving in our neighborhoods and green space. I’ve talked to more neighbors on walks in the last three days than I had in the last three months, and not just because of warmer weather. Could it be that COVID-19 has begun a small restoration of what physician sociologist Nicholas Christakis calls the “social suite”: love, friendship, cooperation, and teaching, all from six feet away?

The evidence of increased investment in the social contract isn’t limited to the streets in my neighborhood. Young people are volunteering in large numbers to do things like deliver meals. So many retired doctors have offered to re-enter the workforce–at significant personal risk, considering many of their ages–that the Kansas State Board of Healing Arts has begun issuing emergency short-term licenses, and KAMMCO is issuing short-term liability insurance. Manufacturers in cycling, my favorite sport, are pivoting away from bike gear and toward the production of personal protective equipment. Congress is operating at a rare, near-normal level of functionality to give financial relief to millions of people (now if we could only get more testing resources). And I know that many of the readers of this blog, be they human resources professionals, insurance brokers, health administrators, or others, are working steadfastly to save as many jobs at their companies as they can in the face of an impending global economic catastrophe.

While you’re working hard on those things, don’t forget to work on these, too:

1. Look for ways to have “conversation-centric” interactions with people. Talk on the phone. Skype or FaceTime. Talk to people from your porch or from the street. As former Surgeon General Vivek Murthy says, “Smiling at someone–eye contact–is an act of service.”

2. Let kids around you continue to have unstructured play time with friends. Just keep them apart. Let them run around, ride bikes, and throw sand. Don’t let them wrestle or share toys.

3. If you’re still going to work, synchronize your coffee breaks with someone else. Common socializing like this has been definitively shown to be more restorative than snacking or emailing. If you can do it outside, even better.

4. Take time to express gratitude to others. Expression of gratitude is one of the most common indicators of life satisfaction in the US.

5. Volunteer. Organizational volunteering has been shown to be associated with a 24% reduction in mortality risk.

6. If you’re lucky enough to have some money to donate, do it. Spending money on others makes us far happier than spending it on ourselves.

COVID-19 is changing telemedicine for the better

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

I’m typing this while on voluntary quarantine at the recommendation of the Kansas Department of Health and Environment because of a recent trip to Orange County, Florida. But like many of you, I’m managing to stay busy at home. One of the things I’m doing is providing “peer-to-peer” consultation to other doctors through a platform called RubiconMD [disclaimer: they pay me for the work, but not for advertising or testimony]. Doctors who subscribe to RubiconMD can forward me labs, imaging, and chart notes for patients with tricky hormonal and metabolic problems, and I type a recommendation back to them, potentially saving the trouble and expense of an in-person visit. These so-called “store-and-forward consults,” or “e-consults,” are one form of telemedicine, and they have proven effective enough–saving ~$500 per patient per year in one study–that they are now covered by Medicare.

The more well-known form of telemedicine in which practitioners and patients interact through a screen is referred to as “real-time” telemedicine. Other than the fact that the patient connects to the practitioner through a secure internet platform, telemedicine visits look a lot like traditional in-person medical visits: someone on the patient’s end (the “originating site,” in telemedicine parlance) collects vital signs, the doctor or other practitioner conducts an interview and, with the help of the ubiquitous high-resolution cameras on modern devices and a few on-site gadgets, performs a physical examination. Then the practitioner bills for the encounter as she would any other visit, albeit with a modifier attached to the billing to indicate that the visit was done remotely.

The average patient seen in-person at a physician office spends 121 minutes on the visit: 37 minutes traveling, 64 minutes waiting, and 20 minutes with the doctor. So if you think the idea of skipping the waiting line (not to mention all the coughing and touching) at your doctor’s office is attractive, you’re not alone. Telemedicine visits have a roughly 90% patient satisfaction rate. Kaiser Permanente has seen more patients via telemedicine than in-person since 2017. Local telehealth provider Freestate Healthcare and national providers Access Physicians and Eagle Telemedicine, among others, provide remote physician services at several rural hospitals with no doctors physically on site. In our work with CDC grants around diabetes prevention, we are running a trial of Omada, a virtual diabetes prevention program, to reduce the risk of high-risk patients developing diabetes. More than half of medical schools now offer required or elective training in telehealth to improve trainees’ “webside manner.”

And telemedicine has a growing body of evidence to support its use beyond reduced wait times and patient satisfaction. The Veterans Administration has found that telemedicine use corresponds to a 59% reduction in inpatient bed days and a 31% reduction in hospital admissions.

In spite of this rosy picture, the growth of telemedicine has been slowed by a regulatory system that is not designed for rapid change. Medicare, for example, has historically enforced a “site of service” requirement for telemedicine, meaning that patients seen via telemedicine still needed to travel to a hospital or doctor’s office to get linked to the distant telemedicine practitioner. Medicare has also mandated that patients must be located in a “health professional shortage area,” meaning that patients in areas with more physicians were ineligible to receive care via telemedicine, even if it was difficult for them to travel, and even if they had a highly communicable disease. Laws have mandated that the treating physician be licensed in the state where the patient was located, meaning a doctor licensed only in Kansas couldn’t historically see a patient in Oklahoma. And federal regulators have long restricted the technology that can be used for the interface. You couldn’t simply Skype or FaceTime your doctor, since those platforms were not compliant with the Health Insurance Portability and Accountability Act (HIPAA). This is not, on its face, an unreasonable policy; health data is valuable, so it is not hard to imagine it being the target of hackers.

There has been movement on this in the last year. Medicare Advantage plans began covering telemedicine visits from home earlier this year. But the current coronavirus pandemic is forcing faster changes, probably for the better. This week Centers for Medicare and Medicaid Services (CMS) suspended site-of-service requirements and state licensure requirements for telemedicine, and the Office for Civil Rights at Health and Human Services (HHS) announced that it would waive potential penalties for using lower-security forms of video communication for telemedicine. That is, any live video chat software is acceptable for now. This means that, at least in the short term, you can Skype or FaceTime your doctor (although we still recommend a more secure platform if your doctor can offer one). And you can do it from home. This policy is extending to other insurance carriers as well. I called Aetna, who informed me that they are allowing all visits (with the usual rules on copays and deductibles) to be performed via telemedicine for the next 90 days.

...once people get a taste of life with more easy access to telemedicine, I can’t imagine them going back.

If you or your company want to seek out such secure platforms, encourage patients to talk to their doctors about starting telemedicine visits. We at the Kansas Business Group on Health believe that care continuity is important. Urgent care centers and emergency departments have an important role to play, but encouraging patients to see their own doctors, rather than unaffiliated urgent care practitioners or cash-only telemedicine companies like Teledoc, is good for patients’ care and good for your bottom line. Freestate, Zoom, Doxy, VSee, and many other HIPAA compliant platforms are available to your employees’ doctors. They should consider asking specifically about any platform’s use of business associate agreements (BAAs) to certify there are safeguards against data breaches. Even though FaceTime is now technically allowed to be used as a telemedicine platform, for example, Apple will not sign a BAA. But Skype for Business, again for example, will.

I guess if you are the type of person who tries to find the bright side of things, this blog post is for you. This is just one way that COVID-19 is going to change medicine long-term. For the next few months, telemedicine access will become what its proponents have advocated for for years: a broad-based, broadly covered service that can be provided in the patient’s home on widely available, inexpensive software platforms. This is important not only in the context of a worldwide viral pandemic. It is important because once people get a taste of life with more easy access to telemedicine, I can’t imagine them going back.

Coronavirus “Dos” and “Don'ts”

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH. Beware that this post was originally written on March 12, 2020, so some of the recommendations have changed. For example, stay away from your gym, if it’s even still open:

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Do: Wash your hands as often as you think of it. Soap and water is best, but alcohol-based hand sanitizer is okay, too. Don’t forget to wash your hand towels as well.

Don’t: Buy facemasks. Those are needed by sick people and medical professionals.

 

Do: Cover your coughs and sneezes. Use the vampire method.

Don’t: Spit on the sidewalk.

 

Do: Work from home if you can. Microsoft, Zoom, Google, and others are now offering free work-from-home software.

Don’t: Work from your Starbuck’s “home.”

 

Do: Go somewhere isolated by yourself or with your immediate household members if you need a vacation.

Don’t: Go on a cruise or get on an airplane.

 

Do: Wipe down surfaces, knobs, and pulls with a surface cleaner or a dilute bleach solution. Don’t forget to clean your phone and your keyboard.

Don’t: Hoard alcohol cleanser or wipes.

 

Do: Greet your neighbors and friends in these uncertain times.

Don’t: Shake their hands.

 

Do: Consider salary advances or other monies to help your employees over childcare and other costs if quarantines go into effect.

Don’t: Just tell employees to “go home.”

 

Do: Get exercise.

Don’t: Go to the gym during peak hours.

 

Do: Postpone weddings, parties, and other social gatherings.

Don’t: Succumb to social pressure to hold or attend events that seem risky.

 

Do: Isolate yourself if you get sick.

