-: I know that part of what drives your strategy
is that JMH has some really ambitious goals
around expanding access to care for underserved communities.
Can you tell me a little bit about
what your digital transformation strategy
will do to allow you to reach those goals?
-: This was really exemplified
in how we made sure that
when we rolled out the vaccinations for COVID
that we used data and technology
combined with our clinical staff
to make sure that the entire community was being served.
And what we saw was
when we started our initial efforts
utilizing digital and analog technologies,
to reach out to our patients and community,
we saw that those communities specifically
were not getting vaccinated at the same rate,
whether minorities are prevalent in those communities.
But when we took a proactive step
of using data analytics to target,
to make sure that we were getting the message out to them
about the vaccination,
about the vaccination that was available to them,
the vaccination was safe for them,
and making sure they understood that,
we saw those numbers increase dramatically.
-: Can you tell us a little bit about
how you see your digital transformation strategy
involving virtual first care delivery models,
when you'll get there, how you think they'll work?
-: At John Muir, we want to make sure
that our patients don't just have access
to that digital care
for that one digital care type of event,
they have care for the entire continuum.
I'm not going to start all over again
with somebody new explaining everything new.
I'm going to continue my same visit
with a physician that I have a relationship with,
that understands me,
that has listened to me, that hears me,
understands me.
And I think that is a very powerful differentiator
that I don't think any of these organizations
that are focusing on digital only
or digital first can match.
And I think that's one of the powers
of being a digitally integrated organization
that is focusing on consumer experience
and, you know, not forgetting
the physical component of that.
And I think that is a big differentiator for John Muir.
-: You are a big believer in a sprint-based approach,
having been a sort of key to John Muir Health's success.
Can you tell us a little bit about
why this approach through sprints,
and what that means to you?
-: You know, you break off things
into these bite-size elements,
work with cohorts of physicians that are tightly aligned,
making sure you're solving for a very specific problem,
don't get it overly complicated
and move that forward in a good and safe way,
and make sure that you communicate,
educate along on the way.
And so, one of the things that we've done just recently,
which I think is pretty cool,
we've implemented translator services
for our digital visits.
And so, if you don't speak English,
and you speak one of 200 languages,
we can bring an interpreter
in to that call within 30 seconds.
-: What recommendations would you have
for other health systems,
as they're thinking about engaging external partners
for supporting their digital transformations?
-: You know, when I talked to Cal Knight,
and Cal talked about his vision
about how we're going to leverage partnerships,
it was really a partnership vision.
It wasn't like, we're going to do these things,
and the things we don't want to do,
we're going to give it to somebody else.
We're gonna focus on the things
that we're really good at.
And we're going to bring partners
in for the things they're really good at.
And those two organizations
being really good at their own individual things,
is gonna create some synergies where, you know,
it's not one plus one is two,
it's one plus one is something really interesting,
which is we're providing care in a different way.