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The Becker's team is excited to announce the

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launch of our new CFO and Revenue Cycle

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podcast.

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Tune in for conversations with finance experts from

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the top hospitals and health systems. We'll discuss

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key trends and ideas to drive meaningful change

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in the industry. Look for Becker's CFO and

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revenue cycle podcast wherever you listen to episodes.

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This is Laura Dirdo with the Becker's Healthcare

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podcast. I'm thrilled today to be joined by

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Ray Lo, senior vice president and chief information

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officer at AltaMed. Ray, it's a pleasure to

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have you on the podcast today. Well, Laura,

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thank you for inviting me and letting us,

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share some great things that are happening and

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challenges of that here in, at AltaMed.

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Absolutely. Absolutely. Well, I'm excited for our conversation.

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I know, you're certainly a leader in this

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space and very well respected in health IT.

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So we can dive right in. I'm wondering

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first and foremost, can you tell us a

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little bit about AltaMed? What makes you unique?

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Yeah. So,

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Ultimate. So we're a regional,

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community health center actually in Los Angeles and

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Orange County. We're actually the largest or second

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largest,

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in the nation. And that means we're a

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Medicaid provider.

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So we provide care

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to,

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about 500,000,

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folks most underserved. Right? We provide care for

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everybody.

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Independent of their ability to pay. And so

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we have a very unique mission that, meeting

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the underserved communities,

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helping take care of them, improving the overall

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health health literacy

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and the quality

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of the lives of those folks that could

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be marginalized

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are often forgotten.

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The other thing that's also great about ultimate

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is,

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that's side of our

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We also have PACE programs, which are all

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inclusive cares of the elderly

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and these are these really amazing dynamic programs.

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You'll see these seniors that,

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and they come to our centers and we

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take care of them clinically, but also socially

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and it gives them a very vibrant opportunity

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to socialize,

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thrive, you know, and still live their family

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units. And but still, you know, can kinda

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get out. And then in our for profit

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sector,

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we have a Medicaid insurance product, and we

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also have a managed services organization.

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Oh, that's huge. And, you know, a lot

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to be accountable for and responsible for,

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but such an important mission in in population

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that you serve. Now I I'm wondering, if

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you look back at the last year or

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so, what is the accomplishment that you're most

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proud of?

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Well, I think,

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it's kind of a bragging moment.

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EPIC 10 gold stars was at the absolute

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highlight,

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for AltaMed to be recognized that. And that

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speaks to our clinical teams as well as

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our technical teams and our partners that helped

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us achieve it. It's no small feat to

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be recognized by epic as a top performing

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organization.

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And I think we are probably one of

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the first community health centers to ever achieve

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that recognition.

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So those that aren't familiar with that, there's

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probably two thirty some odd

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areas that you have to work across and

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you have to

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fulfill the requirements of epic and score to

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me. It's pretty arduous. It's like the top

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3%.

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And so I think,

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allowing

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us to achieve that through the hard work,

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but more importantly.

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You know, instantiating

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the delivery of medicine to the underserved communities

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And we've seen that our quality scores are

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really good Medicaid.

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He just measurements are, like, in the eightieth

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percentile, which is, which is outstanding

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and we've been awarded and recognized on many

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health plans for the quality service. We provide

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Even on the Medicare side, you know, we're

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pushing four and a half stars as well

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for CMS ratings. So that's also great. So

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you look at how do we do that?

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That is, you know, technology

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enabling providers, case managers,

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etcetera, so that they can provide the right

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care

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at the right time.

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That's great to hear. You know, what a

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huge accomplishment.

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From your perspective, how were you able to,

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achieve that recognition from Epic? As you mentioned,

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something that most organizations don't even approach. So

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what made,

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Ultimate different and ultimately,

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push you over the line to to get

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that achievement?

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I think it's it's all team. Right? I'll

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I'll tell you. I'll just say it. When

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I was at Epic

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in, 2023,

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we reached nine gold stars. And I was

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pretty happy about that to get a plaque.

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And I looked over.