Don’t: Allow a couple weeks of social distancing to turn into social isolation.

 

Do: Watch out for symptoms of a cough or cold.

Don’t: Neglect your other health issues, like hypertension, diabetes, or, especially, heart and lung disease.

 

Do: Pay attention to reputable sources of news on COVID-19. The Atlantic, Wall Street Journal, Seattle Times, Miami Herald, Toronto Star, Stat, Dallas Morning News, Medium, New York Times, The Guardian, and several medical journals like JAMA and the New England Journal of Medicine have dropped their paywalls for coronavirus related coverage.

Don’t: Panic. Let’s flatten the curve.

Is it time to retire the handshake?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Last Sunday at my church the congregation turned, as we always do, to greet one another. The pastor had a runny nose, but she repeatedly reassured all of us that it was from allergies, not an infection. I, too, was experiencing some rhinorrhea, mine exercise-induced from a hard bike ride that morning in the cool air. But as people started to reach for my hand I couldn’t block the results of an experiment from my mind. Bill Bryson wrote about it in his book “The Body: A Guide for Occupants.” The Mythbusters later re-created it. In the experiments, a confederate wore a device in his nose to a party. The device imitated a runny nose: it dripped at 60 mL per hour, roughly the same rate as someone with a viral cold. The fluid was clear, but fluoresced under black light so that investigators could track it later. The partygoers—who were unaware this was happening—went about their business, and at the end of the night everyone was examined with a black light to see where the fake, fluorescent snot ended up. Not surprisingly, everyone at both parties ended up covered in it. In the Mythbusters version, even people who had been instructed to “act like germophobes” had demonstrable contamination with the fluid. The one exception? A woman who had refused to shake hands with the drippy confederate.

With this information roiling around inside my head I ducked out of the sanctuary and into the bathroom. I washed my hands for twenty seconds and returned to my seat. With a worldwide viral pandemic unfolding, I wondered, is it time to retire the handshake?

I asked around. One of my medical school classmates told me he attends church with a lawyer who asks for a fist bump instead of a handshake. My neighbor, a realtor, told me that handshakes are such an integral part of the ceremony of his work that he can’t imagine changing. (Ironically, he was diagnosed with influenza A last week. Don’t worry. He’s doing fine)

So I dove into the literature. In spite of mountains of evidence that our hands are filthy, we are very into shaking hands: 78% of patients want their physician to shake their hand, and docs and patients shake hands 83% of the time. But maybe there’s a middle ground. Dr. Leonard Mermel from Brown University (paywall) points out that studies have shown that alternate practices of greeting, such as fist bumps and high-fives(!), decrease the transfer of organisms from one person to another by 50-90%. And some clinical sites have gone so far as to ban handshakes (paywall), comparing the challenge of the discontinuation of the handshake in clinics to the change in smoking practices among doctors in the 1950s and 1960s.

The handshake is a powerful signal. It can bring adversaries together in a moment of shared respect. It can give unequal parties a moment of balance and equity. It can help a person quickly project that she is trustworthy, confident, and prepared. But it can also transmit a stunning number of organisms from one person to another in a short amount of time.

So for this winter or the COVID-19 pandemic, whichever ends first, let’s fist bump instead.

One of your employees is likely to get coronavirus disease. What should you know about it ahead of time?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Let’s get the semantics out of the way. “Viruses” are little more than small packaged strands of genetic material—DNA or RNA—that invade cells and trick those cells into reproducing the virus. The duplicates of the virus take up too much space inside an infected cell, and the cell ruptures like a balloon. This is how tissue damage occurs, like the sore throat you get with many respiratory viruses. Most viruses infect other organisms, ranging from bacteria to mammals and birds, and are harmless to humans. You can find hundreds of harmless viruses in a few ounces of seawater, for example.

But sometimes viruses cross over from other hosts to infect humans. We call such infections “zoonotic.” Coronaviruses are a family of RNA viruses similar in many ways to influenza. They are called “corona” viruses because of their “crown” of spiky proteins. Four common coronaviruses—229E, NL63, OC43, and HKU1—have long been known to infect humans. They cause colds. We’ve seen outbreaks of two other coronaviruses in the last couple decades. Severe Acute Respiratory Syndrome (SARS) was transmitted to humans from civet cats. Middle East Respiratory Syndrome (MERS) came from camels. The novel coronavirus discovered in 2019 in Wuhan, China, the seventh known coronavirus to infect humans, is likely either from bats or pangolins, those scaly mammals that look like a cross between a raccoon and a lizard.

The newly discovered virus is now officially known as “SARS-CoV-2,” short for “severe acute respiratory syndrome coronavirus 2.” The disease that SARS-CoV-2 causes is officially known as “COVID-19,” short for “coronavirus disease 2019.” But for the sake of conversation, let’s use “COVID-19” for the next 800 words.

By contrast, COVID-19 seems only slightly more contagious than a generic influenza strain, with an r0 so far between two and three. It is also a fairly middling organism, mortality-wise: it has a current observed mortality rate of two percent, a number which will probably decrease over time.

The identification and naming of the virus and the work already done toward producing a vaccine is a testament to the advancement of science. We have accomplished all this in the time it took to even identify H5N1 23 years ago. But in spite of this, we are unlikely to be able to contain the virus. Since the original index case of presumed bat-to-human or pangolin-to-human transmission, COVID-19 has proven able to be transmitted directly from human to human. We measure the human-to-human contagiousness of a virus by a statistic called r0 (pronounced “R naught”). The r0 is complex to calculate, but it ultimately reflects the number of other people a person with an infection can be expected to, in turn, infect. Some viruses have an astonishingly high r0. A person with measles, for example, can be expected to infect between twelve and eighteen others. HIV’s r0 is 4.3.

By contrast, COVID-19 seems only slightly more contagious than a generic influenza strain, with an r0 so far between two and three. It is also a fairly middling organism, mortality-wise: it has a current observed mortality rate of two percent, a number which will probably decrease over time. A particularly bad influenza virus has a mortality rate of 20 percent (as in the 1918 Spanish flu, which may have in fact originated in Kansas) or even 60 percent, as observed in Asian Avian Influenza A (H5N1). But the fact that COVID-19 kills few of its victims has the paradoxical effect of increasing its transmission. Those H5N1 patients either died quickly or got so ill so quickly that they could be isolated right away, so only a few hundred people eventually died. As Dr. James Hamblin writes in the Atlantic this week, “…much ‘milder’ flu viruses, by contrast, kill fewer than 0.1 percent of people they infect, on average, but are responsible for hundreds of thousands of deaths every year.”

So even with the quarantine of hundreds of millions of people in China and elsewhere, COVID-19 cases are now in dozens of countries, including the United States. We’ve now seen the first case of likely “community-acquired” COVID-19 in the U.S. Epidemiologist Dr. Mark Lipsitch told James Hamblin that, eventually, 40 to 70 percent of the world’s population will become infected, likely resulting in flu and cold seasons being slightly worse in intensity and slightly more diverse, virus-wise.

What do we tell our employees, then? The news is fast-moving, and I’ve already revised this blog post twice in two days before posting, so nothing mentioned here should be considered irrefutable. But the fundamentals of disease containment are well-established, they’re not sexy, and they don’t differ for COVID-19 at this point compared to other infections. If you get sick, CDC recommends that you:

  1. Stay home except to get medical care.

  2. Separate yourself within the home from others, including pets.

  3. Wear a facemask if you’re forced to be around others, including pets.

  4. Cover your coughs and sneezes.

  5. Don’t touch your eyes or nose.

  6. Wash your hands for at least 20 seconds with soap and water. If you can’t get to soap and water, use a hand sanitizer with at least 60% alcohol. THIS IS LIKELY THE BEST PIECE OF ADVICE WE HAVE.

  7. Don’t share household items.

  8. Clean all your “high-touch” surfaces, like counters and doorknobs, daily.

  9. Once you are free from fever without using medications, free from symptoms including cough, and have had two negative sputum tests, CDC says you can be released from isolation.

If you’re around someone who is sick, CDC’s advice is the same: help the patient with basic needs to allow him or her to stay home, like groceries; monitor his symptoms, and if he’s getting sicker call his doctor; and wear a facemask and gloves when you interact or do laundry.

For businesses, CDC has similar interim guidance:

  1. Encourage sick employees to stay home.

  2. Separate and send home sick or coughing employees right away.

  3. Encourage good hand hygiene and cough/sneeze etiquette.

  4. Clean surfaces often.

  5. Check CDC Traveler’s Health Notices before traveling.

And for heaven’s sake, if you haven’t already had a vaccination against influenza, get one now. It is not too late. You are still far, far more likely to get sick or die from influenza than from COVID-19; influenza causes between 12,000 and 61,000 deaths per year in the United States, yet we can’t get much more than about 50% of people to get immunized in any given year.

The biosimilars are coming! (and that’s a good thing)

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Most drugs on the market are made the same way you made new compounds in chemistry lab in high school or college: by putting molecules or elements together in a solution and adjusting the temperature, pressure, pH, and other inputs to encourage the elements to combine in a specific way. So if an enterprising high-schooler were to discover a way to produce pure, uncontaminated aspirin in her garage, we could be confident that it would have the same effect as aspirin produced by Bayer.

