October 16, 2020

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October 16, 2020: Is your goal to drive best in class patient digital experience? YES.  Then Providence Digital Innovation Group’s Insights Reports are a MUST read for you. Joining us today is one of the authors Matt Cohlmia, Executive Director of Digital Strategy. Topics include Mitigation: Managing Trust & Safety, Industry Consolidation Disruptors and Scalable Behavioral Health. Utilize the brain power and thorough research from Providence’s Marketing, Ventures and Digital Teams. What are we looking at in a recovery phase from COVID-19? How can we address consumer fear about coming back into the hospital? Do you think the innovation in value based care is going to come from the payer side or the provider side? How far along are we in the remote monitoring stages and where will we be in five years? 

Key Points:

  • Health solutions for people who are vulnerable and don’t feel safe [00:09:05] 
  • COVID revealed a fundamental disconnect in the way that healthcare is paid for [00:10:35] 
  • Maybe we don’t need to go back to the office at all? [00:16:50] 
  • Is industry consolidation still moving at a snail’s pace? [00:17:40] 
  • Big tech in the insurance space [00:20:35] 
  • The next movements in telehealth [00:22:45]
  • www.providence-digitalinsights.org

Insights on a Post COVID World with Providence Innovation Group

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Insights on a Post COVID World with Providence Innovation Group with Matt Cohlmia

Episode 315: Transcript – October 16, 2020

This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.

[00:00:00] Bill Russell: [00:00:00] All right, don’t do it. I know you’re thinking of clicking on the fast forward button right now, but we have something for you. We are launching a referral program for clip notes, with a chance to win some really cool prizes. We decide to clip notes with your input, and we really believe that this is one of the best ways to cut through the noise in the health it space and stay current.

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[00:02:10] Welcome to this week in health iT where we amplify great thinking to propel healthcare forward. My name is Bill Russell, former healthcare CIO, coach consultant, and creator of This Week in Health IT a set of podcast videos and collaboration events dedicated to developing the next generation of health leaders.

[00:02:26] I want to thank Sirius Healthcare for supporting the mission of our show to develop the next [00:02:30] generation of health leaders. Their weekly support of the show this year has allowed us to expand our offerings and develop new services for the community. Special. Thanks again to Sirius Healthcare. We  f,rom time to time I’m out on the internet.

[00:02:42] I do a lot of reading. I came across these insight papers from the Providence Digital Innovation Group, and it was, it’s just some great content. So I decided to reach out and I brought in, Matt Cohlmia, who was one of the authors of the papers to discuss it. And, I [00:03:00] think it’s a great episode and I hope you enjoy.

[00:03:02] All right today, we’re joined by Matt Cohlmia the Digital Strategy executive director for Providence digital innovation group. Welcome to the show, Matt. 

[00:03:11] Matt Cohlmia: [00:03:11] Thanks, Bill. Great to be here. 

[00:03:12] Bill Russell: [00:03:12] Well, I’m excited to have this conversation. You guys have produced some great content for the industry, but let’s start with the basics.

[00:03:19] Providence digital innovation group. What is it that you guys do? 

[00:03:24] Matt Cohlmia: [00:03:24] Absolutely. So, the Providence Digital Innovation, are we okay. We call it “DIG” internally. So I’ll probably say dig throughout [00:03:30] this, our role is really to ensure that the patients have Providence have a great digital experience with their care.

[00:03:37]Providence is one of the largest health systems in the country. We have 50 some hospitals up and down the West coast and dig is the sort of enterprise wide consumer digital strategy and deployment group. We have, within that a ventures team, a marketing team, and then the sort of core digital team, which is strategy, product and engineering.

[00:03:55] So we actually. in addition to sort of partnering with companies and piloting companies and investing [00:04:00] companies, we can build and spin out companies as well. So all of that sort of wrapped into one sort of group helps Providence be, best in class with digital experience. 

[00:04:09] Bill Russell: [00:04:09] So part of that is you generate these, you generated a digital insights series. what was the Genesis for the digital insights series? 

