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Scott Shreeve, MD

Chief Executive Officer, Founder, and Board Member of Crossover Health

Scott Shreeve, MD

Scott Shreeve, MD, is the Chief Executive Officer (CEO), director, and founder of Crossover Health, a nationally recognized leader in innovative primary health models. He is an emergency medicine physician who has been actively involved in the design, development, and distribution of healthcare technologies for over two decades.1

Prior to founding Crossover Health, Dr. Shreeve was the co-founder of Medsphere Systems Corp., the first open-source electronic health record (EHR) for health systems. He has driven large-scale EHR implementations in community hospitals, statewide health systems, and primary care clinic networks.1

Dr. Shreeve is a founding member of the Health 2.0 technology and reform movement, serving as a national spokesperson and conference advisor.1 He earned his Bachelor of Science degree from Brigham Young University, graduated from the University of Utah School of Medicine, and completed his emergency medicine residency training at the University of Arizona Health Science Center.1

Under Dr. Shreeve's leadership, Crossover Health has become a nationally recognized leader by serving clients like Apple, Facebook, Microsoft, Comcast, Amazon, and Boeing.1 He is described as a man of faith and integrity, smart, respectful, visionary, innovative, creative, and diligent.2

Dr. Shreeve maintains a blog that covers enabling technologies to transform the delivery, financing, and outcomes of high-performance health care delivery.1 His LinkedIn username is scott-shreeve-md-109a682.2

Highlights

Aug 28 · linkedin

There is an old joke in Wyoming that goes like this:

Questions: "How do you take $10m and make it $5m?" Answer: "Run a cattle ranch"

In much the same way, despite the hype, many physicians have the same sentiment about all the Value Based Care arrangements that are bantered about. The Commonwealth Fund recently shared a report about some of the reasons why physicians are hesitant to enter into these arrangements. While they articulated several accurate reasons, the one that they didn't say was much more simple. If you want to turn your $100 dollar cost basis into a $50 payment then entered into a value based payment arrangement.

The challenges with these arrangements are accretive and compounding:

  1. Developing a single price to cover all care (on average) for a specific population for an annual period.

IF you are able to get to an agreement on this (avoiding the last 20 year of unacceptably low investment in primary care which is the basis that payers want to set your new rates for all the new services that are expected), then dear provider, your journey has just begun. Now you have to deal with:

  1. Health Risk
  2. Utilization Risk
  3. Eligibility Risk
  4. Attribution Risk
  5. Payment Risk
  6. (Should I go on . . . ?)

Bottom line, the single price that you negotiate has multiple ways to be degraded over time which makes it challenging to actually have the pricing stability that is required to invest in these care models. Anything that causes unexpected costs (health and utilization risk), takes away from your stable base of paying members (eligibility risk), anything that cuts down the number of months that you actually get paid (attribution risk), or anything that interrupts how your practice is actually financing the care (payment risk) hurts the provider making these investments. When the financial health of your practice has a $100 cost basis and you get $50 payments, it results in providers backing out of and ultimately backing away from these types of arrangements in the commercial book of business.

The net effect is that Value Based Payments act like a mirage, you think you can see it but as you travel towards it, but it continues to be just out of reach. But hope springs eternal and we will spit out the sand while we continue toward the future promise of VBC despite the shortcomings of todays VBP arrangements.

https://lnkd.in/gtrd6AXB

Jun 21 · linkedin

I waited as long as could before commented on the rash of departures from Big Retailers shutting down their various Primary Care investments. This is unfortunate as we need as much investment, innovation, and incremental experimentation to solve the very challenging problems of cost, quality, access, and outcomes impacting the very foundation of our nations health.

However, when Primary Care is viewed as a secondary means to some other primary end, it’s going to be challenging to make it work. It’s a people business, with staffing being the largest component, which requires systems, processes, and technology to be smartly harnessed together–with a Service Design mentality–to ensure that each part contributes to a larger, systematic whole. Primary Care is best served “warm”, in the context of a trusted relationship that has been built over time.

But critically, Primary Care needs a care model and service experience that also fits into a rational, sustainable, and viable business mode that can endure over time and varied economic circumstances. I would argue that this is one of the most critical, and probably most overlooked components of so many Primary Care initiatives–ensuring that there’s a sustainable business model.  The business model must embed the concept of Advanced Primary Care being paid for by redirecting as needed (referral management) and rightsizing care (care management / focus on health and wellbeing) which by definition means reallocating how we spend the dollars. I always revert back to the landmark study on Primary Care, the National Academy of Engineering, Science, and Medicine (NAS) on Implementing High Quality Primary Care (“IHQPC”), which not only spoke to the chronic underinvestment in Primary Care and the serious economic and health implications which result; but more importantly, identified a way to implement the changes that are required to find a new path forward.

Primary Care’s role is most definitely not to be the well-intentioned but loss-leading road to hell(th). One thing is for certain, the solution to the Primary Care challenges in the US will not be found on Aisle 3.

Related Questions

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Scott Shreeve, MD
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Orange County, California, United States