And generics—unbranded versions of name-brand drugs—really do work to drive down the cost of medications. A 2017 study in the New England Journal of Medicine found that for a drug with a single manufacturer, generic and brand-name prices were roughly the same. But for a drug with three manufacturers, the generic price was only 60% of the brand-name price. So it’s no surprise that 90 percent of drugs used in America are generic.

But newer drugs—and some old ones like insulin—are not synthesized from scratch. Because of their complexity, we have to trick bacteria into making them—as with insulins—or we have to isolate them from living organisms where they naturally occur. We call such large-molecule drugs “biologics,” and instead of calling copies “generics,” we call copies of these drugs “biosimilars.” (As a side note, the first bacteria-produced “recombinant” human insulin ever to be given to a human was injected right here in Wichita by Dr. Richard Guthrie.)

When we make a biosimilar drug to match a biologic drug, the new drug is not necessarily atom-for-atom identical to the brand-name drug. The FDA allows the new drug to be slightly different as long as “no clinically meaningful differences” are noted between the original drug and the biosimilar drug in terms of safety, purity, or potency. This obviously requires more study than what would be required for our garage-produced aspirin. This means a lot of work, much of it in human subjects. Because of this difference, biologics have long operated under a different set of rules than “small-molecule” drugs. Whereas old-fashioned drugs are granted a 20 year patent from the date of application, after which it is relatively straightforward for another company to start producing a generic version, biologics are subject to a kind of natural immunity to generic competition that’s made worse by bad behavior on the part of the reference drugs’ manufacturers, misinformation campaigns, and close-but-not-quite-similar clinical outcomes.

The result has been that, while biosimilar drugs are common in western Europe, their use has been very limited in America. As such, Americans have long assumed that we paid far more for biologic drugs than our peer countries have.

A new study proves this out. Pharmacists and physicians from the University of Pittsburgh looked at the price of the only four biosimilars on the market by December 2018 (white blood cell-producing filgrastim [Neupogen®] and pegfilgrastim [Neulasta®], immunosuppressive drug infliximab [Remicade®], and insulin glargine [Lantus®]) over time. Their findings were striking. From 2007 through 2018 the cost of each of these medications went up by ~5-14% per year. At the time of introduction of a biosimilar (or two years ahead of time in the cases of glargine and infliximab) the cost of the medications immediately plummeted: −7.7% for filgrastim, −7.4% for pegfilgrastim, −13.6% for infliximab, and −23.5% for glargine.

The timing of this information is good. The dam on biosimilars is breaking. Dozens of biosimilar drugs have been approved in the last two years. So as you work with your pharmacy benefit manager to design your drug benefit, make sure that biosimilars are covered for your most expensive biologic agents. This may be harder than you think; abusive contracting practices are some of the obstacles biosimilars face in getting into wide use. However, the benefit to your bottom line will be substantial if you’re able to successfully integrate biosimilars into your pharmacy benefit.

Is 98.6 a lie?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics—but rarely hotter than today’s topic—that might affect employers or employees. This is a reprint of a blog post from KBGH:

If I were to ask a grade-schooler what a normal blood pressure is, I doubt he could tell me 120/80 mmHg. Nor could he tell me that a normal pulse is somewhere between 60 and 100 beats per minute, nor could he tell me that a normal body mass index is less than 25.0 kg/m2. But if I asked that same kid what a normal body temperature is, I bet he would blurt out “ninety-eight point six” before I could even finish the question. It’s printed into our brains, like “1776” or “three strikes.” That number—98.6—comes from an 1851 study by Carl Reinhold Wunderlich, a German physician who studied over a million temperature readings in over 25,000 patients to settle on 37° Celsius (98.6° Farenheit) as the “normal” body temperature, and 38°C (100.4°F) as a fever.

But the thermometer was still a fairly primitive technology in 1851. Daniel Farenheit had only invented his version in 1717, and by the time of Wunderlich’s study thermometers were still mostly found in academic centers. It took a solid twenty minutes to get a reliable reading. Not only that, but Wunderlich was studying a population that was simply sicker on average than modern people are. His patients, even those who reported good health, were more likely to have elevated body temperatures due to inflammation, bad teeth, or smoldering infections with tuberculosis or other horrifying diseases. And nobody had air conditioning.

So in the modern era, when thermometers are ubiquitous and their technology mundane, maybe it should not surprise us that the dogma of 98.6 is now in doubt.

As infectious disease physician Richard T. Ellison III writes in the New England Journal of Medicine Journal Watch (paywall), more recent studies show an average temperature of 97.9°F (36.6°C). But even that number is not rock-solid. Our body temperatures appear to change with age. To reach this conclusion, researchers looked at almost 700,000 temperature measurements from three sources: Union Army Civil War veterans from 1862 to 1930, National Health and Nutrition Examination Survey I (NHANES I) subjects from 1971–1975, and the Stanford Translational Research Integrated Database (STRIDE) cohort from 2007–2017. They found that across all three studies, body temperature progressively decreased with age, equivalent to -0.003°C to -0.0043°C (-0.005°F to -0.0077°F) per year. This means that a 10-year old with a body temperature of 97.9°F could be expected to have a body temperature of only 97.6°F—a full degree Farenheit lower than our old standard!—by the time she is seventy.

Not only did the new analysis of these old studies show that body temperature declines with age, it showed that body temperatures have declined with time. That is, temperatures recorded in the 1970s were lower than in the 1860s through 1930s, and temperatures recorded from 2007 through 2017 were lower than those in the 1970s. Again, this is probably because of reduced inflammation as infectious diseases became less common and because of the gradual adoption of air conditioning. If your mind isn’t already swimming, the study also found that body temperatures change with the time of day, the body weight of the patient, and even with race and sex.

Does this mean that your doctor’s office is lying to you when they tell you your body temperature? Are the infrared thermometers being used in airports to detect people infected with corona virus a fiction? Your answer depends on what we are trying to detect with the elevated temperature. Our old friend 98.6°F does now appear to be a figment of our collective nostalgia. But the Centers for Disease Control and the World Health Organization, who both are most interested in detecting potentially sick people early in their disease, still stick to a fever definition of 38°C (100.4°F). Some have argued that this number should be lowered to 99.9°F or even 99.5°F to increase the sensitivity of finding sick people. The Infectious Disease Society of America, whose emphasis is more on the care of ill patients in critical care and hospital settings, uses the same definition of 38°C (100.4°F), though, albeit with the caveat that the temperature of 100.4°F must be maintained for at least an hour, or the patient must have a single value over 101.0°F.

All this is to say that nothing in medicine is simple. Humans are complex creatures living in a dynamic environment, and as much as we like to define simple, neat cutoffs for “abnormal,” sometimes it just isn’t possible. So the next time your doctor’s office tells you that your body temperature is “normal,” take all this into account. Is it normal in the Wunderlich sense, in that it’s near 98.6°F? Or is it normal in the context of the A/C in her office, your age, your sex, your race, your living in the 2020s, and the state of your teeth?

Wait…Can you really modify your hospital Consent and Financial Agreement?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Dr. Marty Makary, general surgeon at Johns Hopkins who is more famous for his research on health costs and value, tells a riveting story of hospital billing (no, really!) in his book The Price We Pay: What Broke American Health Care–and How to Fix It (pages 167-170). A friend named Dina becomes ill while visiting Marty. When the two of them arrive at the emergency room, she is informed that the ER is “out of network” for her insurance. After some salty language on both sides, both sides agree she can be treated in the ER anyway. But prior to treatment Dina (with Marty’s help) asks for a physical copy of the hospital’s Consent and Financial Agreement form (Dr. Makary calls it the “battlefield consent form”), rather than automatically signing the form on the iPad that is brought to the room. Dina crosses out the clause on the paper agreement that states she would “sign away her financial life” (Dr. Makary’s words) before seeing any bill.

Dina has a minor surgical procedure, recovers, and eventually receives a $60,000 out-of-network bill. Marty shows her what her insurance would have paid had the hospital been in-network using Healthcarebluebook.com: about $12,000, or one-fifth the out-of-network bill. After getting Dina’s consent and requesting an itemized bill, Marty calls the hospital and offers $12,000 to settle the bill, which is refused. He explains to the hospital that Dina has no contractual obligation to pay because she struck out the clause in the contract saying she’d pay whatever they charged. Marty adds that legally the hospital is prohibited from using collection agencies to hurt her credit if she does not pay. The hospital director immediately offers to settle for $30,000, then $25,000, then $19,000.

Marty sticks to his original offer of $12,000, and the bill eventually gets sent to collections. When the collections agency calls, Dina asks them to send her a copy of the Consent and Financial Agreement, the form on which she’d deleted the section indicating her obligation to pay. The collection agency never calls back, and Dina eventually makes a $5,000 donation to the hospital’s fundraising drive, earning a plaque on the wall.

This is, shall we say, a novel way to deal with surprise medical bills. But it has some high-profile proponents. Al Lewis, Harvard-trained attorney and famous skeptic of worksite wellness, told Dr. Makary’s story on his blog. He went so far as to suggest making a card for your employees to carry and has even produced a template. He suggests the card say something to the effect of, “I consent to appropriate treatment and (including applicable insurance payments) to be responsible for reasonable charges, up to 2 times the Medicare rate.”

Needless to say, one party’s idea of “reasonable” can differ radically from another’s. Al says that reasonable charges can be “settled by binding arbitration using the New York law as a model. That law, based on Major League Baseball binding arbitration rules, is well-accepted and has generally been successful at curbing abuses.” [Disclosure: KBGH has a financial relationship with Quizzify not related to medical billing, but rather for health literacy training]

So. Is this a real strategy that at-risk patients could use? It seems under-handed. But some (most) would say that the entire system of surprise out-of-network payments in health care is under-handed, especially when the agreements are, as some have argued, signed under duress. Al Lewis’s website deftly says “Legally, we can’t guarantee this will work. But we know the alternative—signing whatever they put in front of you—carries the risk of much higher bills, and more chance of inappropriate treatment.”

And that’s what we say, too. The Kansas Business Group on Health is not endorsing this practice. We simply want our members to be aware of its growing use by frustrated, scared patients.

Want more productive employees? Give them cleaner air

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

In late 2015 a massive gas leak broke loose in the Aliso Canyon oilfield near Los Angeles. The gas leak turned out to be a bit of a false alarm from the Los Angeles Unified School District’s perspective, but due to parental concerns the School District and the Southern California Gas company installed improved, high-performance air filters in every classroom, office, and common area in the eighteen schools within five miles of the gas leak at the end of January 2016.

Ironically, by the time the filters were installed three months after detection of the gas leak, the excess methane from the gas well was into the upper atmosphere and not directly affecting the health of the students. The quality of the air in the Porter Ranch area of the San Fernando Valley where the gas leak happened is quite good by California standards, and the air inside the schools met criteria set forth by the Clean Indoor Air Act.

But an enterprising economist took advantage of the new air filters—which reduced whatever pollution was present in the schools by roughly 90%–to conduct an observational study we call a “natural experiment.” He compared standardized test scores before and the two years after the air filter installation in schools that got air filters to scores in schools that were just outside the five-mile radius and which did not get air filters. He controlled for all the usual “confounders” that investigators try to rule out as hidden causes, like demographics and ZIP code that might indicate exposure to different learning environments or levels of air pollution at home.

They’re equivalent to the effect of decreasing class size by a third or switching students to charter schools.

In following the students over time he found that math scores went up by 0.20 standard deviations and English scores went up by 0.18 standard deviations. The effect was durable over time. That is, the benefit of the cleaner air didn’t go away. These numbers are huge. They’re equivalent to the effect of decreasing class size by a third or switching students to charter schools. And at roughly $1,000 per classroom per year, new air filters are a tiny fraction of the cost of either of those interventions.

What does this have to do with your workplace? The effect does not seem to be limited to schools. As Matthew Iglesias points out, similar results have been seen in several other settings, including farm workers, baseball umpires, and packing plant workers.

At the time of the writing of this post I cannot find real-time numbers for Wichita’s level of 2.5 micrometer air pollution (PM2.5), the most important number for health. But the air in the San Fernando Valley from this study compares roughly to that in Topeka and Kansas City, KS, both of which have shown a PM2.5 density of roughly 35-65 mcg/m3 in the last 24 hours, indicating that workers in urban Kansas settings may benefit just as much as school kids in Los Angeles.

Others have tried unsuccessfully, due to ongoing litigation, to determine exactly which filters were installed in the schools. But a press release indicates that the filters were likely Blueair’s 503, 550E, 555EB, 603, 650E, and Pro XL models, which all use “electrostatic and mechanical filtration to remove 99.97% of harmful particles from the air, down to 0.1 microns in size.” So if you’re considering this step in your workplace, these seem to be the appropriate specifications to aim for. You’ll make your employees healthier, and you may find you make them more productive.

For First-Rate Care, Seek Second Opinions

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Imagine that tomorrow as you brush your teeth you notice a small lump in your neck. You see your doctor, who diagnoses a nodule on your thyroid gland. She sends you immediately to a surgeon who tells you that you need to have your thyroid gland removed. A thyroidectomy is a big operation, and this is all moving so fast, and you’ve crossed that gauzy boundary from “person” to “patient” in a matter of days. What do you do?

Many of us would seek a second opinion, one of the most time-honored rituals in medicine. A patient, unsure of the accuracy of a diagnosis or the veracity of a treatment plan seeks a second physician to confirm or refute the findings or recommendations of the first physician.

Do second opinions work?

Second opinions—whether they’re a matter of a second radiologist or pathologist reviewing images or slides or an endocrinologist reviewing the case above—have a demonstrable impact on the care delivered to a patient. A commonly cited number is that 30 percent of patients can expect their diagnosis or treatment plan to change with a second opinion, but I’m unable to find the original source of that number. A 2014 systematic review in Mayo Clinic Proceedings, though, found that between 10 and 62 percent of second opinions yield a “major change in the diagnosis, treatment, or prognosis” of a patient.

So it is no surprise that surveys have found that nearly one in five patients who saw a doctor in the past year sought a second opinion, and more than half of patients who are cancer survivors sought a second opinion at some point during their cancer care.

It just makes financial sense: an insurer—or you, the employer, if you’re self-insured—would rather not pay for a $5,000 thyroidectomy when a second consultation and thyroid ultrasound, which cumulatively cost only a few hundred dollars and which likely leaves your neck unscarred, would suffice. 

Second opinions appear to help the mental health of patients, not just the accuracy of their diagnoses. An Australian study found that the opinion of a second oncologist gave more than half of cancer patients greater confidence in their diagnosis and treatment plan. A study of neurology patients found that patients were most satisfied with the amount of information and emotional support provided by the neurologist offering the second opinion.

Do insurance providers pay for them?

The majority of insurance plans cover second opinions. It just makes financial sense: an insurer—or you, the employer, if you’re self-insured—would rather not pay for a $5,000 thyroidectomy when a second consultation and thyroid ultrasound, which cumulatively cost only a few hundred dollars and which likely leaves your neck unscarred, would suffice.

Medicare covers second opinions if “a doctor recommends that you have surgery or a major diagnostic or therapeutic procedure,” and if the opinions of the first two physicians differ, will cover a third opinion. And many state Medicaid programs have or have had mandatory “Second Surgical Opinion Programs,” which require patients to obtain a second opinion before surgery as a condition of their coverage.

In Kansas, Medicaid managed care providers SunflowerUnited Healthcare, and Aetna all cover second opinions. However, some managed care plans and HMOs do not cover second opinions. Some states, including California and New York, have laws that guarantee HMO members the right to a second opinion. Kansas, to our knowledge, does not have such a law.

Some self-insured employers such as Wal-Mart have taken the leap to insist that their employees go to “Centers of Excellence” for all high-risk procedures like spine surgery and bariatric surgery. The purpose of these trips is not just to get the procedure done; Wal-Mart and others want to know if the procedure is necessary in the first place.

What can employers do to help?

Startups have emerged to help with this process. The telemedicine company 2nd.md advertises heavily on the internet, but we are unaware of the quality of their care or their costs. Docpanel.com provides radiology-specific second opinions. The company best known to me is Grand Rounds, a company which now serves primarily in care coordination, but whose focus was once the connection of patients with specialists to confirm and explain high-burden diagnoses. [disclosure: I once interviewed for a contract position at Grand Rounds, but I have no relationship with the company]

But there is likely no need to go directly to a new vendor. Check with your insurance provider or third-party administrator to confirm that your employees have access to second opinions, and educate your employees about their options. The Patient Advocate Foundation has a brief handout that may be helpful. A delicate balance must be struck: it is usually a mistake to interfere in the relationship between a patient and a trusted practitioner (see our prior post on HyVee and stem cells). It is not a mistake in the slightest, though, to give patients the opportunity to seek out additional opinions in case of uncertain diagnoses or complex treatment plans. The first doctor’s feelings may be bruised in some cases; I’ve been on both ends of that relationship. That’s okay. Those hurt feelings may be the cost of doing business for getting a more accurate diagnosis, a more up-to-date therapy plan, or a more realistic prognosis. And those can potentially have real health benefits to your employees and real dollars-and-cents benefits to your bottom line.

Should Specialists Be Paid Fee-For-Service?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

How did the fee-for-service model originate?

Once upon a time, legends say, if you could not afford to pay your doctor cash, you could pay him with commodities like grain, chickens, Brussels sprouts, or milk. Whatever goods or currency were exchanged, we called this model “fee for service.” For decades it has been the dominant model in American medicine, and it defines the patient-doctor interaction as fundamentally transactional: the doctor gets something in return for the advice/diagnostics/prescription/procedure she provides you. So historically the way to increase your income as a doctor was to simply increase volume: the more patients you saw, the more money you made.