[00:04:18] Matt Cohlmia: [00:04:18] Yeah, I mean, there’s kind of two parts of that. So one is why do we do the work in the first place and the other is why do we publish it and share it? So for the first part, as I mentioned, our goal is to drive best in class, patient digital [00:04:30] experience.

[00:04:30] And, we spend a lot of our time thinking about who the big disruptors are and what the big changes are. And so we’re tracking Amazon and Optum and 98.6 and we’re tracking how AI or RPM or, virtual care are changing in the markets and trying to stay up to date. And then COVID comes along.

[00:04:47] And, we talked about big disruptors. COVID the biggest disruptor healthcare scene in decades, maybe ever. all these things that we thought might take a really long time, took months, even weeks in some cases. And we said, okay, we need to figure out what’s going [00:05:00] on here. We need to figure out where the puck is going.

[00:05:03] And so, we’re fortunate to have a strategy team, which I, and Sara Vaezy lead. And so we immediately set out to understand all we could. So, we interviewed over a hundred people, both inside Providence and outside our system to then put together what our internal strategy was.

[00:05:21] And about halfway in these conversations, we said, God, this is huge. This is even bigger. Even the folks that we know that are relatively on the conservative side of things are [00:05:30] saying, this is a profound shift. And we said, why not show our work and publish these?

[00:05:34]we, as an organization really firmly believed that we’ve got 20 years of innovation to do in healthcare, and we’ve only got about five years to do it. And so if we can take part of it and you take part of it and you’re another health system, or you’re an innovator, or, whoever it is out there, a startup, we’re happy to sort of all work on this together to solve big problems.

[00:05:55] Bill Russell: [00:05:55] Yeah. So give you, so the framework for your presentation, is it primarily [00:06:00] around, the impact of COVID and post COVID and it, is it primarily through a digital lens or is it, does it have a lot of different aspects? 

[00:06:07] Matt Cohlmia: [00:06:07] Yeah. we are, as fundamentally like a digital strategy group. So we’re certainly biased in that direction.

[00:06:12] And when we, looked for what we thought was, we’re going to be the big movers. That was where a lot of it, came, but, certainly not all digital here. And we’ve got a whole, we’ve got whole reports on, workforce flexibility that have a lot of implications for the way that people do their day to day work, which may or may not have anything to do [00:06:30] with digital. we have another, a couple of reports on industry consolidation, which, certainly some of those are digital, but a lot of it’s just about how we deliver care more broadly. So there’s more in the report with certainly I’m biased towards some digital solutions.

[00:06:42] Bill Russell: [00:06:42] Yeah. I love it. I love the graphic that you guys put out and it’s in most of the documents that you have the event, which is COVID, then you have the mobilization. That’s like what we did by instinct, right? We responded as quickly as we could and we stood things up. So there’s, there’s just that immediate [00:07:00] mobilization, but then there’s the, the mitigation, recovery, evolution. And then you have the second order impacts and then you lay out all the stuff that’s in those, but you guys. Man, this is a lot of work and it, and these are great documents as I was telling you earlier, the only one I haven’t read is the behavioral health one. Cause I think it was just dropped this week, but yeah, there’s a lot of reports here.

[00:07:23] So journey towards the next normal recovery resuming operation and care delivery, mitigation, managing trust and [00:07:30] safety evolution, business model movement toward value. A distributed care and digital health , which is an interesting topic, new workforce and facility models, extended supply chain models, you guys, vulnerable people and under resourced communities. And then obviously there’s going to be a conclusion summary as well. 

[00:07:50] Matt Cohlmia: [00:07:50] I’m in that one now 

[00:07:51]Bill Russell: [00:07:51] Those are, that’s an amazing set of amazing set of topics. So when you were out there doing those interviews, did, I mean, did you [00:08:00] have these ideas in mind or did the interview sort of just reveal the key topics that you wanted to cover?

[00:08:06] Matt Cohlmia: [00:08:06] No the interviews really revealed the topics. I mean, we, like I said, we started going to try to answer it. Wasn’t a simple question, but answer a question for ourselves. And even for a team that spends a lot of time thinking about disruption, we’d be in a conversation with somebody we’re like, Oh my God, I didn’t think about that impact, which is core to your world.

