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Would you like to exchange best
practices and ideas to improve care,

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enhance operational efficiency,

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and address financial
challenges with your peers?

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Becker's Healthcare is facilitating these
conversations at their eighth annual

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health, it digital
health and R C M meeting.

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You can check your
eligibility for complimentary
attendance at the link in the

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description. We are excited
to welcome you in October.

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Welcome everyone to the
Becker's Healthcare Podcast
series. I am Maria Mohammed,

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she her pronouns with Becker's Healthcare,

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and I am absolutely thrilled to have
with me today Dr. Davin Lundquist,

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family physician at Common Spirit Health.
Dr. So nice to talk with you today.

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How are you?

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I'm doing great. It's nice to be here.

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Yeah, of course. Well, to begin,

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would you mind please introducing
yourself and telling us a bit about your

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background?

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Well, my name is Davin Quist, and
you know, maybe I'll just start with,

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uh, you know, sort of
the college level. Uh, I,

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I ended up in Los Angeles
going to OC Dental College, uh,

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mostly because I wanted to continue my,

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my small limited football
career at a small school. Um,

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and that was a good match, and
they had a good pre-med program.

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So I majored in kinesiology and
minored in Spanish. Uh, then, you know,

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moved on to uscs Keck School of
Medicine, also in Los Angeles.

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During that time at usc, the, you know,
the sticker shock of a private, uh,

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tuition, uh, got me interested
in the Navy. So I joined the,

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the Navy at that time, and they
helped, uh, pay for my medical school.

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And then I went on to a Navy residency
up in Bremerton, Washington. This was,

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uh, prior to sort of the
EMRs really taking hold. Um,

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and so at that time I kind
of got my first foray into,

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um, thinking of ways to
solve problems in healthcare.

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And I designed a, a little database
to track high risk OB patients.

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Um, and I guess, uh, even
before, uh, you know,

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informatics existed as
a, as a field, I was,

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I was sort of dabbling in that a
little bit. Um, you know, years later,

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um, after finishing my time with the
Navy, which was awesome, um, you know,

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I got into, uh, you know,
the private sector and,

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and was working for different
health systems. And I, I, in 2012,

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I became the first ambulatory C M I O
for what was then Catholic Healthcare

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West, um, their, you know,
California division. And, uh,

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about a year later they
became Dignity Health.

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And then seven or eight years after
that, they became Common Spirit. And,

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uh, I know when that was
formed, that merger, they,

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they were the largest nonprofit in the
country. I don't know if that's the case.

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Uh, could be. Um, but I think
it's, you know, been in,

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it's been a great interesting time to
be part of healthcare to kind of see,

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you know, the consolidation and,
and the way that, um, you know,

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healthcare has evolved
to adapt to, uh, the,

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the new challenges that we're
facing. Um, so back in 2013,

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um, as in that role as, uh, C M I O,

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I began using a tech-enabled
solution called Doc Medics.

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I sort of became known as the Google
Glass Doctor amongst my colleagues at

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Dignity. And you know, that, that
technology helps connect, uh,

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you know, documentation specialists with,

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with providers to help with their
notes. And as we all know, with the emr,

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that's a, a challenge. And then in
the beginning of 2000, I, uh, I,

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I left sort of my administrative roles
with Common Spirit and, and, or 2020,

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sorry, joined, uh, OG medics
as their first cmo. Uh,

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cause that was right before the pandemic,
so it's been an interesting few years.

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Um, so today I still see
patients part-time, uh, in,

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as in a clinic here in Camillo,
California as part of Common Spirit.

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And then the other part of my time
is split, uh, as model vach medics.

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Perfect.

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Thank you so much for giving us that
background and with all your experience.

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The first question I wanted to ask you is,

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what opportunities in headwinds
do you have your eye on right now?

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You know, I'll start with
headwinds. Um, I think, you know,

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there are some common themes in
healthcare right now. Staffing shortages,

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I think is the, is maybe top of mind
for a lot of organizations. And,

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and honestly that's from, you know,

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the front lines all the
way up to our physicians.

