Applied Pathways Names New CEO

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Applied Pathways LLC today announced that healthcare industry veteran Steve Lefar has assumed the role of Chief Executive Officer and will join its Board of Directors.  Founder and current CEO John Feldman will continue in an operating role as Chairman of the Board.  Read more.

 

Key Points of Michael Dowling Talk at HEP Annual Meeting

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Michael DowlingMichael J. Dowling is President and Chief Executive Officer of Northwell Health (formerly the North Shore-LIJ Health System). With 21 hospitals, more than 450 outpatient physician practices and a full complement of long-term care services, Northwell Health is one of the nation’s largest health systems, with nearly $8 billion in annual revenue. Michael served in New York State government for 12 years, including seven years as state director of Health, Education and Human Services and deputy secretary to the governor. He was also commissioner of the New York State Department of Social Services. Earlier this month, Mr. Dowling spoke to the audience of the HEP Annual Meeting about issues affecting large hospital systems, the healthcare industry in general, and the Hofstra Northwell School of Medicine.

We’ve highlighted a few key passages below. A link to the full recording is available here.

On the unforeseen consequences of success in healthcare:

For anyone here who knows anybody with a heart disease of any kind, back in the 1970s there was not much anyone could do for you other than tell you to go home and rest. And just imagine what we can do for you today. I will argue that what we are suffering from these days is not a failure in healthcare but a crisis of success. We have been able to do so many things to keep people alive for so long that we now have a real problem figuring out how to afford it. Part of the problem with the cost of healthcare is that we can do a lot more than we could ever do before. Because of the success in healthcare people are living longer, therefore the costs go up. Therefore we’re suffering from success not failure.

On straddling two contradictory payment methodologies: 

The new model and the financial incentives are happening in some places but not others. You’re living in this world of paradox where you have a lot of your business working one way – fee for service – and other parts of your business working the very opposite way on value and some other parts of your business doing both at the same time. Just think of having a large workforce where you’re trying to get people to understand how to deal with that ambiguity where the incentives are aligned in one place but not aligned in another place.

On the challenge of local change management:

Change in some environments is so difficult because we are the engine of economic growth in many communities in New York. We are the biggest private employer in New York State. [In some of] those communities [we are] the only source of economic development. It’s the only employer, only place for jobs, there is nothing else. In broad swaths of that community other than healthcare. When you talk about why doesn’t this happen or that happen why don’t we close this? Because you’re dealing with people’s livelihoods in those communities. That’s why the politics of healthcare and healthcare change is so dramatically difficult. Brooklyn is going to be a wonderful example of this. Watch what is happening there over the next 12 months. This issue is going to percolate to the top in the press in New York.

On the key pain points and opportunities for large health systems:

  1. Growth, scale, and integration: It’s one thing to have a multiplicity of entities as part of an organization, but you’ve got to integrate them so they all work together. We have 22 hospitals now. We work as if they are all one. They’re all integrated with the same metrics, same leadership across the board. All back office functions are consolidated. I like to say that we run the organization as a business – it has a mission, but you’ve got to run it as a business.
  2. Care Management Infrastructure: Big organization in the healthcare space has to be very good at building a CMI so you can manage people’s care along the continuum. It’s not episodic care anymore. You’ve got to be able to manage the person’s transition and navigate it through the whole process of care from beginning to end.
  3. Quality Outcomes: We have to get better at figuring out how to compete on outcomes. What I mean by outcomes is it is not process. Just because you leave a hospital alive after surgery doesn’t automatically mean it was successful. What we should be measuring over time for example is if you leave the hospital after having hip replacement that you can return to work as a contributing member of society within a certain period of time. Not just 30 days after you leave a hospital. We need a whole new definition of what quality means.
  4. Consumerism: We’re a service industry. We need to be better about the consumerism movement. With all of the new technologies out there, the consumer will have much more access to information.

