Alaska Health Policy Review  comprehensive, authoritative, nonpartisan
November 2007- Vol 1, Issue 4
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Interview with Paul Sherry
Please Respect Our Copyright
Certificate of Need: Build It and They Will Come
Interview with Jerry Jenkins
Commentary: Brainstorming about Workers' Compensation and the Big Picture
Alaska Health Policy Calendar
AHPR Staff
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From The Editor  
We start out the November 2007 issue of Alaska Health Policy Review featuring an interview with Paul Sherry, the CEO of the Alaska Native Tribal Health Consortium, and a leading health policy analyst--perhaps "visionary" is a better word. ANTHC is a unique organization in Alaska and in the United States. It serves 135,000 people statewide and delivers health care, builds facilities, constructs water and sewage systems, and much more.

In our interview, he discusses the impact of state and federal policies on the mission and operations of ANTHC, and candidly describes his hopes for the recommendations and the future of the Governor's Health Strategies Planning Council. In addition, he frankly discusses the challenges presented by the current health status of Alaska Natives, and how that challenge has been compounded by years of flat federal funding.

Does the state have a legitimate role to play by reining in the plans of local health facility investors in order to control the total health bill? This was the underlying policy issue discussed September 18, 2007, during a joint session of the House and Senate Health, Education, and Social Services Committees. They met to discuss the Certificate of Need (CON) program--certain to be a hot-button topic when the Legislature returns to Juneau in January.

The afternoon work session was led by Senate HESS chair Senator Bettye Davis and House HESS chair Representative Peggy Wilson. In attendance were legislators and a wide range of interested parties who gave conflicting, even contentious testimony for and against the CON process. We discuss the proceedings in the context of several recurring themes or perspectives, clarifying the conceptual groundwork for the anticipated policy debate in the coming session.

Jerry Jenkins is Executive Director of Anchorage Community Mental Health Services and a founding member of the Anchorage Alliance for Health and Social Services.  In our interview, Mr. Jenkins discusses how national and state policies have heavily impacted operations at Anchorage Community Mental Health Services as well as other providers in the state. 

In addition, he describes the politics of how and why the Alliance was founded. He notes the Alliance's extraordinary growth since its inception less than two years ago, and discusses why the Alliance is certain to exert a major influence on health and social services policy in years to come.

What kind of health insurance covers nearly 300,000 Alaskan workers from the minute they start working, has no co-payments, no deductibles, and no premium charges for employees? Furthermore, practically every employer in the state carries it--from the smallest proprietor to the largest multinational corporation. Stumped? Workers' compensation, like the late comedian Rodney Dangerfield used to say, "just can't get no respect" compared to other forms of health insurance. In this commentary we consider if and how workers' compensation might have a place in health system reform considerations.

Finally, I would like to note that the Alaska Center for Public Policy, the institutional home of the Alaska Health Policy Review, is a nonprofit organization. We have no financial investors and we generate no profits. We provide this service of fact-based, nonpartisan, health policy analysis and education because it is our contribution to a strong, just, and equitable democracy.

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Lawrence D. Weiss Ph.D., M.S.
Editor, AHPR

 
Interview with Paul Sherry

Paul Sherry is the CEO of the Alaska Native Tribal Health Consortium. ANTHC is a unique organization in Alaska and in the United States. It serves 135,000 people statewide and delivers health care, builds facilities, constructs water and sewage systems, and achieves much more. Mr. Sherry discusses the impact of state and federal policies on the mission and operations of ANTHC, and candidly discusses his hopes for the recommendations and the future of the Governor's Health Strategies Planning Council. Contact Mr. Sherry at 907.729.1900, or by email at psherry@anthc.org. This interview was conducted October 30, 2007, and has been edited for length and clarity.

AHPR:
You are the CEO of ANTHC, but what is ANTHC? What is your mission? I think a lot of our readers probably aren't very clear about that.

Paul Sherry: ANTHC is the statewide component of the Alaska tribal health system. We use the term Alaska Tribal Health System to reference collectively all the different Alaska Native health organizations, from the small tribes that provide health services to the regional health organizations that in some cases provide hospital care.

The final piece is ANTHC, which is the statewide--you might call it--the tertiary element of the tribal health system. The mission of ANTHC as described by our board is "providing the highest quality health services in partnership with the Native people and with the Tribal Health System." That's our mission.


The whole self-governance process of turning over federal ownership of the Native health system to the Native ownership really started at the community level. Gradually the Native organizations in the regions signed contracts with the Indian Health Service to take on responsibility for community-based programs and later for regional hospital-based programs.

The final piece in that transition was the programs that the Indian Health Service managed here in Anchorage that were for all Native people. That included the Alaska Native Medical Center, and [an] environmental health and engineering program that built water and sewer systems and health facilities. Finally, what we call a community health support component [which provides] technical support to the regional programs in training and evaluation.


Ten years ago this month all these services here in Anchorage were still operated by the Indian Health Service. ANTHC was formed for the purpose of managing those services on behalf of all Native people. It has an interesting history. Under the law, the Self-Determination Act says that each tribe can contract with the Indian Health Service to manage its share of the Indian Health Service program.

Here in Alaska the tribes pretty much exercised that to their full extent, with the exception that they agreed that there were certain statewide services that were best retained, like the Alaska Native Medical Center, to serve all the tribes, all of the Native people. Basically, there was an agreement back in the 90s that it made sense operationally, for the good of the whole in our community, we keep these certain programs intact. At the same time, the Native people wanted to own these services, so they had to figure out some way of group ownership. The consortium was formed in December of 1997 through the creation of a board that represented all the Native people throughout our state.


"You have to step back and look at health very broadly. To me, health has three components: it's got a medical care component, it's got an environmental component, and it's got a community health component."

AHPR: It strikes me as very unusual--and highly desirable from the point of view of public health principles--that you have health care and water and sewage all under the same roof.

Paul Sherry: You have to step back and look at health very broadly. To me, health has three components: it's got a medical care component, it's got an environmental component, and it's got a community health component. You need to address all of them to create the environment for healthy people. You can't surely attack the issue of how [to] raise health status from any one of those three alone. You've got to look at them broadly.

AHPR: What is the relationship of ANTHC to other organizations? For example, Southcentral Foundation?

Paul Sherry: There are a little more than 30 different Native groups that provide health care in Alaska. Some of them are single tribes, some of them are regional organizations. Southcentral Foundation is one of the regional organizations, the Native health organization for this particular region of the state--Anchorage and the Matanuska Valley. It is the direct care provider for these communities, and it is also the supportive care provider for 55 villages in south-central Alaska. They are one of the regional organizations that ANTHC supports. Just as the Yukon-Kuskokwim Health Corporation serves the Yukon-Kuskokwim Delta, we support them in their work for the Delta.

Our relationship with Southcentral Foundation is unique, however, in one aspect. Under the terms of federal legislation from 1997, ANTHC and Southcentral Foundation jointly manage the Alaska Native Medical Center. It's a very unique situation. We've looked all around the United States and never found another model where there is a hospital with two parent organizations.

The reason that it is set up that way is that ANTHC represents the statewide role that we play of being the tertiary provider for all Native people throughout the state. SCF represents the other role of ANMC, which is to be the primary care site and main hospital for south-central Alaska residents. Through this joint management, both components of the service of the Alaska Native Medical Center are represented.


AHPR: One other organization that comes to mind is Alaska Native Health Board. I was just reading in the ANTHC newspaper that that relationship is changing.

Paul Sherry: Yes, in a minor way. The Alaska Native Health Board is the grandparent of the tribal health system. It's 40 years old, created to be an advocate for Native health. They remain, to this day, the agency that represents all of the Native health organizations, small and large, in the arena of Native health advocacy. For example, ANTHC is a member of the Alaska Native Health Board, Southcentral Foundation is a member of the Alaska Native Health Board, so is Arctic Slope Native Association, Southeast, etc. Through the Alaska Native Health Board, we present a common united front in Washington, DC, and Juneau. The new relationship is that previously ANHB had its own staff. Now they are contracting with ANTHC to provide the staff support for the board.

"...how does a decentralized, customer-owned and focused, community-based system work effectively together to make change?"

AHPR: In terms of fulfilling your mission, what are the biggest challenges that face ANTHC?

Paul Sherry: There are several. First of all, the Alaska Native people have some serious health status challenges that we are responsible to help address. How do we position ourselves, or use our resources to really effect change in that health status? We can only do that in partnership with the regional and local Native organizations. In other words, we have to work as a group to effect change. So one of the challenges is: how does a decentralized, customer-owned and focused, community-based system work effectively together to make change? That's a challenge to us as a system--is the leadership and the staff in alignment and [are we] focusing our resources and being efficient in how we tackle the problems?