[00:08:25] Then now we’re thinking about around, how our facilities need to be different in the future or [00:08:30] things like that. and we kind of thought of it in a couple different stages. So first it’s what you said, just like, what do we have to do? and within that, there’s two things. One is obviously just caring for our communities and we’ve got some work on mobilization and mitigation, but like, it’s not just about COVID care.

[00:08:46] And that COVID care was huge. And Providence had one of the first confirmed cases in the country. but we’re talking about people who are, who don’t feel safe. People who need access to care and don’t know how to get it when they can’t go in person, people who are suddenly [00:09:00] isolated, people who may not have the same access to their medications, maybe they’ve lost their insurance.

[00:09:03] So, all of our populations and, we have a report specifically about vulnerable populations, but really everyone, in this time is pretty vulnerable. So how does our system make sure that we can provide care safely, and meet patients where they are. But then secondly, and this was obviously a big, even having a conversation with the cares act and a lot of other, policy going on, how do health systems stay viable?

[00:09:27]we had to recover our business pretty [00:09:30] quickly, just like a lot of health systems did. the longterm impact is going to be pretty significant, but, there were a lot of movements that we could take in the short term that we thought could help us, stabilize the work and make sure that we could deliver at scale safely.

[00:09:44]and then sort of, so that was the first part, which is what do we have to do? And then the second part, which is in that sort of second order impacts and outcomes. Column or segment is where are we going? And, the more that we dug, the sort of, the more we had to split reports into two and [00:10:00] industry consolidation, when you mentioned actually became two separate reports because we just couldn’t fit it all into one tidy document. So, it grew pretty organically, but, I think what we came out with is something that we were really excited about. 

[00:10:12]Bill Russell: [00:10:12] I think people want me to ask questions on all of these, but I’m going to, we’re just going to touch on them. And hopefully people will go out and download the reports and you can give us the URL towards the end of the show. But, so let’s touch on a few of these. What kind of things are we looking at in a recovery phase, from [00:10:30] COVID-19? What things were you finding? 

[00:10:32] Matt Cohlmia: [00:10:32] Yeah. I mean, for most like most health systems, the, what COVID revealed was sort of a fundamental disconnect or a fundamental error, even in the way that healthcare is paid for. it revealed that without elective surgeries, we’re all dead in the water. Right. And people in healthcare have known this for a long time, right. That we have the incentives that are aligned around. Certain kinds of surgical episodes of care, and that can be more aligned around [00:11:00] sort of health more broadly.

[00:11:01] So in the immediate recovery phase, health systems across the country were saying, okay, how do we get elective surgeries back up and running? How do we make sure that we get. People tests, how do we make sure we ship the equipment that we need home to them? We actually like, no, I’ve got it here. I know that some people aren’t on video, but we have these kits that we’re sending to patients before surgery to make sure that they have, sanitizer and gloves and masks and those kinds of things.

[00:11:26]we stood up over a weekend, a home [00:11:30] monitoring program with a partner that we had already been working with called twizzle that we’d actually been using for surgeries. So. we had to automate scheduling for pieces of this. So a lot of technology just around. How do we get people back in safely had to be deployed like that.

[00:11:47] And I think that one of the things that we feel fortunate, to have had is a team that was really focused on digital before COVID hit, because we weren’t going around searching for partners to help stand up a home monitoring [00:12:00] program. We knew some folks in our portfolio that we were ready to work with, that we’d had worked with before.

[00:12:05] And we could partner with, to move really quickly. So there was a lot of tech, a lot of people stood up quickly. I know that we did, we scaled zoom to tens of thousands of providers or was it about 10,000 providers right. Quickly. So a lot of that work had to be done just sort of immediately. I think now we’re starting to see, in sort of the posts, emergency law. Not that it’s still not an emergency in many ways. Some people [00:12:30] saying, Oh, this workflow isn’t great for me. Or, Oh, this part of the process is something I hadn’t gotten into yet. So we’re sort through some of the emergency response recovery piece, but where are we still got a long way to go for the real recovery.