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It was, another health system, and they got

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10 gold stars, and they got a trophy.

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And I went, here we get a trophy.

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You know, and, I'm I'm a leadership right

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at its best. And so as we were

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looking where we were in terms of our

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assessment,

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in there, I challenged the team. I think

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we're sitting at seven gold stars,

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in February. I said, why can't we make

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it to 10?

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Right? What do we need to do? Let's

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let's really push it. Why not? Let's go

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for it. Right?

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I love Ultimed because we're very scrappy from

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a technology, clinical informatics delivery perspective. And here's

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how we push the envelope and transfer the

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care,

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you know, for our patients. So, you know,

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we, it was concerted effort,

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for us to make it. Another highlight again,

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this was our CEO, Costello Rocha, was invited

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to speak in the CEO Council at EPIC.

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And really talk about a whole community approach

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to health care. And he also talked about

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the journey of AltaMed being here fifty five

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years, growing from a storefront

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in in East LA to being, you know,

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a multibillion dollar organization that we are today.

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That's truly impressive in in, you know, driving

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that, spirit of greatness,

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in order to achieve those stars, ultimately for

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the betterment of the patient community. So that's

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amazing to hear. Now looking ahead, where do

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you see big growth opportunities for the next

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twelve months or so?

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Yeah. So we're an interesting inflection point. So,

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like, we are all in on the,

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augmented intelligence. So we are, working with the

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bridge for Amity Clinical Voice.

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I love that product.

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You know, it's gonna allow our providers

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to work with non English speaking,

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patients and actually do kind of a seamless

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translation,

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for this. So, if there is, I'll say

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Spanglish for that term and the conversation goes

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back and forth, they'll actually pick out what's

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important to the subjective part of the soap

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note on there. The other area we're making,

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you know, a big push and it's on

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patient engagement.

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So we are redoing our whole patient engagement

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strategy. It's it is February 2025.

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We've gone live with hello world. We're going

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live with cheers on quality campaigns.

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You know, and then the other area we're

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focusing on is on our clinical analytics perspective.

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You know, with the,

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current challenges and revenue,

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we have to be extremely productive and extremely

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effective.

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So how do we put, you know, the

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right analytics information,

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access, quality,

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census in front of our providers?

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So that they know where or how they

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need to flex or our case managers, you

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know, or our patient service centers. Who do

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we need to reach out to?

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You know, so we're doing a lot of

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looking at how do we make those real

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time analytics,

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evident, you know, and actually went inside of

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epic right to the care providers.

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Those are some of our kind of our

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big areas. You know, we're doing pharmacy programs

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as well.

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And,

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you know, we're we're continuing to lift the

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overall

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level, you know, of our of our delivery.

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That's great to hear. I love that. It

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seems like so many opportunities to do new

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things,

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and create

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a better and healthier community.

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Now I know we've talked a lot about

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the exciting things ahead, but there's headwinds as

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well. What are some of the big challenges

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that you're anticipating and starting to work through?

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Yeah. You know, I,

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I mean, the,

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with the new administration that's come in, right,

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and the overhaul of DHHS, I think it's

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it's a, interesting

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inflection point for the industry in terms of

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way reimbursement will be happening.

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You know,

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you know, folks may or may not come

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into

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our system in order to have care. So

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we have to be really good at telehealth.

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We have to be really good at educating

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our patients and the community. We don't want

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people to get sicker. We want to keep

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them well, you know, and and again, providing

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all inclusive care for everybody

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is what our mission is. So, you know,

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we're looking at how do we continue

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to do that? How do we continue to

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have those type of outreach programs that will

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support the community and

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grow the overall wellness.

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And the other part of it is on

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a value based care perspective.

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It's, how do we reduce hospitalization,

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etcetera?

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How do we do the interventions

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transitioning patients from the hospital

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having the right care plan care providers, you

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know, I too tied to them. So that

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they actually progress a wellness

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right versus, you know, versus getting sicker. So

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we're looking, you know, on those dimensions

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really like, how do we, you know, keep

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our patients involved? How to keep them educated?