We have some other challenges. Core funding is an issue. Probably our biggest single funding challenge is that about half of our money comes from the Indian Health Service. Indian Health Service core funding is increasing at only about 1% a year for the last couple of years--between one and two percent. Meanwhile, whether you're looking at our population growth, the cost of patient travel, surgical implants, utilities cost, the cost of recruiting and retaining medical staff, the cost of pharmaceutical supplies, they're all up substantially, probably we peg our collective inflation rate at about eight or nine percent a year.

So how do we keep this up has been the challenge. We have been able to do that, so far, by asking our people to apply for and use alternative health resources. If the Native person has Medicaid, or Medicare, or private insurance through their employer, to the extent they use those, and bring those resources in, we've been able to keep up with the cost, but it's an ongoing challenge. The other challenge is, as I've mentioned, recruitment and retention of health care providers. It's not as big of an issue for us as it is for some rural sites, but it is and will continue to be a challenge.

AHPR: When you say recruitment, are you referring specifically to the Alaska Native Medical Center?

Paul Sherry: Well, sure--really on several fronts. We employ 80 specialists at the Alaska Native Medical Center. Ensuring that the supply of high quality board-certified specialists are there in the face of increasing competition [is a challenge]. There are other hospitals here in town, [and] there's a new hospital in the Valley. We're all looking for the same medical specialists. How can we ensure that we can sustain? Same thing with nursing staff, same thing with engineers. I'm working in an environment where natural resource development in Alaska and other large projects are competing for engineers. We need engineers to build health facilities and water projects. We've got to be able to pay competitive salaries and sustain them as well.

AHPR: Can you give me some idea of how much money ANTHC takes to run for a year?

Paul Sherry: Our budget this year is going to be right around $360 million. About $100 million of that is passed through to the regions, tribes, and local communities, including about $75 million for sanitation facilities projects and the clinics that we're building in partnership with the Denali Commission. For our core operations, not including the pass-through, it's about $260 million. Of that, about $200 million is our budget for the Alaska Native Medical Center, our largest program.

AHPR: What is the population of Native people served by the Alaska Native Medical Center?

Paul Sherry: Well, statewide it's 135,000 people, of which about a third live in Anchorage and  Matanuska Valley. We're concerned because our actuarial forecasts show that over the next 10 years, that will grow to160,000 people statewide. We have a relatively high growth rate. At ANMC we admit about 6,600 patients a year and we do about 12,000 surgeries a year. Between our primary care clinics and our specialty clinics, we're seeing about 380,000 people a year, so that's a thousand outpatient visits a day. We're delivering about 1,400 newborns a year.

AHPR: Do have some idea of how that compares with Regional or Providence?

Paul Sherry: Providence, of course, serves a much larger non-Native population. I'd say comparatively, they handle about two and half times the volume of ANMC.

"More and more we see some Native-owned community health centers that serve both the Native community and the non-Native community."

AHPR: I think a lot of people have the notion that Native health care is a completely closed system. You mentioned for example, that you are competing for some of the same docs as the non-Native providers. What other interfaces exist between the tribal health system and the non-Native health care system?

Paul Sherry: That's pretty complex. I'll cite a couple of examples. One is that we are part of the Alaska Federal Health Care Partnership. We work with the Veterans Administration and the various defense department facilities: Elmendorf, Richardson, Bassett, Eielson, the Coast Guard--to basically optimize health care for federal beneficiaries. In other words, Alaska Natives are federal beneficiaries but there are another hundred thousand military and VA and other beneficiaries. We have agreements with them to share a number of medical providers to cover for each other. We share a common contract, for example, for medical evacuation services. Through that agreement we do some group procurement, for the same kind of services, to reduce our cost. [There are] programs like Arctic Care, where the military sends some of their medical staff to rural locations for training purposes and [to] help augment Native health care.

More broadly, I think there is much more of an interaction now, for example, between the Native health system and the community health center program. More and more we see some Native-owned community health centers that serve both the Native community and the non-Native community. I'll use an example: Haines. Haines used to have a non-Native clinic and a Native clinic. Now they have one clinic. It is operated by SEARHC, which is Native-owned, but it sees all the people in Haines. Basically, the further out you go into rural Alaska, the more the Native and non-Native systems are blended. Wherever there is not much of a system for the non-Native community, the Native health provider becomes the provider for the non-Native community. Over the last 20 years, [I've seen] more of a collaboration between the non-Native and the Native health system than ever existed before.

AHPR: In terms of financing, is there a lot of spillover, for example, Natives with private health insurance?

Paul Sherry: Sure. An Alaska Native that has employer-based health coverage can go to non-Native providers. They'll have to pay the co-pay or the deductible but there are arrangements for people to move between the systems. For example, there are a number of services that our system doesn't provide. We provide no nursing home care, we provide no transplant services, so we buy those services from the private sector or, if Native people are on Medicaid, for example, they can access those services through Medicaid. It requires a lot of coordination. It's why we have quarterly meetings with the State of Alaska. We're involved with a number of other initiatives with the non-Native providers in our state. We only have 660,000 people in our state; we can't afford not to collaborate.

"We are working very closely with the state on how can we build our capacity in the areas of long-term care, home health services, assisted living, residential behavioral health, and residential psychiatric treatment."

AHPR: What interfaces exist, if any, between ANTHC and its mission, and state policy?

Paul Sherry: I think there are quite a few areas where there are interconnects. First of all, Medicaid is a major financer. About 40%--as I understand it--of Alaska's Medicaid clients are Alaska Natives. State policy on Medicaid services directly affects what we're able to provide. All of the state's health department strategies with regard to public health--we need to really closely coordinate with them: pandemic flu preparedness, public health nursing, bioterrorism preparedness, lots of interaction about services coordination.

The most current state policy/tribal health policy interface relates to Medicaid financing. Under federal law, if a Medicaid patient is seen at a tribal facility, when the state pays for that, it can seek 100% reimbursement from the federal government. If the Native person is seen in a non-Native facility, [like] a private long-term care facility, the state pays 40% of the bill and the feds pay 60% of the bill. So it's in the state's interest--financially--to support tribal service development.

We are working very closely with the state on how can we build our capacity in the areas of long-term care, home health services, assisted living, residential behavioral health, and residential psychiatric treatment. These are service lines that the Indian Health Service was never involved in, but we're looking at whether we should be involved in those programs. How can Native health organizations get into those service lines, how can we develop those facilities, how can we be assured that we have adequate reimbursement? There's a lot of interaction going on right now between the state Medicaid and the tribal health system.


AHPR: I've noticed you sitting in on the Governor's Health Strategies Planning Council meetings, and in fact ANTHC is hosting them now. What is your assessment of their progress and future?

Paul Sherry: I think there's a lot of potential. My main concern is that I believe that the State of Alaska needs to elevate the process of strategic health planning and policy development, higher than it has been traditionally. I've said this at other forums. I was the chair of the last State Health Coordinating Council back in 1986 when it was disbanded by Governor Sheffield. Since then, there has never been a state health board. When you figure that health is a $5 billion industry in Alaska, it is kind of amazing to me, that there is none. The Health Care Strategies Council is a renewal of that effort, which I think is great. My concern is that it's very short-term in nature. I hope that one of the recommendations that they make to the governor is that the state re-establish a high-level health policy/planning entity.

I expect the Council will come out with a very high-level set of strategies, which is good, but it's going to take some longer-term mechanism put in place to see those things realized. What is Alaska going to do about the pending crunch in long-term care? What are we going to do about stabilizing our health care workforce? What are we going to do to change Alaskans' health behavior? What are we going to do to define greater efficiencies between these different health systems that serve Alaskans? There are huge opportunities. To the extent that there can be a forum where Alaskans can have those discussions and see them translated into good state health policy and good collaboration between all players--that's what I'd like to see happen. I am expecting a good outcome from the Council but I think the proof will be in whether the Governor and the Legislature create something more long-standing.

AHPR: Would it be fair to ask if you believe there is adequate representation of Native interest among the council members?

Paul Sherry: Yes. Our chairman for the consortium is on the council. We've got full opportunity to affect and influence the outcome of the Council's deliberations.

AHPR: What are the state policy issues of most concern to you in the next couple of years?

Paul Sherry: Sustaining the high quality Medicaid program that we have. Addressing the stability of the Alaska health workforce. The development and deployment of electronic health records in Alaska. We have a request in to the governor right now to help support a means for all of the different health agencies in Alaska to exchange electronic health data. Other states are moving ahead faster than Alaska in this area. Huge potential for improving patient safety, timeliness of medical care, response in the event of pandemics, reducing unnecessary medical testing, expedited patient care. It's an investment I'd like to see the state make.

