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Developing and Engaging Preferred Post-Acute Networks

Posted on by Grace Keeling

On May 18th, we brought together over 20 of our ACO community members from across the country for our second Leadership Collaborative Roundtable to share ideas and discuss the latest and greatest in care coordination.

Our recent event focused on how organizations can successfully develop and engage their post-acute care (PAC) networks. Today, 73% of overall Medicare geographical spending variances are attributed to post-acute utilization. As spend increases, and as the industry continues to shift towards value-based care, it’s critical that organizations have the resources and strategies in place to ensure success across their post-acute networks.

Here are some of the key takeaways from the conversation!

How did you build and develop your preferred post-acute network and what were some of the challenges that you faced?

Response by: Ann Marie Niemer, Systems Director of Preferred Provider Network, AMITA Health

In 2013, we committed to CMS that our Medicare fee-for-service patients, especially those with chronic conditions, would receive the right care at the right time, while avoiding unnecessary duplication of services and medical errors. We began looking at areas of opportunities to provide quality care and potentially reduce costs. We looked at our skilled nursing facility (SNF) utilization and costs, and realized that they were nearly 2x the national average. This lead to our decision to build out a preferred post-acute network with the goals of improving transitions of care, care quality, and ensuring appropriate utilization of services for our Medicare beneficiaries.

We began by assessing our highest-volume SNFs and looking at their star ratings, length of stay, and readmission rates. From here, we selected a preferred network of 14 SNFs, which has since been expanded to 30.

One initial challenge we faced was drumming up engagement among the PAC providers. It was also difficult to maintain this engagement, as many of our facilities had numerous staffing turnovers. It was also challenging at first to determine which data to pull to set benchmarks, as well as which data we should share with the post-acutes.

How do you keep your preferred network engaged? Can you share some best practices?

Response by: Ann Marie Niemer, Systems Director of Preferred Provider Network, AMITA Health

To ensure engagement and collaboration across our preferred post-acute network, we embed a social worker within each facility to assist with care planning for patients and to make sure that things are running smoothly. We also created guidelines for our preferred facilities, which includes best practices as well as what is expected of them to stay on our network. Some examples include:

  • What is expected within 24 hours and 7 days of a patient being admitted to or discharged from their facility
  • Transition of care forms
  • Care plans for specific patient cohorts
  • Patient care model criteria

This helps level-set expectations while also improving patient outcomes and reducing costs. Over the last few years, we’ve been able to decrease our length of stay by 9 days, and our readmission rates are down 12-13%.

For best practices, here’s what we’ve found works best:

  1. Maintaining open lines of communication with your PAC network is hugely important. Connect with them both electronically and in person. We use NaviHealth and PatientPing to help with this. NaviHealth helps us monitor PAC performance, and PatientPing helps us stay connected with our post-acutes, monitor our ACO patient populations, and reduce the time and effort required of our staff to determine where patients are going to receive care.
  2. Perform regular on-site visits with your preferred network. This helps to create relationships with these organizations, while also making sure that things are running smoothly and efficiently.
  3. Build trust with your preferred network by holding each other accountable; follow up quickly on any issues that they may be having and build relationships. One way we do this is by holding preferred provider meetings which gather our SNFs together to discuss and review expectations and performances.

How do you influence patients in the hospital to receive care at your preferred networks?

Responses by: AMITA Health, MedNetOne, USC Keck

  • One way AMITA does this is by creating a one-page flyer with all of our preferred post-acute partners listed and placed on a map, sorted by region. We have our social workers and care managers hand these flyers out to patients and their families and help answer any questions that they may have.
    -Ann Marie Niemer, Systems Director of Preferred Provider Network, AMITA Health
  • Michigan primary care physicians (PCPs) are very fortunate since the patient-centered medical home model has really taken root. PCPs can bill BCBSM and other health plans for the services both they and their care teams provide. Our organization relies heavily on our PCPs, including Advanced Practice Providers, to make phone calls to caregivers or family members on patients who were admitted to a hospital of skilled nursing facility, and help coordinate their post-acute stay at one of our preferred facilities. Additionally, we work directly with hospitalists so they are aware of where we would like our patients to receive care once they are discharged from the hospital.
    -Ewa Matuszewski, CEO, MedNetOne
  • We bring a list of our preferred providers into our hospitals and meet with them and our preferred network on a quarterly basis. This helps us connect all of our providers and bring them up to speed with our key value-based care initiatives. This time also allows providers to take the floor to share best practices among their peers, which has gone a long way in advancing collaboration across the care continuum.
    -Tony Herrera, Associate Administrator, Payment Innovation and Transformation, USC Keck

How have you developed your preferred hospice network?

Response by: Beth Souder, Director of Post-Acute Care, DVACO

When I started out at DVACO, I discovered that our home health and hospice spend was higher than most other ACOs. Since post-acute spend accounts for such a high percentage of the variability in overall healthcare costs, we decided to start measuring quality of care, patient satisfaction, and cost efficiency processes across our providers in order to begin building out our preferred networks. We started with our SNF and home health network, and recently developed our preferred hospice network.

We first looked at publicly-reported outcomes for surrounding hospices, specifically patient (family) satisfaction and process measures, and developed our efficiency measures using claims data. From here, we determined which percentage of hospice episodes had length of stays of over 180 days, which percentage of these episodes resulted in the patient dying or being discharged alive, as well as the average cost per patient per year, and developed our preferred network from here.

Today, we have an agreement in place with all of our preferred post-acutes (HHAs, SNFs, and hospices)  that requires them to provide guided choice for patients to receive care at our other preferred post-acutes. So many inefficiencies in the patient care journey occur in the post-acute setting, so having our network aligned helps bridge those gaps, deliver higher quality care, and help our post acute spend go down.

How do you engage with post-acutes in more rural communities that are not as heavily bedded?

Response by: Pam Halvorson, Lead Executive ACO Operations, UnityPoint

At UnityPoint, we believe that the standard of care for our preferred facilities should be the same regardless of their location. To be on our preferred network, SNFs must have at least a three-star rating, as well as the capability to deliver high quality care. We recognize that high volume SNFs located in urban areas are more easily staffed with RNs throughout a 24 hour period. We’ve had to think carefully about RN coverage standards set by the ACO’s minimum criteria when evaluating partners in rural areas. We’ve turned to state requirements in instances where rural SNFs have not met our UnityPoint ACO minimum criteria for staffing. If rural SNFs meet the state regulations, we allow them into our preferred network as long as they meet all other standards.

Thank you to everyone who joined us for our Leadership Roundtable discussion, and for sharing your thoughtful insights! See you all at our next roundtable!

An Interview with an Expert on Interoperability in Healthcare

Posted on by Grace Keeling

According to HIMSS (Healthcare Information and Management Systems Society), interoperability “is the ability of different information systems, devices and applications (systems) to access, exchange, integrate and cooperatively use data in a coordinated manner, within and across organizational, regional and national boundaries, to provide timely and seamless portability of information and optimize the health of individuals and populations globally.”

As extensive as that definition is, its length pales in comparison to its importance. Without interoperability, patients’ medical records can be lost in the continuum of care, timely admission, discharge, and transfer information isn’t timely at all, and real-time care notifications are nearly impossible.

Quite simply, interoperability is the key to unlocking coordinated healthcare.

That’s why, here at Bamboo Health, we’re making a substantial investment in it. We’re accessing and storing data, delivering it when and where it’s needed most, and making sure it’s seamless and shareable for payers and providers alike.

At last month’s HIMSS22 conference in Orlando, FL, Jitin Asnaani, our VP of Strategy and Development, sat down with Haley Walters, our Digital Marketing Manager, to discuss the specifics of our interoperability efforts. Here’s a partial, rough transcript of that conversation.

Haley
“As a nation, we’re now more connected than ever. Why might our audience not be feeling the benefits from that [level of interoperability in healthcare]? Why are we still having this fragmented care?”

Jitin
“We are actually really well connected, largely, as a country. The issue is, we’re now at this inflection point, where the emphasis has to turn towards, how do you utilize that data in a way that’s actually driving an action for me? I’m going to call this actionable interoperability. We’ve not actually started doing work so that me, as a provider, as a payer, as a patient, as whoever, I can see my workload drop. The data just didn’t get exchanged; It got exchanged at a time, at a place, to the person, with the right technology around it, so that it actually scheduled the patient. So that it actually did things for me [automatically and electronically], which I do today in a manual way.”

Haley
“Can you tell us where actionable data actually benefits the end user, the patient?”

Jitin
“Until about three years ago… If you were almost at the leading edge of interoperability, what you were doing was connecting two points together. I’m a PCP. Somebody from the emergency department is pushing me a discharge summary. Maybe a specialist is pushing me a clinical chart. That was the state of interoperability, and it took a long time for us to get there. That’s where maybe a lot of U.S. healthcare in interoperability still is. Now, if the right person [on a care team] knows at the right time that I have got to follow up with that patient, and get them to the PCP, I’ve suddenly done two things. I’ve done work for them, taken work off their plate so they can handle more patients. Not only that… The PCP is now getting this scheduled patient with information from the care manager. Now they actually have context.”

Haley
“Where could you see interoperability transforming into and going?”

Jitin
“I see three things happening:

1. That spigot is only open to providers. The data has to flow to all of the other stakeholders too, public health, payers, etc.

2. It really comes down to adoption. Providers, digital health companies, existing technology organizations, state governments, and so on must adopt it.

3. A full job is done from the moment the patient leaves the ED to the point they’ve been scheduled and referred—there are gaps that we’ve closed—and the provider has done nothing but spend time with them on the clinical aspect. The administrator has done nothing but collect the right payment information. That is end-to-end interoperability that the [end] user will feel.”

To see Haley’s full interview of Jitin, click here.

To learn more about us and our interoperability-related solutions, click here.

Celebrating National Doctors’ Day with One of Our Own

Posted on by Grace Keeling

A Q&A with Our Chief Clinical Officer, Dr. Nishi Rawat

In honor of National Doctors’ Day, we asked Bamboo Health’s Chief Clinical Officer Nishi Rawat, MD, MBA, a few questions about her role as a doctor and how we can support healthcare providers. After all, offering the right support in the right place is a key ingredient in our company’s vision to revolutionize care collaboration.

How has your role as a physician influenced the work you do today?

My experiences as a critical care physician inspired the first technology solution I helped co-found with my father, OpenBeds. As I treated patients in the ICU, I began to see more and more patients with mental health challenges and substance use disorders. I helped them recover from the overdose medically, but because of silos between physical and behavioral health, I lacked the ability to refer them to appropriate treatment programs and providers to help them resolve the underlying issue that led to my care in the first place. I felt I could better serve patients by developing OpenBeds, a provider-led technology that helps break down the barriers.

That work has only expanded now that OpenBeds is part of Bamboo Health, where we are revolutionizing care collaboration and looking for ways which technology can better support the work of physicians and many other healthcare clinicians to deliver whole person care to patients.

The COVID-19 pandemic has taken a toll on the healthcare workforce. In addition, fatal drug overdoses have reached historic highs. The combination has heightened burnout within the profession. What are ways we can support doctors and other healthcare providers?

Over the past 2+ years, we’ve all faced challenges in regard to loneliness, isolation, and lack of connection. While physicians, nurses, and healthcare providers and staff still showed up every day for the jobs—often on the front lines of seeing the devastation of COVID-19 and drug overdoses in their community—those same feelings were still present, coupled with grief and even frustration. I believe the best way we can support each other is to engage, reach out, and listen.

Physicians have reported that bureaucratic tasks contribute to burnout. What ways can technology help alleviate this burden?

Healthcare data is often siloed in different systems—electronic health records, health plans, health systems, with providers, with states, etc.—which makes it easy to miss vital information about patients. Technology can help to close those gaps in care by both building bridges to bring data together and by helping surface salient data for the clinician, so it is not overwhelming and is more usable. The solutions we already have and are building at Bamboo Health strive to close those gaps, increase physician satisfaction, and improve whole person care.

What’s one of the next big things in healthcare, something that will be felt by patients and providers alike?

I could go in a few different directions here, but I think collaboration tops the list. We’re in an era, like we discussed, where not only data is coming together, but also the people behind the data. More than ever, patients are in tune to their care, providers are aware of the pandemic’s lasting effect, and payers are aiming for the most cost-effective, proven care. This requires a higher level of collaboration, communication, and information sharing in one convenient place. And it’s a positive sign for the sake of whole person care.

Use Case Spotlight: How Kintegra Health is improving transitions of care and succeeding in value-based care programs through real-time ADT notifications

Posted on by Grace Keeling

Kintegra Health is a Federally Qualified Health Center (FQHC) that provides healthcare services, health education, and preventive care services to patients, regardless of their ability to pay. Kintegra has over 25 practices across ten counties in North Carolina and offers a wide range of services including adult and pediatric primary care, dental care, vision care, behavioral health counseling, pharmacy services, chronic disease education programs, Medication Assistance Treatment, nutritional counseling, women’s screening clinics, and HIV/AIDS case management.

We sat down with Lavondia Alexander, Chief Quality Officer at Kintegra to discuss how her team approaches the shift towards value-based care, challenges they face in this endeavor, and how Bamboo Health helps to improve their care coordination efforts and patient outcomes.

What are some of the trends you are seeing in the shift towards value-based care?

The healthcare delivery system has evolved. There is now a focus on treating patients holistically through proper care coordination amongst varying providers and community partners. The Centers for Medicare and Medicaid (CMS) led the innovation of value–based care through various programs such as Meaningful Use and Accountable Care Organizations (ACOs). There has been a shift where payment for quality is emphasized. There are similar movements for Medicaid and commercial payers participating in value-based care programs and ACOs.

As an FQHC, we serve as a safety net of healthcare for the uninsured and underserved populations. Historically, FQHCs have had limited opportunities in participating in value-based initiatives. Fortunately, we are now able to participate in value-based care reform because our commercial population is increasing, and Medicaid is moving towards value-based care efforts in which we can participate. Kintegra began its journey into value–based care through participating in quality management through incentive programs that included our uninsured population.

We have found that it is challenging to provide value-based care without access to data and analytics regarding how effective we are in coordinating care for our patients. Since this need is identified across the healthcare delivery system, population health analytics tools have become very popular and are imperative to include in your operational plan.

What are some of the care coordination initiatives your organization focuses on?

We have been steering our approach to value–based care for a while. As mentioned earlier, it is difficult without access to data and analytics regarding how effective we are in coordinating care for our patients. We have partnered with varying population software platforms, including Bamboo Health, to assist in this endeavor. FQHCs have to report varying outcomes to the Health Resources and Services Administration (HRSA) to maintain our funding, including, but not limited to, patient clinical outcomes, cost of care for our patients, patient access, and what services and treatments we are providing them. Previously, our main focuses were on care gaps and trying to help manage chronic conditions.

We joined the Carolina Medical Home Network ACO in 2017 and then the CHESS Value ACO this year. These partnerships allowed us to better put care plans in place, focus on patients getting annual wellness visits, figure out how to risk stratify based on utilization, and analyze admission, discharge, and transfer (ADT) data.

What challenges has your organization faced in succeeding under these initiatives?

Despite establishing those beneficial care coordination and workflow processes through our ACO partnerships, we still struggled with transitions of care. We were dependent on our local hospitals to send ADT data every day, as well as our payers to send it via claims data, which was on a monthly basis with a three-month lag. Even once we received the data, we didn’t have the resources to properly act on it nor the ability to confidently know who to reach out to regarding the outdated patient information.

How has Bamboo Health helped play a role in overcoming some of these challenges?

The ADT data we previously received was contingent on information the local hospitals had regarding our patients. This usually included a primary care provider’s name or the location the patient received their care. The ADT data we get now from Bamboo Health is for our entire population across the ten counties we serve.

The notifications include when our patients go to an outside facility, are in real-time, and are hosted all in one place. We didn’t have this kind of real-time data in a sufficient and efficient manner prior to Bamboo Health. Our staff no longer have extended time frames to follow up and ask a patient how they are or remind them about Kintegra’s available services so that they can conveniently come to us versus the emergency room.

Additionally, the Pings give us the most up-to-date phone number and address so that when we reach out to the patient, we have the best chance of reaching them. We are really happy to get this kind of insight from the Bamboo Health platform and look forward to continued learnings and success through our partnership.

That’s a Wrap on the Inaugural ViVE 2022 Event

Posted on by Grace Keeling

Bamboo Health was proud to be part of the inaugural ViVE event, which just wrapped up in Miami March 6-9, 2022. Our team participated as attendees, booth exhibitors, and a speaker. It was great to catch up with customers, partners, media, and colleagues in person at the event and learn more about how health technology is working to transform the future of healthcare. We were also excited to see so many smiles again (around 5,000!) with recent relaxation of CDC guidelines for COVID.

 

Our Chief Clinical Officer Dr. Nishi Rawat was part of a panel presentation at ViVE on Monday, March 7, titled, “Whole Person Care 101: CH. 1 Behavioral Health.” Bamboo Health’s Chief Clinical Officer Dr. Nishi Rawat joined two other panel members – Dr. Nina Vasan, Chief Medical Officer of Real, and Dr. Ian Tong, Chief Medical Officer of Included Health. Read our summary of the panel highlights in this blog post.