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We've known that, you know,

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physic there would be a physician shortage
at some point, um, as the, you know,

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the population was growing, et
cetera. Um, but I think, uh,

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the economic situation has
really surprised, I think, uh,

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a lot of industries including healthcare
with, you know, the lack of, uh,

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you know, available, uh, you
know, people to staff our,

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our offices and our hospitals and and
whatnot. And so I think people are,

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are adapting to that. Um, obviously, you
know, everyone hears about the nurses,

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um, you know, and the need
for those, for them. And, uh,

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what's interesting is, you know,

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you think about our ability to kind
of replace both physicians and nurses

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and these licensed
professionals and, um, you know,

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you can't just tap into some, you
know, temp marketplace. You know,

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there's a, there's a, there's a runway,
right? To get these people trained.

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There's bottlenecks in terms of, you
know, mentoring and like people, you know,

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they need to have their
clinical rotations. Those
happen at hospitals that are,

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you know, using existing people where
there's already shortages. So it's a,

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it's a unique challenge. I'm sure
we'll figure it out. But right now,

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I think that's one of the biggest
headwinds along with just the, the,

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the other sort of economic
challenges that exist, um,

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related to inflation and sort
of the global, um, you know,

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stagnation around, you know,
infrastructure and, you
know, supply chains and,

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and whatnot. Um, and I think, uh,

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all of that sort of feeds into
this big problem of burnout,

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clinician burnout, both, you
know, physicians, nurses,
you know, at all levels.

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People are, are really being asked
to do more with less. Um, and,

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and I, I think that's our
biggest challenge right now. Um,

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so the opportunity is sort of related
to that as well. I think that, uh,

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you know, technology is,

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is taking off in ways we haven't seen
before with the advent of, you know,

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artificial intelligence and, you know,
we're seeing, you know, these things in,

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in the news today. And the
ability to handle large,

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complex amounts of data very quickly
and, and create an, you know,

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repetitive type task, um, I
think can help, you know, offset,

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uh, some of this burnout, right? Um,

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obviously in healthcare we have to be
very strategic and smart about where we

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introduce these things. Um, it's not,
you know, like booking a reservation for,

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for dinner, right? Like, like
people's lives and health is,

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is that is on the line.

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So we have to be very thoughtful and
careful about the way that we introduce

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these technologies, but I think
that they can really help, you know,

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in areas to, you know,
offset the, the shortage of,

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and hopefully decrease the burnout and
increase the quality of life of the

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people that are out there,
you know, saving lives.

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Yeah, definitely. Thank you
so much for that insight.

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You definitely made some great points.
And the next question I want to ask you,

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doctor,

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is how are you thinking about growth
and adding value to your organization?

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I think the pandemic has created a
lot of demand for healthcare services.

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You know, a lot of the elective
stuff has, you know, backed up.

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I also think that, um, you know,

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our planet is evolving in a way where
there's an increased interest in health

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and wellness, and so you kind of
have this interesting sort of dual,

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you know, uh, dichotomy of demand
for healthcare, which is, you know,

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you have people that are almost
getting sicker, um, because you know,

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the stress, uh, that
either covid or, you know,

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all these new vaccines
and, and just, you know,

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upending life and changing in
such a way, um, that, you know,

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I think stress has created a really
demand in some of the areas that I've seen

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in my own practices, you
know, neurological services,

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gastroenterology and GI and,
and cardiac where, you know,

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and I think that's kind of makes sense
to me because I feel like when people

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are stressed either,
you know, emotionally,
psychologically, or just with,

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you know, what they're
consuming in terms of diet and,

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and lack of good lifestyle choices,

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I feel like those are the systems that
sort of are, are hit by the stress that,

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you know, maybe the quickest. Um,

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it also feels like there's been
an uptake of cancers. Again,

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I don't have any numbers here, but
this is just in my personal practice,

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which has really been interesting
to see where that stress is,

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is manifesting in people's health.

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And so I think if healthcare can
step up and meet the demand for these

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services,

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I think they'll add a lot of value to
their patient base and hopefully get

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people kind of back on track. And then
the other area, I think is, you know,

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which is, um, maybe there's being
a little more proactive, right?

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And sort of partnering
with companies that, um,

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are focused on health and wellness. And I,

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I think people really want to feel
their best and have energy and vitality

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so that they can accomplish the
things that they wanna accomplish.

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And so I think it's just a
great time to be in healthcare.

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Yeah, absolutely.

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I've spoken to a lot of healthcare
executives who feel the same way about

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being in healthcare right now. And
the next thing I wanted to ask you is,

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what is one risk or investment
worth making this year?