"Our board has set a vision that Alaska Natives are the healthiest people in the world. That's their vision."

AHPR: I really appreciate the time you've taken to do this. Is there anything else, any other subject, you'd like to address with the readers of the Alaska Health Policy Review?

Paul Sherry: Our board has set a vision that Alaska Natives are the healthiest people in the world. That's their vision. If you look at the statistics now, one might say that we've got a long way to go. Just 30 years ago, people looked at the federal health care system for Alaska Natives, and the interest of Alaska Natives in managing that system and said, "That will never happen." Today the Native people own their health care system.

In the same way, I believe that Alaska Native people can move to a significantly higher health status. It really comes down to effective strategies in influencing people's individual health behavior and lifestyles. That's where the action is over the next 10 years. We can make more improvements in the medical care system, but if we don't bring the people along with us in the areas of tobacco use, alcohol use, reducing the use of junk food, and affecting change and risk-taking behavior, then all of those investments in medical care are futile.

We are putting an increasing amount of our attention and emphasis on lifestyle changes. It's hard to get resources to do that because it takes so long to prove effectiveness. We believe there is plenty of proof. For example, we've made major improvements in the statistics in injuries among Alaska Natives over the last 10 years through promoting float coats, fire extinguishers in the home, fire alarms in the home, gun safes in the communities, bike rodeos.

All of those kinds of programs have really greatly reduced the injury rate. We believe that if we apply the same kind of strategies in some of these other areas, we can see some major changes. 


AHPR: Thank you.
 
--AHPR--
 
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Certificate of Need: Build It and They Will Come
Introduction
    
On September 18, 2007, a joint session of the House and Senate Health, Education, and Social Services Committees met to discuss what is sure to be a major topic of interest when the Legislature returns to session in January: the Certificate of Need (CON) program. The Certificate of Need work session was led by Senate HESS chair Senator Bettye Davis and House HESS chair Representative Peggy Wilson. Many legislators joined the work session throughout the afternoon, both in person and via teleconference.
    
The purpose of the work session was to bring together stakeholders in the Certificate of Need program and key legislators to discuss the current and potential impacts of the program. State and national experts on healthcare and certificates of need offered their opinions and experience to the discussion, and laid out several issues and concerns that they felt any new legislation would have to address. As Senator Davis pointed out at the beginning of the meeting, the most recent Certificate of Need bill was only heard in the House; it never received a hearing in the Senate.
    
Testimony given presented a wide array of views about the Certificate of Need program, and the issue proved to be one that nobody in attendance was indifferent towards. Problems with and concerns about the program were raised, and opinions ranged from full support and a desire to see stronger CON regulations, all the way to calls for a total repeal of Alaska's CON laws. A few key issues and concerns were repeatedly addressed by the presenters, and it was those issues that appeared to be the focal points of the Certificate of Need debate in Alaska.

CON: Policy Success or Failure?
    
One of the major points of dispute among the speakers was whether CON could even be considered a successful program. Several speakers supplied research that supported their points, which ranged from saying that CON was a useful and successful policy to calling it a total policy failure on both national and state levels.

Robert Cimasi, president of Health Capital Consultants, who testified via teleconference from St. Louis, Missouri, called CON anti-competitive, and said that it was a completely failed public policy and should be completely rejected. His organization had done in-depth research tracking the successes and failures of various states' CON programs and published the "Certificate of Need Source Book" at the end of 2005. In his testimony to the committee, Cimasi made eight points that he believed were necessary to understand why certificate of need policies should be repealed. He stated that "CON has a well-documented history of failed health planning policy," and referred to academic studies which showed that CON had not met its main purpose: to reduce overall medical costs.

Perhaps his sharpest criticism of CON, however, came after discussing a joint Department of Justice-Federal Trade Commission report on health care published in 2004. The 2004 report supported CON programs, but at a 2005 Homeland Security conference, the Commission said that they had been wrong in the 2004 report, and that CON programs generally are not successful and that they pose anti-competitive risk. As a legislative matter, Cimasi said that there is no evidence that bringing certificate of need policy to states raises their quality of health care.

Agreeing with this point was Jeremy Hayes, Anchorage director of Advanced Medical Centers of Alaska. He offered that Alaska had the most restrictive CON program of any state, that there is no evidence that CON has done anything to control medical costs in Alaska, and that the program thwarts entrepreneurial competition. He added that an ideal solution would be to repeal the program entirely.

"If you look at states with similar demographic characteristics, you'll find that they have done just that. Wyoming has no Certificate of Need program; Idaho has no Certificate of Need program; North Dakota, no CON; South Dakota, no CON. Realistically," he continued, "a reevaluation of the current system to bring Alaska in line with other demographically comparable states is a very valid approach."

Hayes pointed out four areas where he would recommend the program be reevaluated: 1) the $1,050,000 threshold for requiring CON approval; 2) threshold items including but not limited to the value of land acquisitions, net present value of the lease, and other line items; 3) the appeals process; and 4) the general and concurrent review standards (referencing another speaker).

A sharp contrast to Robert Cimasi's and Jeremy Hayes's arguments came from Norman Stevens, CEO of MatSu Regional Hospital Center, and Shawn Morrow, CEO of Bartlett Regional Hospital in Juneau. Stevens argued that proponents of repealing CON legislation are financially motivated: "I suppose we all are, at some point, financially motivated. I would ask you, as you consider this, to look at who's getting rich and who's not, on this issue."

He also believed that "what you're seeing here is boutique providers, people who can come in and set up niche markets, and they can carve off some of the hospital's more profitable programs, which might be surgery and radiology and different procedures that you've heard about today. They want to present this as if it's really going to reduce the costs of health care, and I think what they do is they tend to skew public opinion" by playing on the public's sense of dissatisfaction with health care. Stevens also testified that MatSu Regional underwent a two-year CON review process and is now able to bring world-class health care to Valley citizens.

Morrow also supported this position. He said that most of his experience was based in Oklahoma, which did not have CON programs for acute or specialty care--including diagnostic and surgery centers, and hospitals--but only for long-term care centers. Morrow argued that a lack of CON regulations for acute care had played a part in the deteriorating financial stability of community-based hospitals and had weakened access to the health care system. He also said that Oklahoma's lack of CON regulations increased the tax burden on citizens, opposing Cimasi's view that CON regulations are what hurt the economy. He noted that since 1990 in Oklahoma, 13 hospitals closed and that seventeen communities have instituted a sales tax to keep their hospitals viable.

Morrow echoed Steven's thoughts about the financial motivation behind certain arguments against CON: "When high-profit, high-margin services are carved out by niche specialty providers it leaves less money to offset basic and essential services that lose money. Oklahoma ranks fifth in the United States for niche specialty facilities." Based on his experiences there, he said he anticipated that physician and investor-owned niche facilities would proliferate in a non-CON Alaska. While Morrow believed that hospitals would "weather the storm," his "real concern is that many community hospitals will be severely weakened over the next five to ten years as changes in reimbursement occur that are aimed at lowering health care costs. I think our hospitals will be in a much more vulnerable state."

Thomas Piper, the director of Missouri's CON program in Jefferson City, Missouri, delivered a presentation that chronicled the history of national CON programs and that addressed some of the specific issues and concerns that have been raised since the program's inception. He presented evidence from studies conducted by the "Big Three" automobile companies that analyzed whether health care costs were lower in states with CON programs or without CON programs. The DaimlerChrysler Corporation found in 2000 that their employees in CON states actually had health care costs up to 164 percent lower than their employees in non-CON states did. General Motors Corporation found that health care costs in CON states, from 1996 to 2001, were nearly one-third less than costs in non-CON states. The Ford Motors Company's study in 2000 (which was broader than the GM study) found that health care costs in CON states were about 20 percent less than in non-CON states.

Does CON Help or Hinder Attracting Physicians to Alaska?
    
Norman Stevens of MatSu Regional brought up the issue of physician attraction and retention as a problem he's heard discussed as part of the CON debate. Using his experiences as the head of a major community hospital, Stevens said that of the thirty-four physicians he has personally recruited in the last three years--and in the process of hiring, interviewed probably twice as many--not a single one has brought up CON regulations as a concern that would affect whether they took the job.

"The only physicians that I think bring that up are radiologists who find themselves somewhat restricted by it. I feel for them in some respects, but I also know that there's no shortage of jobs for radiologists out there, and the fact that the radiologists would like to have this lifted so they can get rich, with the ability to do both their professional fee as well as the facility's technical fee benefits them but it doesn't benefit the community." He said that in his experience, doctors do not see restrictive CON regulations as a concern.

