An interview with Jeff Moser, Senior Vice President for Partner Strategy at Compass One Healthcare.
Tell me a bit about your role at Compass One Healthcare?
We are in a unique position to create sustainable and viable partnerships with our clients. Support Service teams often get overlooked in a health care system’s strategy. My role is to help organizations understand the importance of integrating our services into their plans, so we can be better, together.
Why is this effort so important in healthcare right now?
It’s a complicated environment. There is a lot being thrown at health systems, requiring them to pivot, be responsive. You can’t do it on your own. Thinking of Compass One as a partner, as a collaborator working towards positive outcomes. In today’s marketplace, hospital leadership needs a strategic and trusted partner that goes beyond the pages of two-dimensional contracts. And Compass One has invested heavily in our long-term partnerships. We have unmatched resources, a purpose-driven workforce and an unwavering commitment to our patients and their experience.
How do you start moving the supplier relationship to a true partnership?
Our clients need to trust us. The table stakes are critical. I talk to our operators about this–if we don’t get the day-to-day operations right, the level of trust erodes and we can’t have the conversations we need to go further. The first question is, are we knocking this out of the park? The second question is, do you trust us enough to share your strategic vision with us? What do the next 5 years look like? How are you going to expand, grow? How are you going to gain market share? This means we have built the level of trust necessary to go from partner to vendor. Those foundational areas have to be well established so we can collaborate with and guide our clients
What does it mean to be a part of our partner’s strategic vision?
We have learned that a short term, transactional approach to strategic partnerships limits progress in critical service areas. We have to first understand and support the mission and vision of the hospital. And tactically, we have to project manage the heck out of the initiatives. It’s not just a great conversion. It's ongoing. The action that we are taking, the outcomes we achieve–and we can keep adding to the list of initiatives that our clients value, innovating, building momentum. It makes our jobs more rewarding when we work together. And it all relates to shared values. It's an ongoing commitment to move past being a vendor as we work together to improve the patient experience.
How do people contribute to successful partnerships?
Prior to my role at Compass One Healthcare, I worked for SG2, a strategic advisory firm that integrates a wide variety of data sources and proprietary methodologies and expert analyses to create a comprehensive view for their clients. I had the opportunity to travel around the country, working with organizations and health systems, helping them understand industry trends and how they may be relevant. I learned that you have to have the right people in the room. Chief Medical Officers, Chief Strategy Officers, all the executives and the right parties in the room, moving in the same direction, supporting the mission and the vision of the hospital and, ultimately, executing the vision.
Working Better Together
Better Results = Lower Costs
Compass One Healthcare service lines use a lower cost delivery model, delivering at least 12% savings compared to self-operated hospitals
Our Solutions Drive Clinical Effectiveness
Compass One Healthcare’s EVS leads to a 22% reduction in hospital nurse turnover and reduces the burden of HAIs on patients by 3%
We Align to Hospital Strategy
Compass One Healthcare contributed to an 8% greater increase in star ratings than
self-operated facilities by predictively solving healthcare problems
Learn more about the value of progressive collaboration here:
