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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 RCM meeting.

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You can check your eligibility for
complimentary attendance at the Lincoln,

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the description. We are excited
to welcome you in October.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by Dr. John cco,

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assistant Chief Medical Information
Officer at Common Spirit Health. Dr. Cco,

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it's a pleasure to have
you on the podcast today.

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Thank you for having me.
I'm honored to be here.

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Now, I know we have a
lot of ground to cover.

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There's so many exciting things
happening in IT and clinical digital

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transformation. But before we
dive into the broader questions,

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can you tell us a little bit more
about yourself and your background?

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Yeah, I would. Um, I am, I was
a computer science, uh, student,

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uh, software developer prior to
go to medical school. Um, uh,

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worked for two Health IT
startups during, um, that time,

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ended up going to medical school,

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ended up pursuing formal training in
internal medicine with formal training and

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informatics. I like to say I, uh, trained
in informatics before it was cool,

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but since then I've been
sort of a career cm. I, uh,

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chief Medical Information Officer for a
number of large health systems in, uh,

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New York State, uh, including the
Health and Hospitals Corporation,

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NYU Lango Medical Center in the
past 10 years at Northwell Health.

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About a year ago, I joined
Common Spirit Health, um,

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as the system chief Medical Information
Officer within our physician enterprise.

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Our, uh, our medical group that
essentially is across 22 states. Um,

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but Common Spirit Health, um,
just a little background is, um,

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one the largest nonprofit health system
in the country at this point with about

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35 billion in revenue. But we, uh,
practice in about 150 hospitals,

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uh, across 22 states. Um,

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we have about 1500 practice
locations, and we work with, um,

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either employee or work with about
25,000 doctors across the country.

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So very exciting to be there. And, uh,

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sort of in my year anniversary, um,
I'm continuing to learn more about,

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uh, what's happening across this, uh,
wonderful health system that we have.

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Absolutely. Well, congratulations
on your year at Common Spirit.

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I know it's been a big year, um,

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and definitely a lot of
exciting things to come.

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So what are the big opportunities you
see right now as well as the headwinds

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that you have your eye on?

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Yeah, no, I think we have
opportunities, I think post Covid, um,

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and Covid has definitely taught us a
lot, um, taught us how to do things, uh,

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a little bit differently. Um,
but I think post to Covid,

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I think we are dealing with a
healthcare sort of system at large,

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not just common spirit that is seeing
significant staff storages in physicians,

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nurses, frontline staff, even
folks in in sort of doing,

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running the business and everything
else. Um, within our health system.

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We also see sort of a decrease in volume,
in revenue, um, that I think we're,

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we're sort of dealing with
as far as headwinds. Um,

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but I think these are opportunities
for us to sort of think a little bit

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differently, uh, and,

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and really see things a little bit
differently in how we can approach, um,

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sort of these age old problems that we
sort of keep recurring in healthcare.

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Absolutely. I I think that's
such a, a great point.

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I know all health systems and hospitals
across the country are trying to get

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used to what it takes, um, to
keep running and serving patients.

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A amid some of these shortages is
definitely on the sa especially on the

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staffing side. So how do you think
about from the technology angle and,

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and what you can do, um,

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bridging that gap between technology and
clinical care to really allow for your

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teams, um, to serve patients
the best they possibly can,

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even amid some of these shortages?

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Yeah, no, I think we have to think
of new ways of doing things. I mean,

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as a health, as a large health system,

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and I learned this when I
was at Northwell Health,

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and I'm definitely learning how
we can do this across, you know,

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22 states of Common Spirit Health is
the ability to see what things we can

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actually, um, do at a,

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at a system level that can sort of deal
with staff shortages. So things like,

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um, our call center strategy
across the organization, um,

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things like referral management that
we can do at a, at a larger level.

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But the idea is, the idea
is that, um, you know,

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if we can actually have a centralized
function that would answer phones and, um,

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deal with patient questions,
um, at a system level,

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we can do that for a group of
physicians or, or across the country.

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And I think the, the idea is that the
folks in the, in, at the front lines,

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whether it's in our, in a
hospital location or a clinic, um,

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somewhere in our organization is already
taxed with a million things to do.

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And I think whatever we can
do to sort of, you know,

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have that same interaction with our
patients and that the same feeling

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for our patients, that they're
connected to our local practices,

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but at the same time create a structure
where they're really sort of speaking to

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someone who's not just covering one part
of the organization but maybe covering

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multiple locations at the same time.

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And that's sort of where we can really
develop sort of economies of scale at a

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system level and to really kind of
deal with some of these, uh, issues,

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to be honest.

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Absolutely. That makes a lot of sense.

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And definitely it sounds like a great
strategy to really support the team you

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have on the ground and do what you can,
like you said at the system level. Now,

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is there any other ways you look at, um,

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from your vantage point adding value in
growth to the organization as a whole?

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Uh, what really stands out to you,

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whether it's on the staffing side or just
one of the myriad other ways that, um,

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you know, you can really add value
to a, a system like Common Spirit?