Thomas Piper believed that repealing or weakening CON is what causes problems of physician recruitment, retention, and other staffing-related problems. He noted that "on the other side of the coin" of the arguments against CON, "unrestricted health care competition has some serious consequences," in which it "splinters the provider delivery network which causes staffing shortages, and in turn lowers quality and fragments the health care support system."

A direct counter-argument came from Jeanine Hinman, an attorney for Advanced Medical Center of Alaska (AMCA). She spoke as the wife of a physician and as an attorney with experience in medical litigation. Hinman spoke about both her personal and professional thoughts regarding the current environment the CON program creates for physicians and their families when considering moving to Alaska. "I think if we had known the hostility of the legal environment which uses the CON program as its vehicle for litigation that has hamstrung AMCA in three different markets, I don't think we would have moved here. I think there is a recruitment problem; I know there is, because my husband's trying to get several of his colleagues to come up here. He's a board-certified anesthesiologist," with a professional background she believed would benefit Alaska's citizens. Hinman also said that if she were convinced that hospitals would be hurt by repealing CON, she wouldn't support the repeal. As she does not believe that is the case, she supports repealing CON.

Robert Cimasi also addressed this issue during his testimony. "We know from the study that was done in Alaska--the report of the Physicians Supply Task Force--that Alaska has significant challenges in terms of their physician-to-population ratio. They're seventeenth-lowest in the nation according to that report. Certificate of Need is one of the most anti-physician pieces of regulatory policy that a state can pass. And as it is used to block physicians from being able to share in the ancillary services and technical component revenue stream of health care, it has nothing to do with lowering costs, it's simply to avoid physicians from being able to share in that revenue stream and being restricted to only being paid the professional fee component. This is an aggravating factor that makes it extremely difficult for states that have this to recruit high-quality physicians into working in the state. Especially in Alaska, something that I think bears noting."
    
The Issue of Access to Care
    
Testimony was firmly divided into two camps on this issue: those who thought that CON restricted access to health care facilities, and those who thought CON improved access to facilities.

Robert Cimasi said that there is no evidence that continuing CON would enhance access, and there is no evidence that repealing CON would restrict access to care. He also said that research done by his group has shown no impact on access among patients with government programs, such as Medicaid or military health care, due to repealing CON legislation. Cimasi added that "we know from studies that have been done that Alaska has one of the most significant access challenges of any state in the nation because of the wide geographic dispersion of the population."

Co-chair Wilson responded to his comments about access by noting that ambulatory surgical centers or imaging center groups haven't even wanted to go out to those parts of the state, and that she wasn't sure how repealing CON would help access in those conditions. Due to time constraints during the meeting, Cimasi was unable to respond to Co-chair Wilson's comments, and Co-chair Davis said this would be a point of discussion during the upcoming legislative session.

Dean Montgomery of the American Health Planning Association in Falls Church, Virginia, said that it's relatively easy to establish new services in this state as compared to other states. His testimony was based on research he did for the Alaska Hospital and Nursing Home Association. "When you look at the combined effect of the health community capital expenditure review threshold in Alaska, the major medical equipment capital expenditure review threshold, and the new service review threshold--all three are $1,150,000--the combined effect of that is it's relatively easy, compared with the other twenty-nine states that regulate acute care services under Certificate of Need to establish a new service" or facility in Alaska.

He continued, saying that "given the distribution of population, given the concentration of services in areas such as Anchorage, Fairbanks, the southeastern part of the state in the Juneau area, this puts community hospitals in those areas at substantial risk that hospitals similarly sized and similarly located in other states are not at." Access becomes an issue because CON guidelines give the free-standing facility clear advantages over the typical community hospital in Alaska, which may be small, have fewer backup services, higher emergency caseloads, and high charity caseloads.

Thomas Piper touched on the question of access to services obliquely, but his comments addressed access directly. "Certificate of Need has been criticized since its inception, and the reasons are fairly simple. Many believe that CON only tries to restrain market entry, or to lower market outlays, or to cap technical innovation, all of which are ways to control cost." He went on to say, "they also believe CON is more concerned about geography and access rather than social and system access questions." Earlier in his presentation, Piper noted that some of the conceptual purposes of CON were to support community-based health services and health facility planning, and to support community-oriented planning by health service programs, facilities, and systems. "A unique concept and tool, CON covers a broad range of important features." One of those features, Piper said, is that CON is "a market compensator, because the market has gaps and excesses, like the avoidance of low-income populations and the concentration of services in affluent areas. CON often negotiates incentives and supports plans to strengthen services."
    
Fairness and Loopholes in the CON Program
    
Robert Cimasi raised questions about the issue of fairness in CON policy. Specifically, he was concerned with evidence that "CON has been used for anti-competitive purposes." In context, he spoke of anti-competitive measures being used by large hospitals and other powerful health care providers who used CON policy as a tool for keeping smaller providers and facilities from opening and offering services.

"We have a very large collection of research here that indicates that on a state-by-state basis, that providers will expend massive amounts of non-patient care dollars--that are diverted from patient-care activities--to essentially prevent their competitors from entering the marketplace."

Cimasi continued, citing access as another concern. He spoke of access, however, not as patients being unable to physically get to services, but as facilities that use CON regulations to dictate where and what services are offered in the market. "What happens is, only those folks that have this regulatory permission can determine what services are going to be offered, where they're going to be offered, who gets access to them, and what new technologies are going to be brought to the forefront." CON regulations, he said, make it extremely difficult for anyone to challenge the dominant forces already controlling the health care market in the state.

Jeremy Hayes also supported that viewpoint in his testimony. "The CON appeals process needs to be reevaluated. Market incumbents," he explained, are using "the appeals process built into CON regulations to stall CON applications indefinitely, sometimes as long as five years."

Dr. Chakri Inampudi, president of Alaska Radiology Associates, represented a facility with nine board-certified radiologists and two nurse practitioners and spoke about his experiences in the imaging field. He said that Alaska's CON program has several loopholes that make it difficult for radiologist and imaging facilities to get the same treatment that other facilities undergoing review do.

The "number one (concern) is removing the exemption of imaging in physician's offices, and establish the same criteria for receiving CON that's used for hospitals and IDTFs (independent diagnostic testing facilities). Number two, actually lower the dollar limit for determining the need for CON for imaging equipment and construction costs to a total of $500,000." Dr. Inampudi told the committee that "the current regulations continue to use $1 million as the cutoff, and this number has not been changed in almost close to a decade. In the past several years--as recently as the last four years--there's been a significant drop in the cost of imaging equipment. A scanner that used to cost $1 million in 2003 now can be purchased for less than $400,000 and close to $300,000 new. This would allow for the purchase and use of less expensive, possibly outdated, and certainly substandard equipment in terms of radiation care," he said, just by avoiding the CON process.

Final Thoughts
    
Robert Cimasi: "CON should be repealed in Alaska. There are better ways to be able to control quality that would be applicable. There are better ways if you want to prevent any problem that you would raise in terms of physician referral. CON was not designed for that. That would be like trying to do heart surgery using a meat axe."

Thomas Piper: "We can establish a balance between regulation and competition by first promoting the development of community-oriented health services and facility plans, including consumers and providers, business, education, researchers, and others in its development. Second, providing pricing and quality information to consumers so that they have an educated choice, and then providing a public forum to ensure that the community has a voice in health care. This, I believe, will protect the public's interest."

Dean Montgomery: "I think if you look at the detailed analysis of the review threshold, if you examine how they are applied in Alaska and in other states, and how they interact, the argument that there is fairly intense regulation in Alaska under Certificate of Need simply does not hold; that it's relatively easy to establish the new services--they're much easier than in most other states--and that this has substantial implications for community hospitals in Alaska that are smaller in size, have fewer redundant or backup services, and indeed have higher emergency caseloads and high charity-care caseloads."

Jeremy Hayes: "The continuation of Alaska's CON regulations in their current state cannot be justified, either theoretically or empirically. If CON regulations were working as advertised and were truly successful at containing health care costs, why does Alaska have the most restrictive Certificate of Need program in the country and the highest health care costs in the country? If Certificate of Need regulations truly were working like some of these people have testified to today, Alaska should have some of the least costly health care in the country rather than the most expensive health care costs in the country."

Norman Stevens: "I think it's important that those of you who make the rules recognize the fact that hospitals are at risk nationwide. We're not making this up. Hospitals in this country are under a demand to take care of everybody without regarding their ability to pay, and run these services twenty-four hours a day, seven days a week. We have to continue to pay our payrolls. These are huge demands on us, and I know myself and none of the members on our board are getting rich off this process. I've got a great deal of strong leaders in our community who serve on the board of this hospital and none of those people are getting rich either. They're trying to do what's in the best interest of this community, and they put their time and their energy in for free."