[00:12:43]Bill Russell: [00:12:43] It’s, one of the things you identified in your report was this. And when you talked about it a little bit, here was consumer fear. Right. So there’s consumer fear about coming back in to the hospital, consumer fear, and we had to get, we had to get past that. And yes, we can look at, [00:13:00] remote patient monitoring and those kinds of things.

[00:13:02]but consumer fears and the interesting thing, especially as we get closer and closer, we don’t know what the day is, but we get closer and closer to that vaccine. what are some of the things around, patient behavior, consumer behavior that you’re noticing and that you’ve addressed in the reports?

[00:13:20] Matt Cohlmia: [00:13:20] Yeah. One of the things is simply that, getting patients and providers to switch to virtual has been largely a success. I think, I mean the safest [00:13:30] way to deliver a visit that doesn’t need to be in person is to not be in person. Right. and so making sure that patients feel like they have access to their care teams without needing to physically show up, is huge. but across the industry, we’ve also seen things like, contact those waiting rooms and digital patient registration and all sorts of ways to just remove a little extra touch. And a little extra moment of fear in the process. it’s gone a long way, [00:14:00] but, we still have a long way to go. 

[00:14:01] Bill Russell: [00:14:01] Yeah. So as you step back now, how will, so if I were in Seattle and I’m, I’m a Providence, patient, how is my experience fundamentally different today? let’s assume I have a surgery coming up. I’m going to do. I’m going to do a knee replacement or something to that effect. How is my experience going to be fundamentally different than it was pre COVID?

[00:14:24] Matt Cohlmia: [00:14:24] Yeah. So we’ll one example that’s, just comes to mind immediately, is that for the most part, a [00:14:30] lot of our, consults and the preop visits are now just done virtually we have a preop video, so you can take the, preop class. without showing up in person, you’ll have a consult with your surgeon via video. you’ll get ships and this isn’t in all cases we were sort of a fragmented system, but, you’ll get shipped a pre-op kit that has some supplies in it so that you can make sure that you feel safe. And some of those supplies are ones that are for your day of surgery. And some of those are ones that like you would have had to go to the store and [00:15:00] buy, and now you just don’t have to.

[00:15:01] So adding in another layer of being contactless, we have, a patient engagement platform I mentioned earlier called twizzle that helps engage a patient digitally, through their episode of care. So they get all their preop instructions when they need it, at the right time. and with the right sort of level of engagement.

[00:15:20] Same with post-op. we’ve seen that having that kind of engagement allows us to discharge people from the hospital sooner. So length of stays shorter, reducing infection, risk [00:15:30] readmission rates are lower. And so that reduced the risk of folks coming back. So it’s really about creating that sort of surgical concierge level of service from the minute they engage with us all the way through and the easiest way to do that.

[00:15:43]whether we’re talking about. During COVID or non COVID for many patients is going to be digital to ease their way. 

[00:15:49] Bill Russell: [00:15:49] Yep. Well, I notice you’re still working from home. the mitigation aspect of your reports talks about getting people back to work and keeping them safe in the process. What are some of the [00:16:00] technology opportunities in doing that? 

[00:16:03]Matt Cohlmia: [00:16:03] it’s really interesting. one of the things that mitigation report predicted, was that we wouldn’t find really good and successful contact tracing. and that we wouldn’t kind of see sort of, yeah, widespread adoption of enough things to make for, office workers like us, the ability to go back in to make a ton of sense.

[00:16:24] So, there’s certainly some technology around rapid testing. I know that they’ve just, started with the [00:16:30] $5 and I’m not sure how many minute tests it is, but there’s certainly some opportunities to do temperature checks and screening and things like that. But I think if anything, what we’ve seen more is that the technology of working from home for those who are able to has caught up much faster than.

[00:16:49] Maybe some people expected. And I think now a lot of offices you see are saying, you know what, maybe we don’t need to go back to the office at all. If I can save to myself on the real estate, and equip somebody better in their home, [00:17:00] maybe that’s a better way to do it. Maybe I get access to a broader talent pool.