Quality was generally measured, if at all, by the likelihood of a patient returning to see the doctor. In cases of possible patient harm, doctors tried to hold one another accountable by reviewing peers’ cases and participating in meetings such as “Morbidity and Mortality” (M & M) conferences to catch obvious errors. Working within a model that so rewarded quantity of care over quality of care, it comes as no surprise that doctors may miss half of indicated care, and that somewhere between a fifth and a third of the care that doctors provide may not be indicated at all.

A move towards quality over quantity

We are gradually moving away from “fee for service.” With the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA), a rare bipartisan bill, doctors can earn significant bonuses or incur significant penalties from Medicare by meeting or failing to meet certain benchmarks of quality of care.

We’ve long experimented with capitated Medicare Advantage plans that seek to incentivize private insurers to find cost savings and quality opportunities. And around half of payments from private insurers are now thought to be tied to some degree of value-based payment, or “pay for performance.” The goal of this change is to incentivize not just quantity of care, but quality as well.

We’ve even seen a modest rise in doctors operating outside the insurance system in so-called “Direct Primary Care” practices. These doctors ask for a modest recurring fee—usually $50-$100 per month—in exchange for unlimited access, with the underlying assumption that by limiting their patient panels (in part by eliminating administrative overhead), quality will inherently rise.

Should specialists be paid fee-for-service?

It was in this line of thinking that investigators recently undertook an examination of costs associated with specialty care in Canada. Canadian specialist physicians seeing patients with diabetes and chronic kidney disease can be paid under an American-style fee for service system, or they can be salaried with potential benefits tied to the quality of care they provide. *Disclosure: Justin Moore, MD, is a diabetes specialist by training*

Researchers compared the costs and quality of care associated with each one, and the results were surprising: diabetic patients were 12% more likely to have a hospital admission or an emergency department visit for a diabetes-related condition if they were seen by a salaried physician rather than a fee-for-service physician, although the difference was not quite statistically significant (1.63 admissions or visits per 1000 patient-days in salaried docs vs 1.47 in fee-for-service docs).

A lazy interpretation of this might lead you to believe that the salaried physicians, having their paycheck guaranteed, simply didn’t see the patients in clinic frequently enough. But the researchers actually found the opposite: patients seen by salaried docs had 13% higher rates of follow-up visits and procedures (and their associated costs) than the fee-for-service docs, although again, the numbers didn’t quite reach statistical significance (1.74 visits per 1000 patient-days in the salaried docs vs 1.54 visits in the fee-for-service docs).

From this data–admittedly in a Canadian system that differs in many important ways from our own–editorialists concluded that “It would appear that salary-based payment does not have the same association with reduced quantity of care provided for specialist physicians who treat chronic diseases as it does in some primary care settings.”

The lesson to be taken from this study seems to be, as it so often is, that we should proceed with caution. While primary care may be in some ways best delivered in a salaried model, for now a fee-for-service payment model may remain preferable in specialty care. When designing your benefits, or when thinking of innovative ways to contain costs in your high-utilizing employees, this might be worth keeping in mind.

Is “Social Media Hygiene” The Next Frontier In Workplace Wellness?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Social media takes up an inordinate amount of our time. A recent report by Activate Consulting found that, when multitasking with consumer internet and media activities are accounted for, the new “normal” day is 31.5 hours:

avg-day-by-activity-graphic-social-media-blog-post.png

The amount of time we spend on these platforms is not likely to go down. According to that same Activate Consulting report, the number of social media networks an average person participates in is projected to almost double in the next four years, from 5.8 to 10.2 per user.

And in spite of snarky comments—many of them, yes, on social media—about the habits of millennials or Generation Z, it is Gen X workers in their forties and fifties who are the heaviest social media users, at almost seven hours per week, rising about 17 minutes per year.

All this virtual communication may be bad for us. Studies that are now several years old show that the more Facebook you use, the worse you are likely to feel. As anyone who has ever been accidentally pulled into an email argument that could have been solved with a single two-minute face-to-face conversation can tell you, in email and on social media in particular, we may abandon social norms in response to feedback from other users, since the algorithms that drive the platforms reward content that is highly emotionally charged. Tweets that use the greatest amount of moral-emotional language are the most likely to be retweeted or liked. Facebook posts that display not only disagreement, but indignant disagreement, are more likely to be liked or shared.

Why is this?

Researchers believe that virtual conversations lack the “advanced analogue cues” that in-person, video, or phone conversations have. Without clues like body language, tone of voice, and facial expressions, we have a hard time discerning the true intent or meaning behind innocuous statements.

What can be done?

A randomized trial by Stanford investigators showed that people who were paid to deactivate their Facebook accounts—as compared to people paid to continue their usual activity—were happier and reported increased well-being, decreased political polarization, and increased time spent with friends and family. And, presumably because of the drug-like effect of social media platforms, people who were paid to discontinue Facebook experienced apprehension at re-starting, just as a former smoker may be nervous about going outside around other smokers at break time.

But because of the strong network effect of social media, asking employees to cancel their accounts is probably unrealistic. Instead, we should look for healthier ways to use the platforms. After sifting through the mainstream medical literature, here are some of our tips:

  1. Encourage your employees to use social media as a bridge to in-person connection and real experiences, preferably outdoors and definitely away from screens. Using social media this way to connect to other people you’ve lost touch with may even have profound professional benefits.

  2. Create this bridge to in-person connection by changing the way you approach social media. Do not seek “likes.” Do not like other people’s posts, even though that may seem rude at first. Instead of passively scrolling through your Twitter, Instagram, or Facebook feed and hitting the “like” button, intentionally reach out to people. One study found that even one week of increased composed, directed social media posts to friends and family increased happiness. Another study compared this strategy to simply “liking” or sharing posts on Facebook. People who received targeted, composed messages from friends or family felt better; those who simply got “likes,” status updates, or shared posts experienced no change.

  3. Encourage employees to enforce “sacred spaces” where no devices are used, in order to reclaim conversation and non-verbal advanced analog cues. At home this may mean the kitchen, the dining room, and the bedroom, since even the presence of a device on the table may alter conversations, and looking at bright screens before bed can disrupt sleep (to say nothing of sex). As technology researcher Sherri Turkle famously said, “The greatest favor you can do to your sister, mother, lover, professor, student, is put away your phone.”

  4. While you’re at it, encourage employees to delete all social media apps from their phones and use social media only on a device they have to seek out, like a desktop computer. If that seems too severe a step, encourage them to go to their phone’s settings and kill notifications from all social media.

Are there strategies you’ve tried, either at home or in the workplace?  We’d love to hear them!

Your Doctor Is Your Real Financial Planner

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

The last time you spoke to your financial planner, I suspect the first question she asked you was some version of “Where would you like to be in ten years?” Or twenty, or thirty. Maybe you told her that you wanted to have your house paid off, or to be out of debt, or to be retired, or to have enough savings to send your kids to college.

The last time you went to the doctor, though, I’m willing to bet your conversation was more…retrospective. Medical students are taught to use open-ended questions to initiate a visit, so he probably asked something like “What brings you in today?” And if you’re like most people your answer wasn’t “I want to make sure I’m happier and healthier ten years from now than I am today.” Instead you probably led with whatever complaint was bothering you that day: a rash, a sore joint, shortness of breath. This doesn’t mean you were doing it wrong. Doctors exist to relieve suffering, after all. The Hippocratic Oath states in part that “I will apply, for the benefit of the sick, all measures which are required.”

``Where would you like to be in ten years?`` isn't just a question that should come from your financial planner. It should come from your doctor, too.

But if you’ll allow the slight stretching of a metaphor, what if your interactions with your health care professional sounded more like your conversations with your financial professional? Because the person that is most in charge of your financial future may not be your financial advisor. It’s more likely your doctor. Here are some hard truths at the intersection of medicine and finance:

So “Where would you like to be in ten years?” isn’t just a question that should come from your financial planner. It should come from your doctor, too.

What if we applied a financial planning rubric to health and wellness? Once the shock wore off from your doctor asking you where you wanted to be in ten years, what would you say? If you were diabetic, you might first answer that you wanted to avoid the complications of diabetes: you wanted to keep your vision, you wanted to keep all your toes, and you wanted to avoid having to go on dialysis for kidney failure. These are all perfectly good answers, but they suffer from low expectations. They’re a little like telling your financial advisor that you want to avoid bankruptcy and avoid having the bank repossess your house.

What if you were more ambitious? What if you said that, in addition to all those, you wanted to run a 5k with your granddaughter, or dance at your son’s wedding without being out of breath? What if you said you wanted to be able to carry your infant grandson up and down stairs without fearing a fall? Fortunately, just as the best financial strategies tend to be simple, the best health strategies are simple, too. Just as the financial advisor would hopefully come up with a plan to start putting money away, your doctor would work with you to make a shared decision on how to get to the last dance at that wedding a few years from now. The financial advisor might tell you to maximize deposits into tax-deferred annuities, while the doc might work with you to start scheduling “deposits” of physical activity. Just as your financial advisor might tell you to knock off the daily trips to Starbucks, your doc might tell you to knock off the bright screens in your eyes for an hour or two before bed (and, hopefully, would tell you to take it easy on the #PSL).

The next time you have a meeting with employees about their health benefits, ask them what they think of this philosophy. After all, the Hippocratic Oath also says, “I will prevent disease whenever I can, for prevention is preferable to cure.” And more powerfully, “I will remember that I do not treat a fever chart, a cancerous growth, but a sick human being, whose illness may affect the person’s family and economic stability.”  Also remember that as an employer, you have the opportunity to help your employees stay healthy by offering real food at work instead of processed foods, providing a wellness program in a box, or by helping to shape the environment in which your employees live.

A Big Reason Why American Health Care is so Expensive

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

How much health care gets wasted?

Recently, researchers from insurance company Humana and the University of Pittsburgh published a review of sources of and current levels of waste in the US health care system. They estimated that waste in the current system amounts to roughly a quarter of all health care spending: $760 billion to $935 billion annually. This waste was accounted for in six “domains”:

  1. Failure of care delivery. This is waste that comes from the lack of adoption of best care practices, like patient safety initiatives.

  2. Failure of care coordination. Think of patients being re-admitted to the hospital because of a gap in the system that held up their home health care, or unnecessary emergency department visits.

  3. Overtreatment or low-value care. If you’ve ever received an antibiotic for what was almost definitely a viral upper respiratory tract infection, this applies to you. Somewhere between one fifth and one third of all health care delivered does nothing to improve the health of the recipient.

  4. Pricing failure. Because of the perversity of the US health care system, with its lack of transparency and effective markets, we simply pay more for everything in medicine—from doctors to nurses to MRI scans—than people pay in other countries.

  5. Fraud and abuse.

  6. Administrative complexity. This is the result of inefficient and misguided rules. As a physician, the example of this that is closest to mind is the paperwork that accompanies prior authorization requests, which is different for almost every insurance company. It takes a lot of manpower to navigate the complexities of a system in which dozens of insurance policies within a practice all have different rules and procedures for payment.

Which of these domains was the biggest offender? Which one is responsible for the biggest chunk of that $760-935 billion annual bill for waste?

Administrative complexity

And it wasn’t particularly close: administrative complexity was thought to account for about $265 billion of waste in and of itself. Number two was pricing failure at $240 billion, and in third place was failure of care delivery at $165 billion.

The authors of the review helpfully scoured the medical literature looking for solutions and potential savings from each of the domains, and they found some interesting nuggets. Integration of behavioral and physical health, for example, was thought to have the potential for $31.5-58.1 billion dollars in savings annually in reducing failures of care delivery. Insurer-based pricing interventions, such as the State of Maryland’s All-Payer Model, were thought to be worth $31.4-41.2 billion annually.

But, you must be thinking, what about that juicy slice of savings from administrative complexity, the biggest cause of medical waste of all? If you scroll through the article to that row, you see this:

administrative-complexity-solutions-graphic.png

What does this mean, “Not Applicable”? This means that, in a thorough review of the existing medical literature, the authors of this review could not find a single example of a high-quality study looking at the effect of an intervention to decrease administrative complexity.

I understand if you need to pause reading in order to flip your desk.

Now understand: this does not imply that no efforts are being made to reduce complexity. The American College of Physicians, one of the largest professional organizations in medicine, has championed a reduction in administrative tasks in health care for several years now. Other organizations have advocated for using artificial intelligence to approve or deny prior authorization requests on first pass without the doctor even needing to submit a form.

But to date, none of these efforts has produced a high-quality paper showing compelling cost reduction. And most of these efforts have taken place in the patient care milieu. We’re curious if any employers have encountered or experimented with ways to reduce administrative waste. If you have a good story, please share it with us.

Are Sugared-Beverage Bans an Effective Employer Wellness Strategy?

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

Health impact of sugared beverages

Sugared beverages account for the majority of excess calories Americans take in. Accordingly, a person’s intake of sugared drinks tracks very neatly to his or her risk of diabetes and cardiovascular disease. Even artificially sweetened beverages are linked to early death, possibly through their effect on the bacteria, or “microbiome” growing in our intestines. But getting people to drink less of them is a vexing problem. Countries and cities including Mexico, Philadelphia, and Berkeley, California, among many others, have experimented with taxing sugared drinks, with mostly health-positive results. New York City under Mayor Michael Bloomberg attempted to limit the size of sugared drinks that could be sold to sixteen ounces or less, a move that was eventually blocked by the courts. And banning sugar-sweetened beverages in schools has not reduced consumption, at least in survey data.

Is banning the sale of sugared beverages effective?

Recently the we’ve seen the results of a sugared-drink sales ban implemented by the University of California at San Francisco (UCSF) in 2015 (students and employees were still able to bring drinks on-campus). Investigators followed the habits and health indicators of 202 volunteer subjects before and after the prohibition. Ten months after the ban, subjects’ consumption of sugared drinks was down by almost half: 48.5 percent. Even though the participants still drank a large quantity of sugared drinks after the ban—18 ounces a day, on average—they saw dramatic improvements in health. They lost almost an inch from their waists, and the fraction of the study population who decreased their drink intake the most saw improvements in insulin resistance, the phenomenon that leads to diabetes.

Obstacles to overcome

So the science of limiting sugared drinks at the worksite seems sound, at least in terms of reducing the risk of employee illness. But major obstacles threaten such policies: first, the happiness of workers is likely to be affected, at least in the short-term. Employees may rebel against a workplace culture they perceive as too paternalistic. This viewpoint was exploited by tobacco companies during the implementation of smoking bans in the recent past. This is where an honest outreach program to employees would be worthwhile: we know that excess sugar intake is linked to depression, and that improved dietary habits can profoundly improve mood in depressed people. Sharing these stories with employees in an engaging way that shows light at the end of the sugared-drink tunnel may help. After all, a decade after widespread smoking bans, norms have shifted to the point that a re-introduction of smoking in worksites and restaurants would be met with fierce opposition.

Second, your company may have a contractual arrangement with beverage vendors. This is particularly true of institutions of higher learning. However, possibly sensing the movement of the tide away from sugared drinks, beverage companies are frantically working to offer healthier alternatives and the National Automatic Merchandising Association, the trade organization for vending companies themselves, has pledged to make at least a third of its offered products meet the standards of at least two of the healthy food standards set by Partnership for a Healthier America, the Center for Science in the Public Interest, the American Heart Association, Centers for Disease Control and Prevention, or the USDA’s Smart Snacks. So leaving vending on-site but reducing or eliminating sugared drinks is a potential compromise.

Has your worksite attempted to change the availability of certain snack foods or sugared drinks? The Kansas Business Group on Health would love to hear about your experience.

Ho Ho How to Avoid Holiday Weight Gain

As the Medical Director of the Kansas Business Group on Health I’m sometimes asked to weigh in on hot topics that might affect employers or employees. This is a reprint of a blog post from KBGH:

You can already see it coming: the weight we all gain over the holidays is as predictable as the weight we try to take off for the summer. A few years ago researchers used WiFi-enabled “smart scales” whose buyers were aware that their weights would be used for research to track the weights of American, German, and Japanese subjects for one year. The scales are important: people frequently misreport their weight, or they change their diets when they know they’ll have to report somewhere to be weighed. By having the scale in their house and wirelessly communicating with the database, the investigators hoped to reduce this bias. For any given holiday the researchers compared the maximum weight at no more than 10 days after the start of the holiday to the weight that was measured 10 days before the holiday.

The results? In all three countries, the participants’ weight rose in the 10 days after Christmas Day, compared with the 10 days before Christmas (+0.4% in the U.S., +0.6% in Germany, and +0.5% in Japan). The raw amount of weight gained wasn’t large: only 1.3 pounds for an average American. But the researchers pointed out that since the population of this study—people who spent ~$150 on a scale—is probably wealthier and more motivated toward weight loss than average, the results of the study probably underestimate the effect on the general population. For example, the average worker gains 2-3 pounds per year (half of that between Halloween and New Year’s Day, naturally) and weights in this study had gone down to pre-holiday levels within six months or so.

So: what can we do to help our employees prevent this weight gain in the first place?

An interesting answer comes from two groups of researchers who elected to try a “weight prevention” approach rather than a traditional weight loss approach. First, investigators at the University of Georgia developed a program they called Holiday Survivor for state employees. Participants were divided into teams and were instructed by a worksite wellness professional on self-monitoring and regular weigh-ins from the end of October to mid-January. Efforts were put toward increased awareness of food intake and physical activity through self-monitoring, but the program was geared not toward teaching new knowledge, but instead to build social support for positive behaviors. Each team of four employees received points for participating in weekly program activities like a healthy potluck, a 5 km run/walk, or “lunch and learns,” and for completing weigh-ins. Individual participants also received points on two occasions for providing proof of food logs (not the logs themselves). In early January a prize ceremony was held to celebrate team and individual achievements.