Shawn Morrow: "What we saw happen in Oklahoma was, with no Certificate of Need for decades, in 1985 when the reimbursement rules changed, you had about a five year lag, and then you started to see hospitals closing. And then the Balanced Budget Act of 1997, you saw another wave of hospitals that went through closure. I'm not going to infer or say that CON going away is going to result in hospitals closing here, but I do think that it deteriorates the financial stability of our community hospitals that do have a responsibility and an obligation to the citizens, to see those that are not insured and that do not have a means to pay."

Dr. Chakri Inampudi: "I was asked to comment on the potential negative implications of changing the CON policy. I do not see any negative implications to the residents of Alaska, or to the state or governmental agencies. In fact, our suggested changes should eliminate the future potential litigations and appeals by closing the loopholes. Our position is to level the playing field by eliminating the loopholes, including the removal of the exemption of imaging in physician's offices."
   
Ms. Jeanine Hinman: "I know there's a lot of empirical data that's been thrown out here, and I know you have a hard job because people are quoting opposing statistics. I'd be happy to look at the empirical data that proves me wrong because, frankly, I'd like to be wrong about this. I don't like thinking there's these 'bad, greedy hospitals' and the 'victim doctors,' but it looks to me like there is a problem as far as access in the rural areas. Right now you have CON laws and hospitals and they're not addressing it, so I don't think saying we shouldn't repeal CON because that wouldn't improve access to rural health care."

In Conclusion

While the CON working group heard many diverse testimonies, a few key issues repeatedly came to the forefront of the discussion. All the speakers raised issues that will undoubtedly contribute to the debate about Certificate of Need when the legislature returns for the 2008 session in January. There was debate as to whether CON legislation was a success or a policy failure. Differing opinions were expressed regarding whether CON policies hinder physician retention in Alaska. Several speakers brought up percieved loopholes and other unfair aspects of CON legislation. Access to care under Alaska's CON program was a concern for several speakers.

What form any new CON legislation will take is still a matter of conjecture. The wide range of opinions about the program that were expressed during the committee meeting, however, indicate that no matter what CON legislation ultimately looks like, it will have a significant impact on the future of Alaska's health policy.
 
--AHPR--
Interview with Jerry Jenkins
Jerry Jenkins is Executive Director of Anchorage Community Mental Health Services, and a founding member of the Anchorage Alliance for Health and Social Services.  In this interview Mr. Jenkins discusses how national and state policies have affected operations at Anchorage Community Mental Health Services. In addition, he describes the politics of how and why the Alliance was founded. He discusses the Alliance's extraordinary growth since its inception less than two years ago, and why the Alliance is certain to exert a major influence on health and social services policy in years to come. Contact Mr. Jenkins at his office phone, 907.261.5310, or by email, jjenkins@acmhs.com. This interview was conducted October 22, 2007, and has been edited for length and clarity.

AHPR:
You are currently executive director of Anchorage Community Mental Health Services. Please tell us a bit about your professional history.

Jerry Jenkins: My professional history in mental health and behavioral health began in 1982, when I began working for Johnson Mental Health Center in Chattanooga, Tennessee, as an addictions counselor. I did that for a while and became a branch manager, [then] became the director of Alcohol and Drug Abuse Services.

In 1985 I went to work for a company called HCA (Hospital Corporation of America) for a year. [I] was part of a social experiment that HCA was attempting. They are known for being a hospital corporation; they had tried other levels of care and they attempted to do a residential treatment experiment. It was called Crossroads, and it was to provide non-hospital-based addictions treatment, which in and of itself, is very novel. We developed programs for adults.

From there I returned to community mental health. I returned to Johnson Mental Health, [as] branch manager and director of Alcohol and Drug Abuse Services until a very novel opportunity arose in February of 1988. The Tennessee Valley Authority's nuclear power portion of the business made me an offer in [a program] called "Fitness for Duty."

All the time I [was] working at TVA I [was] also still working at the mental health center--carrying a small caseload there--so I kept my finger in the water if you [will]. So for '88, '89 and early '90, I did Fitness for Duty full-time and then picked up a couple of other interesting endeavors. One was called Root Cause Analysis and Human Performance Enhancement System where, needless to say within the nuclear industry, there is a lot of wanting to know why things didn't work perfectly. They trained me to do root cause analysis and human performance enhancement, so the remainder of my four years there I was the resident expert on root cause analysis, did all the teaching in that and was involved in critical investigations.

During that time I became associated with a group out of Knoxville, Tennessee, called Taproot. They primarily were interfacing with industries such as petrochemical and the nuclear industry. I made the comment one day, I said, "The ultimate root cause analysis is postmortem." The lights came on and they started teaching, or contracting, with health care facilities to do root cause analysis when there were adverse events within a hospital.

In November of '94 I came back full time into mental health at Johnson Mental Health Center, which evolved into Volunteer Behavioral Health Care. I was over one-third of the operation there. As providence would have it in late 2002, I was interviewed and accepted a position in Anchorage, Alaska. [In Tennessee, I was] working with severely mentally ill adults, severely emotionally disturbed children, and geriatric mental health.

"We only serve severely emotionally disturbed kids. When I came here we served 400 or so teenagers. In the last year we've served almost 700 severely emotionally disturbed kids, most of them 12 and under."

AHPR: I wonder if you could give us a brief overview of Anchorage Community Health Services. What does it do, what it is, what is its budget, how many employees, and how many patients or clients?

Jerry Jenkins: Anchorage Community Mental Health Services has been around since 1974. We're currently budgeted at 189 FTE. At any time, we have 20% openings. So one of our challenges is staffing--staffing everything from direct service workers to psychiatrists to accountants--[there's] a wide range of openings or challenges that we have in staffing. We have different ways of calculating how many people we serve. We have those that we serve through our medical teams, our direct service teams and last year that was over 2,400. We served another 600 through our chronic inebriate outreach program in downtown Anchorage. That puts us up over 3,000. Within our population we currently serve age 3 to about age 90. I'll break that down; let me start with kids.

We only serve severely emotionally disturbed kids. When I came here we served 400 or so teenagers. In the last year we've served almost 700 severely emotionally disturbed kids, most of them 12 and under. We have made a significant shift [in] serving kids earlier, and it's by design. Our thinking is: serve kids early and often and help them get better and they won't be in the system years later. We know what happens when we don't do early intervention: they use more and more services. Our goal is to identify and provide services early--in order to help intervene.

We serve about 1,600 to 1,700 adults per year. Our adults are all seriously mentally ill. We prioritize our admissions to people coming out of Alaska Psychiatric Institute, from the psychiatric emergency room at Providence, coming out of corrections, mental health court or other acute psychiatric situations. We do the same with our kids. Our kids are prioritized as coming out of residential treatment, or OCS (Office of Children Services). That's where most of our referrals come from.

With those two populations our goal is recovery and I've got to get this in there--we want folks to get better, be better, have quality of life and not need us anymore. That sounds strange but that's our goal: we want people to get better.

The last group that we deal with are seniors--primarily with Alzheimer's-related dementia. We do that through a day care program called Daybreak.

AHPR: What kind of facilities do you offer? Long term live-in, day visiting?

Jerry Jenkins: Good question. The majority of our services are community-based or clinic-based [and] the nine Anchorage schools that we're in [where facilities are located.] We do most of our work in the community where the person lives. On any given day, we have about 300 people that we are supporting in the community: in their apartments, in their homes, or whatever. And when I say supporting we're somehow--through HUD, AHFC or some mechanism of that type--helping them be in the community. We've got about another 130 people who live in assisted living. So as far as having our own facilities--no--but we network with a number of other providers in helping them be successful in the placement they are in.

AHPR: Can you talk about where your money comes from?

Jerry Jenkins: Our primary funding strings: Medicaid, state of Alaska grants, Medicare, federal. We have federal grant and federal funding, as well as other state grants.


AHPR: And Medicare and Medicaid comes directly from treating patients...fee for service?

Jerry Jenkins: Correct. Fee for service. About employees--I'll add one piece--I arrived here almost five years ago. We had 300 employees, and the reduction has been because of programs that we've closed, as well as the flat rates, the diminishing grants. In order to pay a competitive wage, we can no longer support the number people that we did. What's interesting with that: we're actually seeing more people and doing more services now so efficiency isn't the issue.

"Many of us serve consumers who are not organized, who some would say don't have a voice. We saw it as part of our mission for those folks to have a voice."

AHPR:
Now moving on to some of the things that are more overtly political. Could you give us an overview of the Anchorage Alliance for Health and Social Services? Some of the questions I hope you address are: what is its purpose, how long has it been in operation, some examples of institutional members, what are some examples of issues of interest, and perhaps victories and/or defeats.


Jerry Jenkins: The Anchorage Alliance for Health and Social Services actually grew out of the Behavioral Health Community Action Planning Group. As a grant condition, all the grantees [in] behavioral health, beginning in 2005, were to work on the community action plan. In December 2005, that group of behavioral health folks hosted a legislative luncheon. We had seven or eight legislators or their aides attend, and it was focused strictly on behavioral health and who we were. At that time, we were a group of 20 grantees, we employed over 2,000 people, we had budgets over $200 million, we served over 10,000.

So if you look at it from that [perspective], we actually do a lot, and we began to recognize, we don't only serve Anchorage, we serve all of Alaska--entities like Northstar, Alaska Psychiatric Institute, Providence, Hope Community Resources, Southcentral Foundation and some of their programs. We have resources here that aren't anywhere else and people come here for those resources. Clitheroe as an example. Cook Inlet Tribal with their Ernie Turner Center. That was our first endeavor--looking at the politics, looking at the need for advocating for what we do for our consumers. Many of us serve consumers who are not organized, who some would say don't have a voice. We saw it as part of our mission for those folks to have a voice.

We evolved between December 2005 and October of 2006. There was a group of us who sat down in August and said, "Okay, we need to get ready for the gubernatorial races and we need to hear what the candidates have to say about us." So at that point we started trying to define: who is us? In behavioral health we did that, but in behavioral health we serve kids, adults, and seniors. That automatically took us into a second layer of specialized kid providers, specialized adult providers, specialized senior providers.

That automatically took us into another layer--of people who support those folks who support us. So we eventually evolved into, "Hey, we are grantees of the department, we are the provider network for the department."  We had one of those "aha" moments--whether it be personal care, whether it be assisted living, whether it be foster care, whether it be specialty care because someone has a special medical condition.


AHPR: And you are for-profits and nonprofits?

Jerry Jenkins: That's right. It's anyone who's supporting the function and the mission of the Department of Health and Social Services: Juvenile Justice, OCS, seniors; it just keeps going. We sat and looked at ourselves around the table and said, "Wow, it's a lot more complicated, a lot more thorough than we ever initially imagined." [That group] included Steve Lesko at Hope, Gwen Lee at the ARC, Anne Dennis-Choi from Clitheroe, [and] Rosalie Nadeau from Akeela.

We put together, or we visioned, that we need the gubernatorial candidates to come and we need to know where they're at. That resulted last October in the gubernatorial forum attended by candidates Palin, Knowles and Halcro. It was quite an evening. A lot of hard work and a lot of people showed up because they are actually interested consumers, family members, providers, advocacy groups.

We had over 300 people, which filled the gym at the ARC, which was a good thing. It's good to be on the radar. We followed up with a legislative reception in December. Again, its intent was for providers to be on the radar screen. We are the provider network. That's the way community mental health is. We provide health care and social services to Alaskans. That's how we are continuing to evolve.

We held our panel on where are we headed on the second of October 2007. We're attempting to make sure that people understand that health care is important. I understand the governor's interest and emphasis on the pipeline but in the meantime, we have Alaskans in need of health care today, and social services. Would God that we didn't, but we do.

"One of the things we're trying to do with the alliance is to make sure that everyone who we serve, family members, employees, boards--know who their local representative is and has a personal relationship."

AHPR: You bring legislators and their representatives in for these events. Is there any overt political action, is a PAC being formed or going to be formed? Is there any communication with your members about what is being said?

Jerry Jenkins: Through our associations. For instance, Anchorage Community Mental Health Services belongs to the Alaska Behavioral Health Association, and through that connection, when I get information, I immediately share it with staff, with colleagues, and with the Alliance. So yes, there is information going out.

One of the things we're trying to do with the Alliance is to make sure that everyone who we serve: family members, employees, boards--know who their local representative is and has a personal relationship. People talk about going to Juneau to influence legislation but we need to be influencing, letting folks know that we have opinions and that we're available for consultation, if it's something that's in our area. So we have multiple ways of doing that. Yes, we have our email trees and phone trees. We also have people who are emphasizing: Know your local legislator.

AHPR: Is there any thought of forming a PAC?

Jerry Jenkins: Not yet. I'm not going to say we won't evolve into that.


AHPR: Can you talk about any victories and/or defeats in terms of the Alliance's work? Maybe it's too early to do that, it's a new organization.

Jerry Jenkins: A mere 15 to 16 months ago, there was a vast number of providers who had never sat at the table and said, "We agree on these three or four things." And today there is. We are concerned about Medicare--that there are fewer and fewer and fewer providers that will take it. We are concerned about the Medicaid rate structure in the state of Alaska.

The issue there is that it needs to be visited on a periodic basis, it needs to be updated for the cost of doing business. We're concerned about staffing, actually I should have started with staffing. That is the number one concern because without qualified providers we can't help Alaskans get better and be safe.


"We will also be evolving and I think one of the areas we will be evolving is having the consumer groups become more involved in determining their destiny...When we talk about services, we are talking about access to health care and the social services necessary for people to be safe and healthy."

AHPR: Is there anything else you wanted to say about the Alliance? For example, where might it be headed in the future? Will it be doing the same thing or different things?

Jerry Jenkins: I think we'll be doing some of what we've been doing. We will also be evolving and I think one of the areas we will be evolving is having the consumer groups become more involved in determining their destiny because as I sit here and talk as a provider, I'm seen as self-serving if I advocate for something, and I'm aware of that. It's just the way it is. What's most important [is] the people that need the services having access to the services, and they must pull their voices together. When we talk about services, we are talking about access to health care and the social services necessary for people to be safe and healthy.

Being an addictions counselor--being very aware of the emphasis on anonymity there--there's a point where it no longer is a positive thing for a person in recovery because if they're anonymous, many times people don't know that treatment helped them get better. They have to speak up and say, "Hey, treatment helped me regain my life, helped me with my addiction and that's the reason I'm here today." Independent of Alcoholics Anonymous, but that treatment works. I don't want them to violate their tenets of Alcoholics Anonymous, but for many years I've heard people use that one, "Well, I'm a member of AA." I'm not asking you to say you're a member of AA. I'm asking you to say that treatment works and you are living evidence.

One of the major things that we will be doing is helping consumers organize and have their voice. We are no longer necessarily the voice for all the consumers, but the consumers have to have a voice.

AHPR: What is the Anchorage Regional Behavioral Health Coalition and what is its relationship to the Anchorage Alliance for Health and Social Services?

Jerry Jenkins: Subset. Behavioral health is very focused on addictions, mental illness, and co-occurring disorders. We are a subset of the alliance.

AHPR: Was it started at around the same time?


Jerry Jenkins: The Regional Behavioral Health Coalition actually came out of the Community Action Planning Group. It was mandated in a grant in 2005. We meet monthly and we talk about what is happening within behavioral health within Anchorage. That is [the] group [that] initially held the legislative luncheon in 2005. It was the seed to actually pulling together the Alliance in 2006 because we began to recognize we are all connected.

We support each other. If I am doing kid services, there's foster care involved, OCS is involved. There's all these different entities that are involved in everything from Providence and the intensive health care services they provide there as well as having a psych unit. You begin to see that it's all connected. It would be disingenuous if we did not recognize how all of us are interrelated. I mean us and Anchorage Neighborhood Health, many times we share clients and it's recognizing that and leveraging that.

AHPR: I have a list here of major pieces of behavioral health legislation from the last legislative session. It is not necessarily a complete list. From your perspective, what were some of the most important pieces of legislation in the last session and why?

Jerry Jenkins: The budget obviously. On the national level it's the State Children's Health Insurance Program and how it impacts Denali KidCare. We haven't lost anything currently but we had an opportunity to gain something.

AHPR: You mentioned staffing issues and I'm assuming that's a statewide problem not just a problem in your facility.

Jerry Jenkins: Correct.

AHPR: I believe that some of the legislation dealt with some parts of that.

Jerry Jenkins: One of the things that it is not on here that impacted somewhat was the barrier of crime requirements, where we fingerprint, do background checks--administrative requirements that came in place for all staff in March of this year--and it required background checks, fingerprinting. Two things there. One was with the timing of it. We run very tight budgets and for every employee to have that extra $125 requirement may not sound like much but it adds up quickly.

Number two: there may have been an employee--particularly on the addiction side--who had some pretty heinous crimes in their using days who are clean and sober now, may have been clean and sober for years, that are no longer employable or they are only employable with a variance. I am an advocate of people taking responsibility for their recovery: getting better and getting on with life and there's parts to the barriers of crimes [that] does not support that, so I have concerns about that.

AHPR: This is federal legislation.