[00:17:03] So. Some of the technologies specifically around mitigation hasn’t come along as fast as some expected. but I think that some of the other broader thought reconsiderations of what does it mean to be productive, be effective, be a happy and healthy employee are I think, active in those workplaces now.

[00:17:23] Bill Russell: [00:17:23] Yeah. you throw out some, and there’s so many directions to go with this. Actually, let’s talk a little bit about [00:17:30] industry consolidation, then I’ll go to the, what are the questions that you threw out? So industry consolidation in the first half of this year, slowed down to a snail space.

[00:17:40] It’s actually been, people are asking, does this represent a trend? we went through COVID. So anyone who was talking about mergers and acquisitions, that balance sheets were pummeled during that time. So even if you were talking about it and in the. Process all the financials got upset during that timeframe.

[00:17:57] It’s almost like people took a breath and said, [00:18:00] yeah, not now let’s regroup and figure it out. what kind of things did you guys find as you looked at that? 

[00:18:06] Matt Cohlmia: [00:18:06] Yeah, I think so the, a lot of folks paused on their industry consolidation efforts just because it was a crisis and it was an emergency.

[00:18:14] I don’t think that for most of those organizations, the longterm fundamentals changed as. Much what changed in the moment was number one, it’s a crisis. So let’s make sure that everything is okay first, but number two, all of a sudden we [00:18:30] saw a huge shift in cash from.

[00:19:00] [00:19:00] So in the interim, I think it changes from a consolidation standpoint who can be acquired and who does the acquiring a little bit, certainly more health systems and hospitals and provider assets are going to be distressed. Certainly more payers are going to have more cash on hand. but a lot of the deals that you’re seeing, I mean the biggest one is the Teladoc and Lubanga deal are really about saying, Hey, those who have all of a sudden seen their fortunes as a business. Become more optimistic. how do we [00:19:30] together sign what this future might look like? One of the things that we’ve seen already is that, straight tele-health street, virtual straight video visit technology, is going to quickly become a commodity. And then it would be a matter of who offers the best platform, the best full end to end care experience  coming out the other side of this, which I think speaks to some of the Teladoc work, some of the Amwell work, it’s accelerated a lot of those things. 

[00:19:55] Bill Russell: [00:19:55] Yeah. Do you think a value based care? So going in the direction of value based [00:20:00] care from a provider standpoint, do you think we’ll see a lot of partnerships there, or do you think we’ll see an evolution too, or a re evolution going back to health systems, trying to become payers, given that, I mean, the stark contrast between what happened to payers and what happened to providers during COVID.

[00:20:21] Matt Cohlmia: [00:20:21] I, this is the million dollar question and one that, we asked a hundred people and got a hundred different answers. I think it will depend market by market. I think it’ll [00:20:30] depend. I think some of what it depends on, which I think is new, is we’ve seen a lot of, big tech getting into the insurance space.

[00:20:37] Walmart recently getting to the insurance space is really interesting. Google making some moves potentially in the insurance space. So. who becomes a payer and who, owns that sort of first dollar? I think we’ll be we’ll evolve really quickly. I do think the providers will ultimately need to take on.

[00:20:57] Some risk simply because, the care [00:21:00] model didn’t align with fee per service before. And it definitely doesn’t now. So if you think about it this way, and I know there’s big question  about whether payers will reimburse for virtual visits, but let’s set that aside for a second. I’m sure. I’m sure we’ll get there  if all you’re doing is swap-If you’re a provider and all you’re doing is swapping one in person visit for a virtual visit, you’re not gaining the benefits of virtual care, right? What health [00:21:30] systems need to be moving towards is a system that, which is by the way, much better for patients, but instead of having five in person visits, maybe you have one in person visit and two virtual visits.

[00:21:59][00:22:00] unless payers are going to shift pretty dramatically, which they haven’t historically shown the eagerness to do. Providers need to take on risks and be able to enable something like that. So whether it’s through a partnership or through becoming payers, it’s a direction that we’re really going to have to go to capitalize what we’re now seeing in virtual.