On disrupting the medical education paradigm:

We started from scratch. We had no history. We did the curriculum very differently. We went around the country and overseas and looked at where the most innovative things were going on in medical education. Remember we have a clean sheet of paper. I didn’t have bureaucracy to break down. I wasn’t a Harvard where you have 100 years or more of history that you have to tear apart before you can do something. We came up with a curriculum that does a couple of things:

  1. In most medical schools traditionally, you spend the first two years in classwork and you spend the second two years in a tertiary campus. We decided in the first nine weeks every medical student is trained as an Emergency Medical Technician (EMT). They are now a licensed entity in the state of New York. We now put them on our ambulance service (because we have the largest medical transport system on the east coast). We have them on the ambulances working with other EMTs and going into people’s homes from Day One. If they go into a person’s home in the ambulance and the patient needs to be picked up and taken to the hospital, then the medical student follows. If they have to go to the operating room, they will follow [the patient] into the operating room. They get hands on direct contact with the actual receiver of the care from Day 1.
  2. We have no lectures. It’s all small group sessions. We have no multiple choice questions or exams. We test in a simulation center. We have one of the largest simulation training centers in the US. So every 12 weeks they have to go into the simulation center just like pilots who are trained to fly planes. There is a scenario set up based upon their learning and they have to go in and demonstrate that they can actually do it. The school doesn’t encourage memorization. You don’t need to memorize anymore. All you have to do is Google it. What you need to be able to do is analyze, diagnose, understand, know how to do things rather than memorize.
  3. Everything is in teams.

The result has been that we now get between 8,000 and 9,000 applications a year for 100 slots. In the tests that they have taken so far, they come out way ahead of most other schools. Of the 16 schools in New York, we are now ranked number three in terms of the quality of the students, and we’ve only been in business seven years.

On teaching millennials:

They learn differently, assess differently, analyze differently, and appreciate differently than most of us in this room learned. The biggest challenge in any industry and especially in healthcare is changing how we create a learning experience that is different from what we’ve done in the past. I like to tell people that once you get your degree these days that you begin to forget what you learned immediately and relearn. In our organization, we put people into positions that they’ve never done before. Every administrator in every one of our hospitals has never before run a hospital. I would not hire a person that has been running a hospital for 15 years because I’ll get a hospital from 15 years ago. I won’t get a person with 10 years’ experience, I’ll get a person with one year of experience 10 times.

SCIO Health Analytics Announces Strategic Relationship With Lockton Benefit Group

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Lockton Benefit Group today announced a material investment in its InfoLock® data intelligence platform. The enhancements to the platform improve Lockton’s ability to partner with their clients to identify health trends and respond to areas driving the cost of health. Lockton uses InfoLock to advise employers on developing comprehensive health management programs to address the continuum of health risks across their working population. Read more.

SV Life Sciences and Health Enterprise Partners Announce Formation of Jet Health

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Accomplished healthcare executive Jim Glynn to lead home healthcare platform

For Immediate Release

Irvine, CA, April 15, 2016 – SV Life Sciences Advisers (“SVLS”) and Health Enterprise Partners (“HEP”) announced today that they have partnered with experienced healthcare services executive Jim Glynn to form Jet Health, Inc. (“Jet Health”). The new company will develop, acquire, and operate home health care companies as part of a strategy to build a leading national home health platform. SVLS, HEP and Mr. Glynn have committed significant equity capital to fund the growth of Jet Health.

Jim Glynn, Jet Health’s CEO, is a seasoned and highly accomplished home health care executive with deep expertise in building, acquiring, and growing home health care and home infusion businesses. Previously, Mr. Glynn served as CEO of Amerita, Inc., a private equity-backed specialty infusion platform. Mr. Glynn founded Amerita in 2006 and successfully grew the company to become the fifth largest specialty infusion provider in the U.S., with 18 locations generating $140 million in annualized revenue. Prior to his tenure at Amerita, Jim served in various senior management roles at Apria Healthcare, Gentiva Health Services, and Coram Healthcare.  “At Amerita, Jim successfully built a health care services company that empowered local operators and clinicians to deliver high quality services in growing markets. We are excited to partner with Jim to replicate that model in home health care,” said Tom Flynn, Managing Partner at SVLS.

Home health care is a diversified industry comprised of skilled nursing care, physical, speech and occupational therapy, rehabilitative care, medical social services, personal care, and companion services. Jim stated, “The home health industry is poised to continue its strong recent growth driven by an aging U.S. population, patient preference to be treated in a comfortable and convenient setting at home, and significant cost savings relative to care in inpatient or nursing home facilities. I look forward to building Jet Health into a premier home health business in partnership with SVLS and HEP.” California-based Jet Health plans to leverage local brands and operating expertise while sharing best practices across its companies and centralizing traditional back office functions.  Dave Tamburri, Partner at HEP, commenting on the critical role home health care plays in the post-acute care continuum, “Under Jim’s proven leadership, Jet Health will seek to partner with health systems and other providers to bring innovative approaches to post-acute care.”

