To build an innovative health care services team focused on patient experience
May 15, 2012 (Aliso Viejo, CA) – Crossover Health Management Services, Inc. announced today that Sarah Shin has joined the company full time as Vice President of Talent. The company manages the innovative Crossover Health Medical Group that provides onsite health care services to self-funded employers who are seeking to lower costs, increase quality, and provide a differentiated, inspiring health experience for their employees. Ms. Shin will be responsible for building the physician led care teams that make up Crossover Health’s unique care delivery model.
“I have worked in the Valley for many years, and have seen the health care challenges faced by the companies trying their best to create creative, high energy corporate environments,” said Ms. Shin. “Executive teams are realizing something that Talent Managers have known all along, that we need to help inspire people to live healthier lives which includes engaging employees much more deeply in their health. At Crossover, we do this by building care teams that share our passion for redefining the health experience, and for fundamentally changing healthcare in the process.”
Ms. Shin has been consulting with Crossover Health for the last six months, developing patient centered health staffing models as well as a talent acquisition strategy. With her full time role, she will lead Crossover’s efforts to recruit for several worksite health clinics located at some of the most innovative companies in the world. Ms. Shin’s has a demonstrated ability to recruit, train, and build high performance teams which she will now apply to healthcare. Ms. Shin joins Crossover Health from LeapFrog where she served as SVP of Human Resources. Prior to LeapFrog, she served as Director of Human Resources for Apple’s Human Resources Corporate Strategy and Hardware Engineering Divisions. Prior to working at Apple, Shin spent four years managing and developing talent for Hewlett Packard. She joined Hewlett Packard in 1999 as Human Resource Manager for the 300 employees in the Personal LaserJet Division, before being promoted as talent manager for the Imaging & Printing Group’s 15,000 employees worldwide.
“Sarah has already had a critical impact on the trajectory of our company. She brings a deep network and a wealth of experience in building and sustaining very successful teams,” stated Scott Shreeve, Chief Executive Officer of Crossover Health. “We look for Sarah to not only find the top talent in the health care profession but also to really change the paradigm of how collaborative care teams can deliver a consistently great experience for our employee members and consistently positive health care performance for our employer clients.” Shreeve mentioned Ms. Shin will focus initially on the Bay Area but will also be build teams for clients throughout the country.
To enable a transition to next-generation healthcare, Ms. Shin is currently developing the Crossover University where newly-hired care providers and medical staff are retrained in best practices regarding customer experience, team collaboration, service integration, and the unique Crossover Health approach. Crossover Health core teams consist of a physician lead, a practice manager, a registered nurse, and a host who are fully integrated with an extended care team of health coaches, fitness, nutrition, chiropractic, physical therapy, acupuncture, and massage therapy. The teams collaborate both in person as well as via emerging technology that the company is building to facilitate both care delivery and member communication.
About Crossover Health
Crossover Health designs and delivers a unique and comprehensive care experience to the employees of companies that understand the financial and cultural return of a healthy, motivated workforce. Crossover Health is a primary care medical group that integrates advanced health management services and a focus on member experience within our worksite health offering. We work closely with our client partners to optimize the benefit design, customizing our health services based on a review of health analytics, and then collaborate on delivering an inspired patient experience. Crossover Health is behind a transition from outsourced, out-of-control health spending to an in-sourced, accountable and designed platform of care. Our unique model results in reduced cost, increased quality, and improved outcomes. We are considered a unique partner in that we are innovators, entrepreneurs, and designers ourselves. Discover the magic for yourself by visiting: www.crossoverhealth.com.
Former CEO of MDVIP to serve as Chairman of innovative worksite health provider
May 1, 2012 (Aliso Viejo, CA) – Crossover Health Management Services, Inc. announced today the Bret Jorgensen has joined the company’s board as Chairman. The company is the management services organization that supports the innovative Crossover Health primary care medical group. Crossover Health works with self-funded employers who are seeking to reduce the burden of rising health care expenditures by implementing worksite health services that reduce costs, increase quality, and improve the patient experience. Mr. Jorgensen brings over 20 years of executive health care experience to the company as it continues to penetrate the worksite health market sector with a exceptional roster of clients. The announcement comes as Crossover Health expands its footprint into Silicon Valley from its Southern California base.
“I have been fortunate to be on the forefront of several large health care trends. It is clear to me that worksite health, is a powerful market segment from which to transform health care. There is significant need, and opportunity, for management companies like Crossover Health to help guide this transformation and become the trusted advisor of the overall health care spend,” according to Mr. Jorgensen. “Moreover, Crossover Health is uniquely positioned to ride this innovation wave due to its care delivery model, the unique technology it is leveraging, and the talented team that has assembled around the idea of creating next generation health.”
Mr. Jorgensen brings deep leadership experience in rapid growth, technology-enabled health services organizations and a proven record in corporate fundraising, strategy execution and value creation. He was most recently CEO of MDVIP, the nation’s largest personalized healthcare company with primary care and preventive care services in 35 states, which he sold to Procter & Gamble. Prior to that, he was CEO of InSight Health, a $300 million diagnostic imaging business with more than 200 service sites. Bret was also Co-Founder and President of TheraTx Health Service,s a successful publicly-traded company with 240 clinics and 5,000 employees that was later sold for $550 million. TheraTx was recognized as the 2nd fastest growing public company by Inc. magazine and Bret received the “Entrepreneur of the Year” Award in Healthcare for this effort. Bret remains a board member of MDVIP and the Kravis Leadership Institute, a Strategic Advisor to Qualcomm Life (focused on the 2net mobile health platform) as well as Hello Health (a patient engagement and practice management platform for physicians). He has also served as a director of several public and private healthcare companies.
“We are thrilled to welcome someone with the experience and successes Bret has enjoyed in rapidly scaling health services businesses,” said Chief Executive Officer Scott Shreeve, MD. “The Worksite Health industry is ready for explosive growth and we look forward to working with Bret in bringing our differentiated message and model to the industry.” According to Dr. Shreeve, Mr. Jorgensen will provide the company both executive and operational support to the leadership team in implementing its growth strategy. He will also be involved in raising capital to help the company realize the promise of it’s transformational worksite health model. Mr. Jorgensen will engage immediately in his new role.
About
Crossover Health is a primary care medical group that integrates advanced health management services to our worksite health offering. Crossover Health designs and delivers a comprehensive primary care experience to the employees of companies that understand the financial and cultural return of a healthy, motivated workforce. We work closely with our client partners to optimize the benefit design, customizing our worksite services based on a review of health analytics, and then collaborate with our clients on delivering an inspired patient experience. Crossover Health is behind a transition from outsourced, out-of-control health spending to an in-sourced, accountable and designed platform of care. Our patient-centered, team-based, technology-enabled model results in reduced cost, increased quality, and improved outcomes. We are considered a unique partner in that we are innovators, entrepreneurs, and designers ourselves. Discover the magic for yourself by visiting: www.crossoverhealth.com.
I just received another email from another EHR Vendor pandering to physicians to implement their technology so that the physician so they can access some unsustainably incentive to use technology that they should already be using. Here is the offending language:
“State Medicaid providers across the country have an unprecedented opportunity to collect over $21,000 in EHR incentives in the last few weeks of 2011. If you’re already using Xxxxxxxx Xxxxxx, there are a few easy steps you can take to earn your incentive.“
This is just so wrong on so many levels to me. First, I find it completely incongruous that we have to incent physicians to use a simple tool that is designed to make their life easier, their practice more efficient, and their care more effective. I can’t recall, but I didn’t see the need to incent the stethoscope, antibiotics, or any other health innovations.
Second, the offer itself is just dripping with the grease and slime of “taking” something “while the getting is good”. Does anyone care that this “stimulus” money is subject to the grossest abuses? That it will be misapplied? That most of it is being doled out to people who have already implemented these technologies and now are getting a little gloss on top? Does anyone care that our country is broke and this is just another program that is unsustainable, unnecessary, and incapable of producing its intended results. Is there any evidence that this is having an impact?
And third, perhaps most fundamentally, we are incenting the wrong thing. The EHR is not the end all be all technology to implement into practices across the country. One of the most thoughtful newer EHR companies puts this entire notion into perspective. ClearPractice, a subsidiary of Essence Health Group, list out 22 capabilities that are required to achieve the triple aim of lower costs, increased quality, and improved outcomes. The EHR is only ONE aspect of the requirements to achieve this. Double take on that – only One of Twenty Two core capabilities – less than 5%. That is the point.
I personally believe that the EHR, while a useful tool, is a commodity being overtaken by an entirely new range of capabilities, integration, and technologies that are allowing innovators to help make health a more seamless and less disruptive part of their life. I am thinking about data aggregation and visualization like Mint.com (showing all your spend, claims, and health planning) real life timeline and interactions (complete with pictures, images, labs, results, etc) in a Facebook Timeline motiff, and making it fun and engaging by making the ultimate social experience (your health and that of those you love) much more social and interactive regarding a much more comprehensive view of what “health” actually is.
So EHR, thank you for your venerable service in helping to establishing a foundation of health. Now, rest in peace.
A mirror, such as one attached to a motor vehicle, that provides a view of what is behind.
I always enjoy people talking in futurity about the day when there will be “data liquidity” within the health care industry. They talk of a day when information will be pervasive, available, translatable, portable, and accessible to the people who need it the most to make essential decision. I smile knowingly as I hear the starry eyed “Health 2.0″ers talk about data in terms of flow, mythical health exchanges, and “data utility layers” that while found every in other industries remain in absentia within health care.
Health Care is one of the few data intensive industries that has not enjoyed widespread adoption of analytics information management tools. Even when we do, it is most a retrospective analysis of the distant past.
The reason for my sanguine chagrin is that I have been to that party, am currently fighting the good fight, and will continue to break my back against the institutionalized information constipation that remains the standard operating procedure within health care. We have been very fortunate to work with some of the most progressive thinkers in the space, some of the most advanced technologies, and some employers that have enough understanding to want to actually want to look at their own data and more importantly begin to develop interventional services around their findings.
Several months back, there was a nice article from the George Pantos is the executive director of the Healthcare Performance Management Institute. While self-interested in nature (they do after all represent the interest of all the performance management companies, consultants, and vendors), it highlights the complete irony that employers who are paying for health care cannot even get their own data to understand and know how to best manage their health care costs. Can you imagine if your credit card company refused to provide you with the information on your charges?
But even in the rare event that you do get it, and you do have the tools to analyze and understand it, the view you are getting is most often in the rear view. I can see what I historically did and make a best guess about what I need to do in the future. Unfortunately, most employers have no guidance nor insight into where the road is going to go, how to avoid those painful curves or steep climbs, or when to expect the next respite ahead.
At Crossover Health, we are working every day to help provide employers at least the very basics of health analytics so they can at least see where they have been. We hope in the near future to lift their sights to at least see and understand what is happening in real time. But more importantly, we hope to be a part of the future when we can squarely point them forward to not only see the road ahead, but to drive with confidence to their chosen destination. We believe, that will be the power of next generation health care.
Read more: http://www.post-gazette.com/pg/10317/1102927-432.stm#ixzz1ajGGnn6X
“This process of analyzing claims data is at the core of a business strategy called Healthcare Performance Management (HPM). Unfortunately, many businesses are walled off from their medical claims data. Insurance companies often refuse to share it with health plan sponsors. The insurers’ resistance is not always consistent with their clients’ own business interests. If a company doesn’t know how it is spending its health dollars, it will be less able to question ever-increasing premiums.
That has to change. Policymakers should require carriers to give employers access to claims data that are rightfully theirs. Texas provides a model for reform. Two years ago, legislators granted employers access to select privacy-protected employee health information, including total paid claims, their employees’ general census data, and total monthly premiums.”
During my days selling an electronic health records, I would often get into client conversations regarding the features and functions of the software as the differentiator between software platforms. Whenever we digressed to this point, I knew that the client really didn’t have an accurate understanding of both the power and potential of the software. I would run through the whole value chain concept, discuss how the CCHIT certifications makes features and functionality commodity, and that they should be focused on what the software can do not so much on how it does it. This was particularly true when we were selling the homely, but fully featured VistA Electronic Health Record.
Its Official! The EHR Is now a Commodity.
But today, as I was thumbing through some mail, I saw that Costco now is selling enterprise health care software. Jeez, I was just thinking the other day that I would go to Costco to pick up a party pack of Tweezlers and my new EMR system. Better, yet, can’t you see some of those booth babes hanging out in the crowded aisles working people in between bites of skewered polish sausage niblets? Hey, did you try the new salsa? Hey, did you know your decision analytics will automatically cross check drug compatability?
Mmmm. It just does not compute.
I just want to buy my party pack of Tweezlers in peace without some care gap reminder firing off!
“In every block of marble I see a statue as plain as though it stood before me, shaped and perfect in attitude and action. I have only to hew away the rough walls that imprison the lovely apparition to reveal it to the other eyes as mine see it.” – Michaelangelo
An unfinished Michealangelo sculpture.
I just re-read this quote – I think it is a powerful metaphor for any innovator that is out there trying to change the world.They are the ones that can see the fully defined, fully articulated, and fully functional end product within the building blocks that others pass off as mere landscape material. I think this gift of vision – this ability to “see” what others cannot – and the doggedness to stick to the mindless chipping away until others can see it enough to give you the tools you need to finish it off.
We are privileged to be working on a HUGE project right now with a highly innovative company that sees the value of what we are doing and wants to be a part of changing health care. It has been fun to work with them to begin the process of “hewing” away and to literally see the game changing product we have always seen begin to take shape from the dust, the chipped stone, the dirty hands, and the bleeding fingers. The process of discovery and refinement is almost as fun as seeing how the end product will move people.
I am on an email list of Bill DeMarco’s, a reputable industry insider who has written and consulted extensively in the physician group and medical management space. He recently sent me a note about several physician aggregation events in New Jersey.
For some reason it struck a nerve with me . . . which led me to fire off the response below:
My question for you . . . besides banding together in some megagroup – what are these physicians doing to actual change the delivery of medicine? ACO is just the latest buzzword excuse to aggregate physicians under a new moniker and a supposed new model.
I am highly suspect that these physicians are doing anything to change the relationship with their patients, to use enabling technology to create team based care, or actually be accountable for the outcomes they produce. What systems are they using to tie themselves together? What financial alignment do they have? What measures are they using to demonstrate superior outcomes? What about the patient experience – 7 minute visits that push pills as the “treatment” won’t get it done in the future.
I think your closing statement, “Representatives from Summit and Optimus were unavailable for comment” says it all.
Am I seeing this the wrong way? Is there anything new about this model this time around? Am I getting old enough to see these things cycle through?
PS – and no, I don’t mean a wolf. The sheep get nervous and band together waiting to get pounced on by wolves.
1. Having to do with the matter at hand; to the point
I read with amusement Susanna Fox’s redux review about the relevance of Health 2.0 in general and in changing patient’s behavior specifically. Here questions reveals her bias in a very limited definition of Health 2.0 that I attempted to abolish originally in some of my bantering with Matthew Holt. I always saw Health 2.0 as a “movement” that would not be defined so much by its technology but rather enabled by it. As an “enabler”, the technology can help people do new things in new ways but I never believed technology in and of itself had the power to truly change health, health behaviors, or health care delivery in and of itself.
That is why my definition of health 2.0 was always more expansive and contemplated an entire “movement” to the next generation health care “system”. This new system must include new delivery models, new financing mechanism, and the new tools and technology that bring all of this together in a simple, efficient, and affordable way. Clearly this next generation of care would include technology, the new tools, but until we had a new delivery system that is financed in a new way we are going to continue to have the same behaviors across the patient, physician, provider, and payor continuum.
So Susanna, I don’t think your version of Health 2.0 (Tools and Technology) do much to get us to the behavior change you seek. In fact, getting to the root of behavior change requires almost a religious experience. Interestingly enough, the health care industry provides plenty of “religious” experiences including passing close to death, unbelievably poor customer experiences that invoke deep passions (ie, the birth of ePatient Dave), and promise of a far better world than we currently enjoy. So while the tools and technology show us what is possible, health care delivery and health finance are the catechismal doctrines we must reform first that actually incent the behavioral change we all seek.
So is Health 2.0 Relevant? I think it depends on your definition!