[00:22:18] Bill Russell: [00:22:18] All right. Let’s put on our prognosticator hats for a minute here. Cause I wanna, I want to talk through a bunch of little things and just. No next five gosh. I get in there, get in [00:22:30] trouble here. Cause I always say, what’s going to happen in the next five years. And it happens in 10 years.

[00:22:33] Cause it seems like healthcare moves slow, but maybe COVID has changed that and things will actually happen faster. but it seems like we’re focused on telehealth right now. And we can talk about, what do you think the next movement let’s start there? What do you think the next movement is in telehealth?

[00:22:48]if, let’s, let’s assume that, the, the state, the States do, put up those barriers again, of being able to practice across state lines. Right. And that funding [00:23:00] comes back in a, in a more targeted way. We have a ton of research that was done during COVID. We’re able to see, where telehealth has actually benefited the consumer. and we’re going to fund those things and maybe pull back and some others. Where do you think telehealth goes in the next five years? 

[00:23:17] Matt Cohlmia: [00:23:17] Yeah. I mean, that’s a, it’s a great question. I think if you, in the reports, I think what we get to, if you combine sort of the distributed care and digital health acceleration sort of thesis, [00:23:30] the, workforce models and supply chain models, you could paint a pretty amazing picture.

[00:23:35] Plus business model evolution. You can paint a pretty amazing picture about what. A digitally enabled consumer experience might look like. So I’ll just, I’ll give an example. So let’s say someone is, has a couple of chronic care conditions lives at home, is on a Medicare advantage plan. And we as a health system have incentives aligned and workforce aligned and supply chain align.

[00:23:58] Maybe that person gets their [00:24:00] visit via a telehealth presenter who comes to their house. Who brings a tablet who ensures that they are using it correctly, who helps the provider walk through an exam who has all the supplies there that they need? maybe they can set up while they’re there a smart hub in the home and various remote patient monitoring devices to make sure that we’re staying up to date with that patient’s care, we can set up home delivery of prescription for that patient.

[00:24:26] We can have the provider check in with that patient [00:24:30] at a regular cadence via virtual. And one of the things that, you hear a lot is that older patients won’t use digital. And I think there are two sort of responses to that. One is they really have, we’ve seen some pretty incredible utilization during COVID, but number two is they don’t have to for digital care too. to make sense. So you can imagine this tele presenter who comes to the house to set up an app on their phone, that the patients on the map to use, but the coordinates [00:25:00] various components of their, or, maybe they’ve got a blood pressure cuff. Maybe they’ve got a scale. They’ve got, Bluetooth pill, cap bottles.

[00:25:08] You can have a patient. Just incredibly cared for at home without a ton of human intervention and, safer and happier and healthier than they might’ve been showing up at their doctor every month, for years and years. Yeah. So you can combine these things to get a pretty amazing, care model, [00:25:30] but we’ve got a long way to go in some of these areas to enable something that looks like that.

[00:25:35] Bill Russell: [00:25:35] Yeah. And that’s the picture I’m trying to paint here is, telehealth is the start and the picture you actually painted in your, in your articles, but then there’s a whole, there’s a whole world that’s going to happen in the home. And part of that is going to be, human assisted, because there’s the adoption of technology and getting things set up in the home.

[00:25:54] There’s going to be, active monitors and passive monitors. That are going, actually, that [00:26:00] would be the next question I would ask is where do you think that, how far along are we in the remote monitoring stages and, where do you expect that to be in five years? 

[00:26:13] Matt Cohlmia: [00:26:13] I hope we’re a lot farther along. I mean, we’ve had remote patient monitoring tools for some time hospital at home has been, a thing for decades. but it’s never really caught on, outside of sort of capitated systems and even within some capitated systems. I think for a few [00:26:30] reasons, one is the reimbursement hasn’t been there, but two, I think there’s a, a hump to get over.