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How do we keep them healthier?

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And,

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it's I think it's moving more towards a

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virtual perspective, but we can't forget that, you

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know, the human touch part of what's happening.

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And how do we, you know, keep folks

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warm and embrace. Right?

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That makes a lot of sense. And and

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truly, truly embracing, like you mentioned, that virtual

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space, also keeping the human connection front and

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center and and providing the right type of

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information that's gonna help the communities.

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Have you found anything that's worked particularly well,

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to reach in terms of messaging or,

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way that you're connecting with the community,

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that you've really had success?

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Yeah. It's it's, it's kind of kind of

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a funny problem I'm facing right now. So

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through through omnichannel communication, which means text,

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email, phone calls, etcetera, on there. We all

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have different tools within our systems. We use

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them, whether it be CRM, whether it be

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your EHR,

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whether it be your,

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your IVR system out there. How do you

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con contact to connect them? So,

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you know, I've I've been asked to to

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really kind of,

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align what what are we doing from a

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central message management system. And this is, you

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know, very business driven, you know, as as

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kind of a CIO,

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but really exposing from the systems what we

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know what is being scheduled

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so that we can leverage across. So from

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our

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staff model to our IPA for quality outreach,

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we have things already built in. Let me

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help you get there. Let me help you

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get there faster. Right? From a selling and

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marketing perspective.

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How to be sure that the data is

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correct so they can do the proper outreach

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as we're moving folks more into Medicare Advantage

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type programs we have here as well.

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So,

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you know, I think, you know, it's it's

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an eye towards, you know, again, communicating the

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patient the way they best understand

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and it's that health literacy,

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you know, I think we don't want to

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over,

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you know, over communicate to people. It needs

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to be appropriate communication, which is very, you

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know, challenging. But, again, the goal is, right,

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keeping patients healthier. Right? Making our our providers

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jobs easier. Right? Improving quality and reducing costs.

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So

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That makes a lot of sense. Thank you

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so much for digging a little bit deeper

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there and, you know, fascinating results. Now before

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we wrap up, I'm wondering, what is the

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number one most important thing you're doing right

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now to set your organization up for long

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term success?

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Yeah. You know, I actually, I'm I'm I

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would say it's back to basics.

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That term may be overused. Right? I mean,

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there's been a lot of investments that have

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been made in there. And and I'm really

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looking at how do we harvest

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and how do we optimize what we're doing.

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So, again, Epic

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Systems, Epic has, you know, a large AI

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presence. And then I go, I really wanna

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understand which of those are of most value

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to us, whether it be art, whether it

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be other type of activities they have, and

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then where we would really need to focus.

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Right? And then the next part of that

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is that, how do we change the workflow

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and communicate

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with providers? Right? So that they're aware how

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this is going to impact you. And, of

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course, also, even out to the patients, how

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is this going to improve it? So, I'm

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looking at that's an example, right? For, AI,

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what we're doing on there, but but even

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looking across my tech stack, you know, what,

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what can we do more from an automation

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perspective?

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The world is pivoting.

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The skills are changing for people what they

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need to know. Right?

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AI is allowed to identify.

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Information to us, but the person still has

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to review, approve it, and make sure it's

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correct.

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So how we build that? How do we

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test that? How do we support that? It's

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a changing game. Right? So I'm looking at,

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how do I educate my staff? How do

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I educate the organization? Right? So they're ready

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to keep moving ahead.

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That's fascinating to hear. Well, Ray, thank you

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so much for joining us on the podcast

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today. This has been a really fun discussion,

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and I look forward to connecting with you

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again soon. Yeah. Laura, thank you so much.

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I'm looking forward to seeing you folks in

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October

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at, Beggars Healthcare in Chicago.

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Yeah. It'll be an amazing event. I know

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we're still planning on more,

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adding more sessions and really curating some discussions

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that'll be top and center for a lot

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of the things that we talked about today.

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So thank you, Ray. I'll be looking forward

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to seeing you then.

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Thank you for your time.