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Yeah, definitely. I mean, I
think, I think, um, we have
a way to go to actually,

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you know, use the oppor, use our
electronic health record systems,

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our technology partners to actually, you
know, improve the care that we deliver.

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Um, one of the things that,
you know, I am I'm looking at,

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at a national level is really like
really creating standards, um,

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by which we want to interact
with our physicians, our nurses,

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our care providers, our uh,
and our patients really. Um,

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and understanding how we can do that in
multiple different environments. Now,

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common Spirit Health is
a large health system.

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We have a number of large
vendors, um, you name it, um,

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Cerner, epic, Meditech, um,
eClinical Works, Allscripts,

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we have 'em all in some way, shape
or form. And we are working towards,

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you know, getting to a single
platform and uh, you know,

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at least getting to a smaller list
of, of platforms. But until then,

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we sort of at a,

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at a national level need to sort of
create standards by which we say, well,

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every patient should have
a virtual registration.

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Meaning that every patient should be able
to sort of do a number of things that

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they normally would do with the front
desk staff, but be able to do that online,

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whether it may be through their portal
or maybe through some robotic process

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automation and HIPAA compliant
text messaging solution.

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But the ability for us to sort of, you
know, deliver on that promise that,

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you know, we can, we can get
rid of the burden or that,

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that work that has to be done by our
front desk staff to collect, um, you know,

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registration information, insurance
information, collect copays,

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collect consents, all of these things, uh,

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have the ability and to even collect
rudimentary clinical information for your

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visit, um, can all be done sort of prior
to the person even arriving at the, at,

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within the, the, the office visit. Um,

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it can be done for a procedure or it
can be done for many other things,

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but I think, you know, thinking
about how we can sort of do that and,

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and do that electronically, you know, it
does sort of take burden off the staff,

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gives much more satisfaction
to the patient cuz they
can do it in a more relaxed

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environment and sort of,

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I wanna say there's even an expectation
for some of our patients that this is

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the way you do things. I mean,

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if you normally sort of now
go shopping or call a taxi

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or <laugh> or you name everything
else, everything else on your top, uh,

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you know, six apps on your,

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on your smartphone these
days or deal with your bank,

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you generally have an interaction
that is maybe, you know,

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asynchronous or online, um, before
you actually do the in-person sort of,

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um, tasks. And, and I think that's,

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that's something that we want to do
and how we deliver that in different

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environments throughout the
organization may be different,

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but the feeling should be the same. And
I think this is both for our patients,

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but also sort of, you know, significantly,
um, improves the care that, you know,

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frontline staff are, are providing.

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Got it. I I love that.

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I think it makes a lot of sense and
definitely great to know that, you know,

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the technology's out there and just
being able to leverage it and, uh,

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get you into a space where
the whole organization is, uh,

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working like a well-oiled machine.
I know it's easier said than done,

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but at the end of the day, um, having
that opportunity speaks volumes.

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Now I know we've talked a little
bit about some of the challenges,

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whether it's staffing shortages
or other areas that, um, you know,

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really make now a,

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a a challenging time in healthcare and
certainly all resources are precious,

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but where do you see us being still
important for hospitals and health systems

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to invest and, and maybe even
take risks this year, um,

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to make sure that they're set
up for success in the future?

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Yeah, no, definitely. It's a great
question. Um, no, well, number one,

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for a health system like ours, we may
have some nuances in the sense that,

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you know, as we came together as common
health, we have a number of sort of, um,

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you know, larger
platforms that we work on,

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whether it's in rev cycle or revenue
cycle or our clinical systems or

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even sort of the, the,
you know, I would say, uh,

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hundreds if not thousands of
bolt-on systems that we have.

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I think the one thing that we know that
we need to deliver on from a technology

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group for our organization is more
efficiency and the ability to sort of make

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changes. And with that in mind,

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we're trying to really consolidate
platforms so that our IT partners can sort

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of, you know,

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serve our staff and frontline
providers much more easily.

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And, and not being able
to sort of like, uh,

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having to make one change that's,
uh, in, in 30 different systems but,

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you know, make one change and
maybe a handful of systems.

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I think that's one thing that
we're sort of coping with, um,

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at Common Spirit Health. But I think, um,

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we are well on our way to kind of get
that to a common platform and a common

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standard. I think that, you know,

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we have the ability to sort of use some
of our, you know, technology partners.