Jerry Jenkins: No, this is state legislation. But I understand the reason it's there. It's there to protect vulnerable populations.

"Today in the state of Alaska, the largest provider of mental health services is Corrections."

AHPR: What do you think will be the most important behavioral health public policy issues in the coming three to five years here in Alaska?

Jerry Jenkins: Access to care, access to care, access to care. Let me do a historical perspective. Fifty years ago, the majority of mental health care and sometimes addictions care was given in state hospitals. People were institutionalized. We had a major in de-institutionalization in the 60s and the 70s and it was supposed to be supported by community-based services. However, the funding did not follow into the community far enough to support [it] and we began to see the re-institutionalization of those folks.

Today in the state of Alaska, the largest provider of mental health services is Corrections. We know that a number of those people are incarcerated and once they're incarcerated they continue to re-offend within because of their illness--or they break the rules. They don't get good time, they get bad time. They actually spend more time in jail than people who don't have mental illness.

We also know we are locking up a number of addicts. They don't get treatment [and] they come right back out into their addiction. There is common sense and science that indicates that if you give people treatment and you give them responsibility for their behavior, that they get better and can break the cycle of addictions.

I'm somewhat offended when I see the requested increase in the building of prison beds here but yet we're not doing anything in the community to keep people from going [to prison]. I think if people had access to community-based care, it would be very effective in breaking some of these cycles.

It all has to do with access. If there's not adequate staffing, then people don't have access. Staffing is critical, but what are we accessing people to? I think we have technological changes that will occur. From where I sit in looking at behavioral health, we have an expectation that when people enter the system for services, the expectation is they get better. They don't have to be here a long time because we give them the tools to be successful in life [and] engaged in meaningful activities.

For instance, [for] adults, meaningful activity may be volunteering, it may be work. That's my preference. Go to work. When I'm talking with someone with a "D" after their name--when I talk about an adult going to work, that seems like the right thing to happen. Its very humanistic. But for my folks with an "R" after their name, my position is: I would rather a person with mental illness who is drawing disability and on Medicaid be working and paying some taxes rather than not working and paying no taxes.

You talk about challenges in the next three to five years. I think that's one--that we help people recover and need fewer services, that people be healthy.

"Let's try something. If it doesn't work, let's adjust. Many times common sense, intuitiveness, or previous experience will give us a good place to start and then we can make corrections from there rather than trying to plan and get it perfect from the start."

AHPR: What is it you want the state agencies and/or legislators to do differently, or more of, in the coming years?

Jerry Jenkins: Less planning and more doing. Sometimes there's all this planning, planning, planning, planning. I would rather be a doer. Let's try something. If it doesn't work, let's adjust. Many times common sense, intuitiveness, or previous experience will give us a good place to start and then we can make corrections from there rather than trying to plan and get it perfect from the start.

AHPR: You had mentioned something about being in the schools. I had never heard that before. Will you talk a little bit about being in the schools?

Jerry Jenkins: We are involved in Anchorage School District. We provide behavioral health services in seven elementary, one middle and one four through twelve. We have clinical staff that are there to help children be successful in school that have severe emotional disturbance.

AHPR: Are these schools, for one reason or another, a place where that type of child tends to go?

Jerry Jenkins: Two of them are; two of them are specialized schools. The rest are mainstream. That the--I call it inspired leadership--maybe it's the principle or someone in that school, has said, "We need some help. We have a certain type of child that we need help with. Here's a service that can be brought in and our goal is to have children in school successfully."

AHPR: Moving back to your organization now, the Anchorage Community Mental Health Services, how is your organization positioned relative to others? Are you the biggest, the smallest, do you treat certain types of people versus others?

Jerry Jenkins: Well, first of all, as far as community mental health centers: Anchorage Community Mental Health Services is the largest community mental health center in the state. Secondly, the mission--originally--of the community mental health centers was to be the provider for mental health services and to provide comprehensive mental health services, which means [for] anyone with mental health issues, it would be where they came.

The reality is, currently in Alaska, Anchorage Community Mental Health Services no longer does that--provide comprehensive services to a wide base. We specialize in severely emotionally disturbed children--that has a definition--severely mentally ill adults--that has a definition--and seniors with Alzheimer's-related dementia. There are a lot of other people attempting to access services and it hurts, it just doesn't feel right not being able to do that.

"We began to recognize there was an inordinate number of children in the lower 48 in psychiatric care because of PTSD (Post Traumatic Stress Disorder)...We hope to improve children's mental health in this whole state just by everybody being aware to rule out trauma first because it's very treatable."

AHPR: What else would you like to say?

Jerry Jenkins: I could talk about bringing kids home. I remember in July 2003, when Anne Dennis-Choi, Ron Adler, Dave Newell, Judy Helgeson and myself sat at API and said, "We're not going to do any more planning, we are going to bring them back." [We] asked Judy from First Health to bring us five cases that [she was] having problems getting back. That started in August of 2003. Within the next month, we began to bring kids back. The first child we brought back was HIV-dementia. We said, "If we can help this child return home to Alaska, we can help anybody get back," and that's where that process started.  

We began to recognize there was an inordinate number of children in the lower 48 in psychiatric care because of PTSD (Post Traumatic Stress Disorder). What we would do is ask, "Why is this child behaving this way? What happened to them that this was the outcome?" We hope to improve children's mental health in this whole state just by everybody being aware to rule out trauma first because it's very treatable. If we don't start there we will miss it, and miss an opportunity to help kids get better.

There are a couple things I want to say about adults. We talk about recovery and people getting better and needing fewer and fewer of our services. Go back two to three years ago: we had zero people that were meds only. We have got over 250 now that are meds only. They see the psychiatrist or the nurse practitioner once a quarter or whatever. They're getting better; they need fewer services. We have people going to work all the time. Those are tremendous things.

We have a housing first program called the Bridge--phenomenal results--because we provide a safe place to live first. What we found is: these people don't need a lot of other services.  These are the people that have been frequent flyers to corrections or Alaska Psychiatric Institute. It is amazing and it is very gratifying to see those types of results. Again, people going to work. We have people that volunteer--and these are people with serious mental illness that people said could never work--are volunteering at the pet shelters. They do dog walking. Meaningful activity. If we as a provider system don't have that expectation, they'll never do it.

AHPR: Do legislators and do the higher-level bureaucrats in the various state agencies believe that behavioral health treatment is effective?

Jerry Jenkins: I think it's really mixed. I think the long-held perception is, no it's not working because they don't get better. When the reality is, yes they do. It's up to us and the consumers to get the word out. That's one of the reasons we do the media blitzes. The people that we have on there are real people, they are not actors, they are real people. And they have very interesting stories about where they've been and where they're at--because treatment and access to services does work.

AHPR: Thank you.
 
--AHPR--
Editor's Commentary: Brainstorming Workers' Compensation
Lately I have been thinking about the relationship of workers' compensation in Alaska to the larger issues of health financing reform, and the reform of the structure of health care.  To the best of my knowledge there is little to nothing written about this specifically relevant to Alaska, and there is not much more written about it elsewhere pertaining to workers' compensation systems in the Lower 48. Nevertheless, the workers' compensation system has some extremely interesting and unique features that deserve a much closer look. Workers' compensation has potential to be a major element in future health system reform.   

Overview of Worker's Compensation in Alaska

The workers' compensation program is established under the Alaska Workers' Compensation Act. It assists Alaska workers in receiving medical care and collecting wages if they are injured or become ill as a result of a job-related condition. The program is enormous in its breadth, covering nearly 300,000 Alaska workers. It is managed by the Alaska Workers' Compensation Board and administered by the Workers' Compensation Division.

Employers with one or more employees are required to have workers' compensation insurance, either by purchasing insurance from a licensed insurance company, or by self-insuring. The employer may not require the employee to pay for any part of the insurance premium. The program covers most of Alaska's wage and salary employees, but for the most part does not cover contract workers or the self-employed.

Workers' compensation may provide a weekly compensation wage in addition to coverage for medical costs incurred as a proximate result of the employee's job conditions. The weekly compensation rate is based on the employee's gross weekly earnings. It is nominally established as 80 percent of the employee's spendable weekly wage, but is subject to numerous limits and reductions determined by the Workers' Compensation Board.   

The Cost of Workers' Compensation in Alaska
  • In 2006--the most recent annual report available--$223 million worth of workers' compensation benefits were paid.   
  • Medical benefits totaled $122.4 million in 2006, and accounted for 55 percent of total workers' compensation payments.
  • Overall legal expenses totaled $13.5 million.
  • Indemnity benefits, which are benefits paid to injured workers for their disabilities, generally to compensate for lost wages, totaled $61.2 million.
  • Reemployment benefits--various services that help employees regain the physical ability to return to their jobs--cost $12.4 million in 2006.
  • During FY06, insurance companies authorized to write workers' compensation insurance collected a total of $335.6 million in premiums. 
Injuries, illnesses, fatalities
  • The number of reports of injury or illness reported to the Workers' compensation totaled 22,528. Time-loss from work, and no-time-loss case files totaled 6,395 and 15,325 cases, respectively (note that research indicates substantial underreporting likely for a variety of reasons).
  • The number of fatalities totaled 21 in 2006.
  • The number of total Workers' Compensation claims filed--which include anything directly related to the benefit payable--totaled 1,297.
Comparison of Workers' Compensation with Other Employer-provided Health Insurance

Many Alaska businesses do not provide health insurance to their employees.  According to a recent study jointly being conducted by Alaska Department of Health and Social Services and several other departments, less than a quarter of all Alaskan firms with fewer than ten employees offer health insurance, and only about 50% of all Alaskan firms with 10 to 24 employees offer health insurance. However, every one of those firms, even firms with just one employee, is required to offer workers' compensation insurance.

Alaska's private sector employment is far more seasonal than any other state in the nation. In Alaska, during peak summer months, about 23% of the workforce is seasonal, compared to a national average of about 4%. This seasonality of employment is one of several major reasons Alaska firms do not provide health insurance. However, from the minute these seasonal workers begin work, they are covered by worker's compensation insurance.

The average waiting period before new private-sector employees are eligible for health insurance coverage in the United States is 8.1 weeks, and in Alaska it is 9.5 weeks. However, regardless of the waiting period for new employees in any Alaska firm, those employees are covered for work-related injuries and illnesses from the minute they start working under workers' compensation.

Finally, many workers and their families who have health insurance may not be able to use it because they cannot afford the deductible (i.e. the first hundreds or thousands of dollars they need to pay out-of-pocket before the health insurance kicks in), and/or they may not be able to afford co-payments (e.g. an out-of-pocket payment for part of the cost of a doctor visit or prescription drug). 

Workers' Compensation and the Health Care Debate

Despite some of the unique and seemingly positive elements about the structure of workers' compensation in Alaska, there are no studies about the relationship of workers' compensation in Alaska to the larger health care system; however, there are a few state and national studies that begin to explore these issues. An interesting collection of projects and studies about workers' compensation nationally came from the Robert Wood Johnson Foundation's Workers' Compensation Health Initiative. Funding of up to $6 million was earmarked for demonstration and evaluation projects that tested new models for containing costs and improving the quality of health care received through workers' compensation programs. The Initiative ran from 1995 through 2002. The RWJ researchers noted that the potential impact of these studies could be very significant since approximately 95 percent of American workers are covered by workers' compensation insurance.

RWJ analysts were concerned about the growing cost of workers' compensation--particularly medical benefits--in the 1980s and 1990s, and they had significant questions about the quality of care received by injured workers under these programs. To address the wide range of problems and concerns about workers' compensation, the Initiative awarded grants to twenty-one sites. Some of these projects are of particular interest because they tie workers' compensation into the larger health care environment.

The State of New York Department of Civil Service, for example, piloted a program from 1996 to 2001 that created a single prescription card which allowed employees to use medication for both their work and non-work related illnesses and injuries. Researchers found that if all drugs reimbursed by the State Insurance Fund (the state workers' compensation carrier) had been purchased using this system, total prescription costs would have been reduced by 30 to 36 percent.
 
Another pilot program under a RWJF grant was conducted by the State of Rhode Island Department of Labor and Training. From 1999 to 2001, Rhode Island established a model state technical resource database to encourage improvements in workers' compensation medical care. One of the initial activities of the program was to develop surveys of injured workers, employers, and health care providers to measure their knowledge and experience of the workers' compensation health care system in the state. The pilot surveys found that 72 percent of injured workers were very satisfied with their overall health care. The Rhode Island study's findings; however, also showed that, "only 46 percent of injured workers, 52 percent of employers and 56 percent of health care providers scored a 'passing grade'" regarding their understanding of the state's workers' compensation system as it related to obtaining medical care.

A third project was conducted in the state of Oregon. From 1993 to 1996, the Oregon Department of Insurance and Finance piloted a program for "twenty-four hour coverage," a single health policy system that covers employees' injuries and illnesses, regardless of whether or not they were work-related. While Oregon initially piloted four programs, several changes occurred in the larger socioeconomic environment during the grant period that led to extremely low enrollment and prevented completion of a proposed evaluation. Despite these setbacks, the Oregon project did demonstrate that coordinating the medical care for workers' compensation and regular health insurance was possible.

Research Findings

A major finding across the pilot programs was that most workers' compensation reforms were aimed at reducing costs rather than improving care. Researchers suggested the following strategies for improvement:

(1) adopting state regulations requiring certification of health plans that provide medical care under workers' compensation; (2) mandating reporting of quality-of-care performance measures in workers' compensation; and (3) inserting specific quality expectations in contracts between purchasers of medical care for workers' compensation cases (employers, insurers) and provider organizations.

Researchers found that medical care and rehabilitation services were often inadequately coordinated with primary prevention and workplace safety measures. They suggested the following strategies for improvement in this area:

 (1) expand education for primary care providers in the assessment of vocational function and in techniques for preventing and managing disability; (2) establish reimbursement mechanisms that support delivery of prevention-oriented and disability management services; and (3) adopt performance scorecards to measure the adequacy of disability prevention.

Finally, RWJ researchers found that little attention had been paid to evaluating the costs and quality of workers' compensation medical care or patient access to it. The Initiative made the following suggestions for improvement:

(1) promote uniform processes to define and collect data among states; (2) encourage further study of interactions between workers' compensation and other health insurance systems to assess the advantages and disadvantages of more closely coordinating or integrating these systems; and (3) advocate for state workers' compensation agencies to establish research bureaus.

Conclusion

Workers' compensation, like the late comedian Rodney Dangerfield used to say, "just can't get no respect" compared to other forms of health insurance. It covers nearly 300,000 Alaskan workers from the minute they start working, and it has no co-payments, no deductibles, and no premium charges for employees. Practically every employer in the state carries it--even the smallest businesses are required to carry it. Worker's compensation is a major player in the health insurance environment in Alaska and across the country, and must not be ignored as we seek innovative ways to provide the opportunity for access to high quality health care for every person who needs it.
-- ldw

 
Sources:


Alaskans' Health Insurance Coverage: Local and Regional Perspectives

Personal communication with staff at the
Alaska Division of Workers' Compensation 

Robert Wood Johnson Workers' Compensation Health Initiative

Various pages on the Alaska Division of Workers' Compensation website

Workers' Compensation and You: Information for Injured Workers
--AHPR--

Alaska Health Policy Calendar

November 12, 2007 -- Alaska Health Care Strategies Planning Council

What: general meeting

When: 1-5 PM

Where: Alaska Native Tribal Health Consortium Office Building, 4000 Ambassador Drive, Anchorage

Other information: call-in: 1-800-315-6338 Code: 7800

November 14, 2007 -- Legislative Health Caucus meeting

What: "Tools to Stay Healthy: Health Education and Literacy"

When: 12-1:30 PM

Where: Anchorage Legislative Information Office, 716 W. 4th Avenue, room 220; Juneau Capitol Building, room203

Other information: to participate in statewide teleconference, call the LIO Phone Bridge at 1-888-295-4546

November 19, 2007 -- Presidential Candidates Forum: Health Care 2008

Who: Gov. Bill Richardson (D-N.M.)

What: live webcast

When: 1:30 PM EST

Other information: organized by the Federation of American Hospitals and Families USA

November 20, 2007 -- Presidential Candidates Forum: Health Care 2008

Who: Former Gov. Mitt Romney (R-M.A.)

What: live webcast

When: TBA

Other information: organized by the Federation of American Hospitals and Families USA

December 3, 2007 -- Alaska Health Care Strategies Planning Council

What: general meeting, open for public comments

When: 1-5 PM

Where: Sheraton Anchorage Hotel, 401 E. Sixth Avenue, room TBA

Other information: call-in: 1-800-315-6338 Code: 7800

December 3-5, 2007 -- Alaska Public Health Association (ALPHA) summit

December 6-7 -- post-summit

What: annual summit meeting

When: all day

Where: Sheraton Anchorage Hotel, 401 E. Sixth Avenue, room TBA

Other information: summit title -- "Making Alaska Healthy: Individuals, Communities, Policies, and the Environment"

 


AHPR Staff
Lawrence D. Weiss Ph.D., M.S., Editor
Jacqueline Yeagle, Marketing and Communications Manager
Elizabeth Agi, Policy Analyst Intern

 
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