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Well, again, I, I talked
a little bit about this.

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I think we're kind of seeing a
little divergent economy forming.

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There's a challenge at the infrastructure
level, right? We're seeing inflation,

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we're seeing empty real estate because
of this new world that we live in, right?

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And because of the, the
stresses on the, on the planet,

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people are coming up with, you know,
amazing new science and technology and,

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and biotech and artificial
intelligence, et cetera, right?

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And so there's gonna be tremendous
growth, I think, in those areas,

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but the infrastructure side,
it's gonna be a challenge, right?

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And healthcare has always struggled
with, you know, very low narrow margins,

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you know, single digits
to some extent. And, uh,

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and I think healthcare is particularly
challenging because unlike

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other industries where you can just
adapt to supply and demand, uh,

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it's harder to do that in
healthcare. You know, you can't, um,

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you don't know what's gonna walk through
your emergency room doors, right?

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Like you can't exactly, you
know, predict, um, you know,

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when you're gonna have a
rush of people. And so you,

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there's a minimal level of staffing that
healthcare system you need to have in

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order to sort of be available
to do the right thing, right?

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Which is to keep our population as
healthy as possible and to save lives.

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And so, um, I think it creates
a, a challenging dynamic.

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So hopefully healthcare systems that
they sort of keep the trains running and

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keep the lights on and make sure that
we can take care of our population, um,

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can also take advantage maybe partnering
with some of these companies in biotech

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and, and artificial intelligence and,

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and other things so that they can
benefit where the growth is happening,

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you know,

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from a economic standpoint while we sort
of weather the other side of the storm,

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you know, whether the storm on
the other side of the economy,

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which is more on the infrastructure
and inflation side. Um,

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and so I think hopefully
people at those levels are,

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are willing to take those risks.

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Yeah, definitely. And
Doctor, before I let you go,

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the last thing that I
wanted to ask you is,

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where do you see the best
opportunities for growth in the future?

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Well, for many years now, people have
been talking about value-based care,

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moving to more of a population health
model. You know, we're seeing, you know,

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at the highest level with C M
S and others making, you know,

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incremental changes to move
us in that direction. Uh,

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there's even some medical groups that are
like, that's all they focus on, right?

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Is, you know, Medicare advantage
or something along those lines.

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And so we're seeing pockets of that,
you know, pop up. But, you know,

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by and large, I think, um,
healthcare, uh, is such a big shift,

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if you will, that needs to turn that
it's gonna take time for us to get there.

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But I think the underpinnings of that
current are taking us in the direction of

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value-based care.

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And so I think to the extent that we
can begin to put stuff in place now

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to be ready for that, when we're
really like all in that direction,

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uh, will make sense. Um, but I
also think that um, you know,

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being smart by implementing, you know,

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the right kinds of technologies to
help us sort of navigate that and, and,

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and help with the change management that
will need to take place as people adapt

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to this sort of new world in
healthcare. But also I think,

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um, you know, outcomes gets talked
about a lot, right? And I think,

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um, tying, you know, value
to outcomes is important,

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but I think we shouldn't
put too much weight on that.

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I think also, you know,

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figuring out a way to
reward our people, you know,

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from physicians on down for the right
kinds of behavior that we know is

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impactful and that they have control over.

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Cuz we don't always have control over
the outcomes, you know, depending on,

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you know, patient behavior,
whether they follow, you know,

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the recommendations or the guidelines. Um,

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but I think organizations that have
great culture and can sort of reward

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people for the right kinds of behaviors
and can really incentivize them to,

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to behave in a way that we know
aligns with the right values, uh,

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would help, uh, you know,

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really promote growth in healthcare in
a way that would keep everybody getting

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value out of the system.

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Absolutely. Thank you so much
for those final thoughts. Doctor,

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this has been an amazing discussion.

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So I wanna thank you so much for coming
on Beck's Healthcare and I look forward

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to connecting with you again soon.

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Thanks. It was my pleasure.
Appreciate you having me.

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It's so important for leaders at the
top of organizations to keep learning,

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00:14:41,230 --> 00:14:42,800
stay sharp, grow their networks,

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00:14:43,310 --> 00:14:46,400
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00:14:46,460 --> 00:14:50,480
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