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Um, one thing that kind of comes to mind
is robotic process automation and the

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ability to sort of again, um, you know,

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decrease some of the burden
from what we normally do,

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the mundane stuff that we can do day in
and day out to improve things in revenue

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cycle, improve things in
understanding cancer screening, uh,

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and quality metrics and gaps in care.
Um, and if we can sort of have, uh,

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a robot sort of rung every
night to, to really do all the,

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the things that a doctor would otherwise
need to do prior to sort of opening a

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chart or prior to seeing
a patient, um, you know,

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why can't the robot go in and sort of
understand where a patient may lie in

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their, in their cancer screening and
what gaps, um, are are there, um,

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in their care,

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but sort of deliver that to the provider
as a task and a question to sort of

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say, Hey, you know, this patient hasn't
had their colonoscopy in 10 years,

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or now they meet the age criteria for,
for their colon cancer screening. Um,

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and just really kind of lay that up,
um, so the provider can sort of just,

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you know, review it and, and, and move
on with the patient that way. It's,

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it's one less thing to sort of be
burdened by, but it's one less, um,

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one more importantly 1, 1,
1 very important thing for
our patients to sort of

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make sure that they got done. Um, there's
countless sort of opportunities, um,

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using those things, um, which,
you know, we would need, you know,

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hundreds and thousands of people in our
workforce to sort of be able to sort of

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automate and robotic process automation
does have some promise in us, in in,

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in what we are doing, um, at Common Spirit
Health from a technology perspective.

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Absolutely. I think that's amazing to
hear and definitely it seems like it is a,

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a great boost, um, to both the clinical
as well as administrative workforce,

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um, to, to really boost efficiency and
especially as you mentioned times where,

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um, you know, there can be shortages or,
or challenges with stress and burnout.

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That really seems like it'll be helpful.
So I think before I wrap up here,

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I wanted to look into the future.

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Where do you see some of
the best opportunities for
growth and development from

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your vantage point of C M I O as
well as the teams that you work with?

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Yeah, no, I, I mean, I think, um,

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I see that the ability for us to use
the data that we have within our,

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our electronic health record platforms
and all our systems to really understand

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the data around the 20 million lives
that we touch across the country.

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There's been statistics like we take care
of almost one in four patients across

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the country or something to that
effect, but whatever the case may be,

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we ha we sit on, uh, sort of
our treasure chest of data, um,

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both sort of in understanding the
structured data and how we collect it,

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but really understanding how we can
utilize that to improve the care of

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populations that we sort of serve. Uh,

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and the ability to sort of bring that,
um, to the, to the forefront, um,

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for our patients, uh, bring that
and improve quality improvement,

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but also bring it to our patients in,

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in the form of research and being able
to sort of contribute back to, you know,

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in real world evidence or,

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or even clinical trials with
our life sciences partners.

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The ability for us to sort of harness
this large treasure chest that's of data

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is gonna be something that we
need to capitalize on. Now,

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much of the data is sort of
in our unstructured chart,

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and I think that's something we need
to sort of overcome with through good

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partners and natural language processing,
but I think we are definitely going,

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getting further along in,

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in the ability to sort of us to sort
of query that part of the chart and,

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and utilize it. I think
the ability for us, um,

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as a second thing in common Spirit
Health is to use, um, some technology.

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You know, common Spirit Health has some
large tertiary quaternary care centers,

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some academic centers that are, you
know, are at the top of mind, um,

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across the country. But at the same
time, we also have small hospitals,

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critical access hospitals throughout
the country that, you know,

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don't have access to the same care that
we normally deliver in our qury tertiary

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care hospitals.

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And the ability for us to sort of bring
the specialist to where the specialist

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can't be or bring the specialist
to the place where, you know,

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there's no care setting for another three,

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400 miles in places in the country is
something that I'm excited for and part of

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the mission of Common Spirit Health,
and we can't do this without technology,

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and the ability for us to sort of have
that same feeling and interaction with

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our patients or for our providers, um,

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in those care settings is gonna be very
important. Um, and as part of the, the,

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the thread of what Common Spirit is all
about and making sure that every patient

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sort of gets the,

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the same care no matter how they
interact with our health system.

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And I think we can only do
that through technology and,

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and through telemedicine and,

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and virtual visits and even asynchronous
e-visit and other things. We'll,

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we'll definitely see a, a, a future,
um, where, you know, common spirit, uh,

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it doesn't matter where you
walk into our organization,

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you'll sort of expect and get
the same sort of experience.

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And however we can make
that as frictionless as
possible in our interactions

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with our patients, um,
I think we'll be, we'll,

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we'll sort of carry a lot of weight for
our patients and for our providers the

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same.

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Absolutely. I love that.

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I think it makes a lot of sense and
definitely it seems to be where healthcare

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is headed in terms of just the efficient
connections on multiple platforms and

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on multiple levels. Dr. Cco,

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thank you so much for being
here on the podcast today.

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I've really enjoyed speaking to you and
I'm looking forward to seeing you in

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person as well at our Health IT digital
health or revenue cycle event in

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October.

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I know there'll be the specific C M I
O forum that we're excited to have you

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there, as well as at the
broader event too. Um,

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speaking on many of these themes. And,

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and I can imagine at that point
the discussion will be, you know,

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even more interesting, um, with
the way technology's evolving.

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I am looking forward and honored
to participate. Thank you so much.

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

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00:16:08,290 --> 00:16:09,980
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00:16:10,370 --> 00:16:13,500
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00:16:13,560 --> 00:16:17,500
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00:16:18,010 --> 00:16:20,940
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00:16:23,810 --> 00:16:28,580
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