In spite of the emphasis on weight maintenance, the employees lost an average of 4.4 pounds (from 196.7 in October to 192.3 pounds in January).

A second group of investigators in the U.K. randomized workers in a variety of jobs to either get a pamphlet on the dangers of holiday weight gain (without dietary advice) or to get instruction on recording their weight at least twice weekly (ideally daily), ten tips for weight management, and pictorial information about the physical activity calorie equivalent (PACE) of holiday foods and drinks (that is, information such as “13 minutes of running for a can of sugared soda”). The goal was for participants to gain no more than ~1 pound of their baseline weight.

Over the holiday season the group getting the pamphlet alone gained on average 0.8 pounds, while those weighing frequently, getting tips on weight management, and informed of the PACE of holiday foods lost 0.27 pounds.

The Kansas Business Group on Health generally takes a prosaic view of traditional worksite wellness practices. We tend to believe that true health is hard to define and harder to measure, and that improvements in health are rarely as simple as old-fashioned carrot-and-stick rewards or punishment. But this strategy of proactively engaging employees to manage a known occupational hazard (the holiday season) is novel and promising. If any members have had similar luck we’d love to hear about your strategies!

My comments from the Envision Adult Support Group

I had the pleasure of speaking at Envision this morning about diabetes awareness. Here are my comments:

Thank you for having me. This is not my first time speaking at Envision. It’s always a pleasure to be here. There’s an old joke that the moment a speaker steps to the lectern the crowd wonders: will this be a short, informative talk, or are we stepping into a low-key hostage situation? I promise this is not a hostage situation.

This is the story of Victoria. When we tell biographies, one of our first instincts is to say when and where someone was born. “Robert Goddard was born October 5, 1882 in Worcester, Massachusetts.” You know what I’m saying. But here’s the thing: Victoria hasn’t been born yet. Yet we already know some things about her, assuming she’ll be born in the United States. We know she’ll have a lifetime risk of developing diabetes of around 50%. A coin toss. We know she’ll have a lifetime risk of being overweight or obese of at least 70%. Way worse than a coin toss. We know that these risks will be less related to any specific decision Victoria makes than to the environment in which she is conceived, gestated, born, raised, and in which she ultimately works.

But before we get to that, you deserve to know how I make my money. I have a strange career. I’m an endocrinologist by training. That’s a doctor who specializes in metabolism and hormonal disorders. I’m still board-certified, and I still see patients at Guadalupe Clinic. But the much bigger fraction of my career is spent trying to change the way care is delivered. That sounds too simple. You know the frustration of calling for a doctor visit, waiting on hold, getting an appointment months from now, then waiting in the waiting room for a half an hour while you do paperwork, then waiting in the exam room in a paper gown for another twenty minutes, and then never even getting a copy of your labs once you’re done? That’s what I mean. That’s what we’re trying to change. More care can be delivered by non-doctors in non-offices and at the convenience of you, the patient. 

One of the organizations that pays me to try to affect this change is the Centers for Disease Control, the CDC. Specifically, they along with the Kansas Department of Health and Environment pay me to try to encourage more doctors to offer care like the Diabetes Prevention Program or Diabetes Self-Management Education, or the Diabetes Self Management Program, all of which we’re going to talk about today. So be a cautious consumer. As I talk, ask yourself if you think I really believe the things I’m saying, or if I’m just a government stooge repeating words put into my mouth by my benign overlords.

I originally called this talk, “Should I go to diabetes education?” But I’ll talk about more than that.

Let’s get back to Victoria, our future, not-yet-even-a-twinkle-in-her-mom’s-eye. When Victoria grows into adulthood she’ll be told by her doctor that she needs to take in fewer calories and burn more calories in the form of physical activity or exercise. Good advice. We call these the “Big Two”: diet and exercise. And historically we’ve blamed the obesity and diabetes epidemics on decreased physical activity and increased caloric intake. The physics of it just make sense: you can’t make fat out of air. But there’s a big problem with limiting our explanation of her risk to this simple “calories in, calories out” model: the math doesn’t add up. 

Intentional leisure time physical activity--that’s the kind that takes equipment, like shorts or special shoes or a bicycle or a pool--has gone up (way up) since the 1980s. Yet as a nation we’re fatter than ever. Investigators writing on the findings of a 2016 study in Obesity Research & Clinical Practice noted, “A given person, in 2006, eating the same amount of calories, taking in the same quantities of macronutrients like protein and fat, and exercising the same amount as a person of the same age did in 1988 would have a BMI that was about 2.3 points higher…about 10 percent heavier, even if they follow the exact same diet and exercise plans.”

Why is this? Why are we punished for having habits that are objectively better than those of our parents?

Well, it is no one thing. Anyone who tells you that they know the exact problem and have the precise solution is lying or excessively optimistic or both. It’s the combination of a lot of things, and like Victoria’s, our risk is teetering one way or the other long before we’re conceived, let alone born. Let’s go back to pregestational Victoria. 

If Victoria’s mom is anything like most of us, we know a couple things. First, she probably carries a few extra pounds. And we know that those extra pounds carry just the slightest advantage in reproduction. That is, Victoria’s mom is ever so slightly more likely to get pregnant and carry a baby than a woman who is of a normal body weight or who is too thin. So Victoria is simply more likely to be born than someone with a very thin, non-diabetic mom would be.

The second thing we know about Victoria’s mom is that she has probably had some chronic, low-grade lead exposure, especially if she has lived her life in an urban center where dense car traffic spewed leaded exhaust into the air for decades and let it settle into the soil. The higher the lead level in Victoria’s mom’s blood, the higher Victoria’s risk for obesity, even if mom never had enough lead in her blood to be considered “lead poisoned,” and even if Victoria herself never had enough lead in her own blood to be considered dangerous by current standards. 

And birds of a feather, well, you know…flock together. Victoria’s mom is likely to choose a mate whose body in some way matches hers. Or he chooses Victoria’s mom. Either way, since we know that something like two-thirds of body weight is heritable (that is, two-thirds of your risk of being thin or being heavy), having both a mom and a dad who carry extra weight puts even more pressure on Victoria’s future weight.

Since Victoria’s mom and dad have bills to pay, there’s a big chance they put off having a family. That’s the new American way. Not only the American way; the western way. The age at first birth in the United States has gone from 22 to 26 since the 1960s. And every five years parents wait to have a child, the risk of obesity in the child may go up fourteen percent

Five years after they marry, Victoria’s mom and dad decide to get pregnant, and they have good luck. But during Victoria’s gestation, her dad encourages her mom to “eat for two.” We now know that increased fat and sugar in mom’s diet can cause “epigenetic effects” in the fetus. Remember the way DNA is put together, with A and T and C and G all writing a code that turns amino acids into proteins? Epigenetic effects aren’t changes in the A-T-C-G order of base pairs in the DNA itself; these are modifications of those base pairs, like sticking an extra branch onto the side of the “A” to keep it from coding quite as efficiently as it should. And we know one of the possible effects of these epigenetic effects may be to make Victoria more prone to weight gain and diabetes.

Finally, Victoria is born. Her mom breastfeeds her, like most moms do now, and which may have some protective effect. But after that Victoria eats what her folks buy for her: a largely government-subsidized diet that is >50% highly processed, has little fiber, and contains >2x the meat needed. We now know that this highly processed food dramatically increases our risk for weight gain and diabetes.

Investigators at the NIH recently paid twenty volunteers (ten men, ten women) to live in a research hospital for a month. They were randomly assigned to eat either an “ultra-processed” diet (think packaged meat, gravy, and potatoes) or an unprocessed diet (like fresh broccoli, cooked rice, and frozen beef) for two weeks. The diets were identical in the number of calories and amount of nutrients like fat, sugar, protein, and fiber. The volunteers were observed closely for food intake, and frequent testing was done to determine how many calories they were burning. After two weeks each person in the study was “crossed over” to the  opposite diet from what they’d started on. That is, the processed diet folks started eating the unprocessed diet, and vice-versa.

What the investigators found was dramatic. In spite of having equal  numbers of calories available to them at every meal and snack, the people eating the processed diet ate about 500 calories per day more  than the people eating the unprocessed diet. This showed up in their weight: the processed dieters weighed, on average, 2 pounds more at the  end of two weeks than they did at the start of the diet. All their extra weight was in the form of fat. And this may not have even done the effect justice: since the processed food had so little fiber, investigators had to sneak fiber into the processed food just to bring the level up to the unprocessed diet’s fiber. Without that, the results probably would have been even more dramatic. 

When young Victoria turns twelve her parents decide to reward her for her good grades with new cell phone. To keep up with the social scene at school she starts sleeping with it, checking social media when she wakes up at night. As a result of this she ends up sleeping less than seven hours per night. This disrupted sleep has a measurable, clinical effect on her appetite, probably because of changes in hormone levels like ghrelin (from the stomach) and leptin (from fat). 