[00:26:36] Of, if the scale is not large enough, the devices can’t be cheap enough and the platforms won’t be developed enough and the investment dollars kind of may not follow, but we’ve seen plenty of RPM vendors out there. we’ve seen. plenty of hospital home models out there, but with now this like next level of potential adoption, I hope that [00:27:00] investors and providers and payers will see a lot of opportunity in being able to offer these really effectively at scale.

[00:27:08] So. I’m really excited about the potential for that. There’s also, back to sort of the conversation about virtual, another big space, which is centered around, what happens when you unlock. A provider visit to a digital. So before the data that came in and out of a provider visit is really the [00:27:30] notes, right?

[00:27:30] The documentation in the EMR. when all of a sudden it’s on a virtual, platform, you can do natural language processing to record the conversation and more detail. You can record the visit. You can enable a family member to join in. You can enable, I know we’ve seen companies out there that are tracking body language and voice tone and, the potential for even real time, clinical decision support popping up right there on the screen is, really incredible.

[00:28:00] [00:27:59] So, to your point, we’re now at a sort of telehealth sort of stage of this, but, we’re seeing the unlocking of so much more than that. 

[00:28:09] Bill Russell: [00:28:09] yeah, it’s the, again, the million dollar question is, do you think the innovation is going to come from the payer side or the provider side? And I’m not asking you to answer that question.

[00:28:18] I mean, it would seem to me that when you talk about value based care, that, there’s the mom model that it’s going to be incented to build out those tools and deliver [00:28:30] those tools is. is the one who’s receiving the first dollar and it’s, it’s, 

[00:28:34] Matt Cohlmia: [00:28:34] I agree that the incentives are there. I think ultimately though health systems and I say this absolutely for Providence at every level feels responsible for our population’s health and care very deeply.

[00:28:49] And we have a deep connection with our populations and we. Want to provide to them the best care. And I think that there’s a. Trust [00:29:00] between a patient and provider and a patient and their health system, that payers are going to have a hard time replicating. people don’t trust as much when it’s coming from their payer and maybe that shifts, maybe we solve for that.

[00:29:12] But, we really strive every day to be our patient’s trusted provider and health. And I think our ability to engage them in their, And their health needs at a really personalized level, can allow providers to be the sort of source [00:29:30] of innovation and improve their value, within value based contracts in partnership with payers taking on risk themselves.

[00:29:37]I think providers are certainly not sitting this one out.  

[00:29:41] Bill Russell: [00:29:41] Absolutely. I appreciate you bringing that in that way. man, this is great work. how can people find these and download these, these white papers or they’re not white papers, sorry. 

[00:29:52] Matt Cohlmia: [00:29:52] Yeah, we’ve been calling them, digital insights reports. Yes. so we have a, resource center. And I’ll pull up [00:30:00] the URL here really quick. So we have a resource center it’s at providence-digitalinsights.org. It has all of these reports. plus we’ve got, podcasts like this will show up on there. we have some LinkedIn live conversations that are really useful.

[00:30:15] I really do. I really encourage folks to go read the reports. I’m proud of the work the team’s done, and they, they dove. Incredibly deep on some of these topics and came out to produce some work that I think is readable interesting, digestible, and really [00:30:30] speaks to where the opportunities we see,  we see are so it’s I just said the URL dropped it providence-digitalinsights.org. 

[00:30:40] Bill Russell: [00:30:40] Yeah. So w what can we expect from you going forward? Obviously, we’re going to get a capstone to this whole thing, and then. Where do you guys go from here? 

[00:30:49] Matt Cohlmia: [00:30:49] Yeah, absolutely. So I’m writing a capstone right now. It’s on my other screen. but we’re going to do some followups to this, to these reports later on in the year and into next year, providing some updates on what we’ve [00:31:00] seen. Some deep dives on topics that have emerged, especially from conversations like this. So, we really want these reports to be a conversation. And so we’d love to hear from folks who read them, who liked them, who hated them, who agree, who disagree, all that’s going into sort of how we come back and revisit these topics later. 

[00:31:18] Bill Russell: [00:31:18] Fantastic, Matt thanks for your time. I really appreciate it, 

[00:31:21] Matt Cohlmia: [00:31:21] Bill. This is great. Thanks so much. 

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