Becker's Hospital Review

43 FINANCE CMO / CARE DELIVERY Apple's health clinic manager opens first San Francisco facility By Alyssa Rege C rossover Health, which contracts with companies like Apple to provide on- site healthcare services for employees, opened its first brick-and-mortar health center in San Francisco Oct. 25, according to BisNow. The health center marks Crossover Health's eighth location in the Bay Area and serves as a healthcare facility for multiple employ- ers in the city. Crossover Health signed the lease for the property last winter and began construction on the facility earlier this year. e company has 20 locations nationwide. "Launching the SOMA location represents another step in our movement to fundamen- tally change the way healthcare is practiced, delivered and experienced," Crossover CEO and co-founder Scott Shreeve, MD, said in a statement obtained by BisNow. "We are excit- ed to partner with health activist employers that share our mission and help them deliver exceptional employee care experiences with- out the barriers of cost, access and quality." Crossover Health's retail locations provide primary care services, as well as physical ther- apy, chiropractic, acupuncture, behavioral health, health coaching and fitness services, the report stated. e difference between Crossover's locations and traditional health- care facilities is that at Crossover, patients have access to many of the services they need in one facility, instead of traveling between different physicians and pharmacies to obtain care or treatment. e company can also provide its partner employers with aggregate information about employees' visits, treatments and other health programs, like nutrition coaching and weight management. Several larger organizations like Apple and Amazon have created on-site health clinics for their employees as an alternative to tradi- tional healthcare facilities. For example, Ap- ple said in February it was launching a sub- sidiary called AC Wellness to serve employees and their families. e tech giant recruited employees from Crossover Health, which previously ran the company's on-site Bay Area clinics, and continues to run its clinics in other locations. n 15 leaders on why hospitals should hire a chief wellness officer By Alyssa Rege I n an op-ed for Health Affairs, leaders from Stanford (Calif.) University School of Medicine, New York City- based Icahn School of Medicine at Mount Sinai, Bal- timore-based Johns Hopkins Health System, and others explained how the creation of a new executive leader- ship role can help hospitals and health systems fight clinician burnout. Patient care at hospitals across the nation is being com- promised by increasing rates of burnout among clinicians, and health systems "can no longer afford to ignore what has become a major public health issue," the authors wrote. Each day, clinicians are faced with the mounting burdens of the profession, leading to increased anxiety and stress. A culture shift is necessary to create environments in which clinicians can thrive. That shift, the authors wrote, is not possible without con- certed efforts at the executive level. To help fight clinician burnout, the authors suggested the creation of a new ex- ecutive position: the chief wellness officer. That individual will be a central and senior advocate to "prioritize, protect, and promote the well-being of all clinicians with the author- ity and ability to significantly influence culture," they wrote. Such a position would also convey to the hospital and med- ical staff that clinician well-being is of equal importance to that of quality, informatics and data in the sustainability and success of the organization. "In the past two decades, healthcare has seen the establish- ment of chief safety and quality officers to improve quality of care for patients, and chief information and technology officers to manage growing data and electronic health re- quirements," the authors wrote "While programs proven to promote well-being may exist in disparate areas of the health system, it is now time to el- evate, scale and centralize these activities. The CWO is and will be a central and senior advocate to prioritize, protect, and promote the well-being of all clinicians with the author- ity and ability to significantly influence culture." However, the authors noted executive leadership support for the position is imperative and gives legitimacy and fi- nancial support to the individual holding the CWO title. Hospitals have a financial incentive to invest in clinician well-being, as burnout and depression results in enormous costs to the health system through an increase in medical errors, reduced quality of care, turnover and other issues. The authors cited a specific study in which researchers found that for every dollar invested in wellness, hospitals can see a $3 to $6 return on investment. "While we acknowledge that establishing a CWO is not a cure-all, the CWO would support programs to enhance cli- nician well-being and therefore lower costs over the long term," the authors wrote. n

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