About SV Life Sciences Advisers
SV Life Sciences Advisers, LLC (“SVLS”) is a global leader in healthcare and life sciences investing. SVLS affiliated funds have been investing in such companies since the early 1980s, forming its first dedicated healthcare fund in 1994. Today, SVLS manages five funds with approximately $2.0 billion of capital commitments under management. The firm has invested in over 175 companies through its venture funds, and employs a diversified investment strategy capitalizing on opportunities in the following subsectors; therapeutics, medical devices, healthcare information technology (HCIT) and healthcare services. SVLS employs a close symbiosis between operating and financial professionals which has led to significant success over five investment funds. SVLS has offices in Boston, London and San Francisco. For more information, please visit the company’s website at http://www.svlsa.com.

About Health Enterprise Partners
Health Enterprise Partners invests primarily in privately held, profitable, middle market companies in the health care information technology and health care service sectors. HEP’s strategy is to leverage its unique and extensive hospital system and health plan network, 26 members of which are investors in HEP’s funds. HEP seeks to invest in companies that improve the quality of the patient experience, reduce the cost of health care, and improve operating margins for their customers, typically hospital systems and / or health plans. For more information, please visit http://www.hepfund.com

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CenterPointe Behavioral Health System Announces Significant Growth Capital Investment

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New Investment Supports Continued Geographic and Product Growth While Adding Experienced Behavioral Healthcare Executive to Management Team

St. Louis, MO — December 2, 2015 — CenterPointe Behavioral Health System, LLC (CBHS)
announced today a control growth capital investment co-led by a syndicate of investors including Health Enterprise Partners and NaviMed Capital, with participation by Siguler Guff & Company, LP.

CBHS currently owns and operates high-quality freestanding psychiatric hospitals, outpatient behavioral programs, and other psychiatric specialty programs in multiple states including Missouri, Illinois, and Minnesota. CBHS assets include CenterPointe Hospital in St. Louis, MO and Signature Psychiatric Hospital in Kansas City, MO.

The senior management team at CBHS is led by Dr. Azfar Malik and John “Buddy” Turner. As the founder of CenterPointe Hospital, Dr. Malik continues his leadership role as President and Chief Medical Officer of CBHS. Since founding CenterPointe Hospital in 2003, Dr. Malik has grown CenterPointe’s clinical offering from 20 beds to nearly 200 beds while delivering consistently high quality care to a broad spectrum of psychiatric patients in a variety of care settings including inpatient, partial hospitalization, intensive outpatient, and outpatient practices.

Mr. Turner, an experienced behavioral healthcare executive, has recently joined CBHS as Executive Chairman and Chief Executive Officer to drive the company’s strategic plan as he leads the next phase of growth for CBHS.

“The entire CenterPointe Behavioral Health Systems family is excited for the next chapter of our growth with our new investors and in partnership with Buddy Turner,” said Dr. Azfar Malik. “CBHS commits to continue serving patients and their families with the highest clinical quality behavioral health programs.”

Prior to joining CBHS, Mr. Turner led Behavioral Centers of America (BCA), a multi-site behavioral care company, through its successful sale in 2013. HEP and Siguler Guff were investors in BCA, and Rick Stowe, a partner of HEP, served on the Board of Directors. Mr. Turner has more than 20 years of healthcare management experience in both the non-profit and the proprietary sectors.

“I am excited to work with Dr. Malik and the team at CBHS as we build on the strong foundation
of clinical care that they have created over the past 15 years,” said John “Buddy” Turner.

“Recognizing the significant policy-driven growth opportunity in behavioral health, NaviMed is pleased to partner with CBHS, one of the leading proprietary mental health services providers in the country,” said Dr. Bijan Salehizadeh, CBHS board member and Managing Director at NaviMed Capital.

“Continuing our tradition of investing in and helping build leading behavioral healthcare companies, Health Enterprise Partners is enthusiastic to be partnering with Dr. Malik, Buddy, and all of the employees at CBHS,” said Ezra Mehlman, CBHS board member and Vice President at Health Enterprise Partners.

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