In addition to the effect of abnormal hormones, Victoria is exposed to a lifetime of endocrine disrupting chemicals like those in air pollution, pesticides, flame retardants, and food packaging. Endocrine disruptors are chemicals that mimic or block the effects of naturally occurring hormones. Investigators in 2017 measured the amount of bisphenol A, a chemical you’ve heard of as “BPA,” in the urine of volunteers. They noted that people in the top quartile of BPA excretion, that is, the people who had more BPA in their urine than 75% of their peers, had a mean body mass index (BMI) a full point higher than people with the lowest BPA level. And BPA is one of thousands of potential chemicals we are exposed to now that were not in our environment even a few decades ago. 

While Victoria eats her processed diet and takes in a strange brew of endocrine-disrupting chemicals, she lives and works in a strictly air-conditioned, heated car, office, and home that block any exposure she would normally have to hourly or seasonal temperature excursions. She’s almost never hot and almost never so cold that a cardigan can’t fix it. The effect of this may be to increase hunger. Researchers in the journal Physiology and Behavior noted that people in an office experimentally heated to 81 degrees reported decreased hunger, decreased desire to eat, feeling fuller longer. Not surprisingly, they were thirstier than their cooler peers. 

Because she lives in a cul-de-sacced suburb that is poorly designed for walkability, Victoria does not have the opportunity to walk anywhere. Not to the store, not to work. Her only opportunities for meaningful physical activity come from going to the gym. She cannot spontaneously exercise. The effect of this can be dramatic. In 2014, engineers reported in the Journal of Transportation and Health that going from an intersection density of 81 per square mile to 324 per square mile dropped was associated with a reduction in obesity from 25% to less than 5%. Similarly, going from a community design that made walking difficult to a grid-like walkable layout cut the obesity rate by a third. 

Perhaps in part because of her poor sleep, processed diet, lack of exercise, Victoria becomes depressed and is put on an SSRI medication by her doctor. These medications and many others have the effect of a small but predictable amount of weight gain.

Depressed yet? Don’t be. There’s not a thing on that list that we couldn’t fix if we wanted to. But I’m not here to talk politics or policy. I’m here to talk about things you can do personally to change your risk of weight gain, diabetes, and complications of diabetes. And anyone in the room with type 1 diabetes, which is less affected by weight, don’t go away. A lot of this applies to you, too. 

If you’ve heard me talk before you might be aware of Justin’s Rubric for Quality Health Care. Any potential medical test or treatment should meet one of three standards. Either:

  1. It should make the patient feel better. This includes hundreds of treatments, like using medications and physical therapy for pain, prescribing inhalers for asthma, giving antidepressants and therapy for depression, and replacing knees. It does not, unfortunately, include much of diabetes care. Any person in the room who takes multiple doses of insulin per day and checks her blood sugar even more often than that can attest to this. Or:

  2. If it does not make the patient feel better, the test or treatment should make the patient live longer. This applies to everyday things like checking and treating high blood pressure and high cholesterol (neither one of which make most patients feel any better or worse today) to surgery and chemotherapy for cancers (most of which make patients feel much, much worse at least in the short-term, but prolongs many lives). Or finally:

  3. If a treatment makes no difference in how the patient feels and makes no difference in how long the patient lives, it should at the very least save money. The best example of this may be diabetes screening. As far as we can tell, screening for diabetes does not prolong life, at least not in the two or three trials that have specifically addressed the question. But diabetes screening linked to preventive measures like the Diabetes Prevention Program clearly saves money.

Diabetes was once a syndromic diagnosis, usually diagnosed when someone presented with epic amounts of urine, extreme thirst, unintentional weight loss, and sometimes strange infections. The very words we use to describe this condition give the crudeness of the diagnosis away: diabetes is from a Greek word meaning siphon, “to pass through.” Mellitus is from a Latin root word meaning honeyed or sweet. Because once upon a time, the diagnosis was confirmed by your doctor tasting your urine for sweetness.

But as our ability to test became more sophisticated, we began finding asymptomatic people with elevated blood sugars, and we had to decide who was normal and who was abnormal. It’s a tougher question than you may think, and we may still not know the answer.

So when should Victoria be screened? Or should she be screened at all? Like many questions in medicine, it depends on who you ask. Every test has risks and benefits. In the case of diabetes screening, the risks are small. There is the issue of the needlestick, but beyond that you mainly risk having an abnormal lab value on your chart. The primary benefit is financial. If Victoria is diagnosed with diabetes she can expect to spend $8,000-12,000 dollars more on medical care than the average non-diabetic person, with 12 percent of that coming out of her own pocket. Unfortunately people who are screened for diabetes and catch it early don’t seem to live longer than those who are caught according to symptoms, but they may feel better in the long run. And if we’re lucky enough to catch Victoria’s blood sugars before they rise into the frank diabetes range, we have things we can offer her.

With this in mind The United States Preventive Services Task Force (USPSTF) says that anyone between the ages of 40 and 75 should be screened at least every third year. The American Diabetes Association says that screening should begin at age 45 but expands this to say that anyone as young as age 10 with certain risk factors like family history; Native American, African American, Latino, Asian American, or Pacific Islander heritage; or certain signs of insulin resistance in the skin or reproductive organs should be screened. They’ve developed a tool alongside the American Medical Assocation and the Centers for Disease Control called the Diabetes Risk Test--you can take it yourself at preventdiabeteswichita.com--that asks a few questions (some demographics, your family history, your physical activity, your height and weight) and tells you whether they think you ought to be screened.

Screening generally means a check of Victoria’s first-morning blood sugar after fasting overnight. It can’t be done with a fingerstick, so Victoria has to resist the urge to borrow a machine from her mom. It needs to be done in the lab with blood drawn from a vein.The cutoffs that we set for pre-diabetes and diabetes are, naturally, semi-arbitrary, but they’re ultimately based on the eye. If Victoria’s result is a blood sugar of 126 or above repeatedly, it means she’s diabetic. If you think 126 is kind of a strange number, you’re right. That number is set at the point where she’s more likely to develop diabetic eye disease. So it’s the eyes that make all the difference in how we define diabetes.

If her blood sugar is below 100, she’s normal. But again, if she’s over 40, most people think she should get it repeated at least every third year.

If Victoria’s blood sugar falls into that range of 100 to 125, between “normal” and “diabetic,” her best bet is to seek out the Diabetes Prevention Program, a one-year program designed to help people decrease their risk of going on to develop diabetes. The DPP, as it’s called, is sixteen weekly one hour visits with a health educator followed by eight monthly visits. In those visits you learn problem solving strategies around food choices and physical activity with the support of your coach and a team of other patients. The program has been shown to reduce the risk of going on to develop diabetes by almost sixty percent, roughly twice as effective as metformin, a common diabetes medication. In addition to simply making your numbers look better, the DPP has been shown to improve cholesterol levels, to reduce absenteeism from work, and to increase patients’ sense of well-being. For anyone insured by Medicare, the program is a covered benefit. 

But what about the unlucky folks who go on to have diabetes?

We have a great program available here in town called the diabetes self-management program, or DSMP. It was developed by researchers at Stanford who were interested in making people with chronic diseases feel more in control of their lives and their destinies. It is 2.5 hours a week for six weeks, and it is taught not by a nurse or a doctor, but by a person who has diabetes herself. Investigators have determined that going through a self-management program like this reduces days in the hospital by almost two per year, probably cuts ER visits, cuts the risk of depression, and reduces low blood sugars. Best of all, it is free! If you’re interested, either ask your doctor or go to selfmanageks.org.

Last year investigators looked for randomized trials--that is, studies where patients are randomly assigned one treatment or another--of diabetes education. They included only trials that compared diabetes education with usual care, and they included only trials that lasted at least a year. Ultimately they found 42 trials that met these criteria, enrolling just over 13,000 patients and lasting an average of a year and a half. What they found was striking: diabetes self-management education significantly cut the risk of dying of any cause in type 2 diabetes patients by 26 percent. That is, a patient in the diabetes education arm of one of these studies was 26% less likely to die, by car wreck, chocolate poisoning, diabetic ketoacidosis, or any other cause, than a person receiving usual care.

In spite of this evidence, the utilization of diabetes education is disappointingly low. Only about one in five patients with diabetes ever attend. 

So let’s review, very briefly. Our risk--and Victoria’s--for being overweight or obese or having diabetes begins to accrue long before we’re even conceived and is constantly modified by our environment as we age. But many of the things that affect that risk--the cleanliness of our air, the foods available for us to eat, the design of our streets, and others--are modifiable. If in spite of optimizing all those things you still find yourself with an elevated blood sugar, you have several options.

So if you think you might be at risk for diabetes, get tested. If you’re pre-diabetic, ask for a referral to the diabetes prevention program. If you’re like Victoria, if your diabetes is out of control--if your hemoglobin A1c level is higher than what your doctor would like it to be, or if you have low blood sugars--ask your doctor about getting into a diabetes education program. If your diabetes is well-controlled numbers-wise but you feel out of control, also consider going to the  diabetes self-management program. The risk of the program is vanishingly low, and the potential benefit is large.