Our team members also staffed an exhibitor booth where they had the opportunity to see some of our customers face-to-face, chat with other health technology companies about future collaboration, and share the work being done at Bamboo Health with future partners and collaborators.

Our team also caught as many of the panel sessions and general sessions as possible. Some of the big themes we heard included:

  • Care collaboration
  • Virtual care and telehealth
  • Data
  • Health equity
  • And more!

With just a few days to rest, the Bamboo Health team is gearing up to head back to Florida, this time in Orlando, for the 2022 HIMSS Global Health Conference & Exhibition. If we didn’t catch you at ViVE (or even if we did), we hope to see you at HIMSS! To learn more about Bamboo Health, our work to support real-time care collaboration, and the progress we’re making to improve whole person care, meet with our team at booth: #4115, March 14 – 18, 2022, in Orlando, FL. We also invite you to attend a presentation by Bamboo Health’s Vice President, Strategy and Corporate Development Jitin Asnaani’s “Harnessing the Power of Interoperability to Cultivate Whole Person Care Collaboration across Providers, Patients, and Payers” on Tuesday, March 15 at 2:45 PM as part of the Interoperability Showcase Theater.

Dr. Nishi Rawat shares her perspective and Bamboo Health’s behavioral health initiatives during panel presentation at ViVE

Posted on by Grace Keeling

Behavioral health and technology took the spotlight during a panel presentation at ViVE on Monday, March 7, titled, “Whole Person Care 101: CH. 1 Behavioral Health.” Bamboo Health’s Chief Clinical Officer Dr. Nishi Rawat joined two other panel members – Dr. Nina Vasan, Chief Medical Officer of Real, and Dr. Ian Tong, Chief Medical Officer of Included Health. Marshall E. Jackson, Jr. from McDermott Will & Emery LLP served as moderator.

The panel covered some of the issues that have led to the behavioral health and substance use crisis – with more Americans facing a mental illness while drug overdose deaths surged to 104,000 lives lost in the last year.

Dr. Rawat shared her perspective that stigma has left behavioral health behind and that breaking down those barriers is critical to moving the needle.

“Stigma is driving the lack of access to evidence-based treatment. It’s driving the lack of recognition of evidence-based treatment. We know what works for many mental health conditions. We know what works for opioid use disorder based on three decades worth of research and yet people can’t get access to evidence-based treatment. Stigma drives the lack of payment parity,” said Dr. Rawat. “Behavioral health is woefully behind physical health. When it comes to access to salient data at the point of care, physical health has figured that out for the most part. We’re being inundated with data at the point of care as physicians. Now we’ve moved on to trying to figure out how to make that data usable. We have to work on data connectivity as well as usability in parallel for behavioral health instead of serially, as we did with physical health. And that’s exactly what we’re doing at Bamboo Health right now.”

Dr. Rawat also shared what she believes are the three types of pain that have led to the substance use epidemic: physical, mental, and economic pain.

  • Physical: “Prescribing by physicians over the past two decades led to the first wave of the opioid epidemic. Now, we’re doing better. We’re getting tighter, but the pendulum is starting to swing back in that other direction. We have to keep our eye on the ball. We have to make sure that non-opioid pain management mechanisms are available to the masses.”
  • Mental: “Prior to the pandemic, 50% of Americans said that they feel alone, that they feel like nobody really understands them in their lives. That’s only been magnified by the pandemic. And we know, there’s been an increase in the prevalence of mental health conditions, depression, anxiety, post-traumatic stress by 30 to 40% in the past 18 months.”
  • Economic: “It’s something that we’re not talking enough about. If you speak to political leaders in the Midwest, they will tell you that the opioid epidemic is ravaging their communities because of number one, idle hands, especially among young males, but also this gap between the haves and have nots, the more the doubling of the gap between the people who have something and don’t have something, and the resentment associated with that gap.”

Finally, the panel covered a broad discussion of promising initiatives in the near future and how their companies were doing work to support those efforts. Dr. Rawat highlighted Bamboo Health’s focus to support initiatives around substance use. She shared four pillars for addressing substance use which include: prevention, access to treatment, harm reduction, and recovery support. Bamboo Health has technology solutions to help support the first two categories.

  • Prevention: “We are the prescription drug modern program for 45 states. For the prescribers out there, when you’re about to prescribe a controlled substance, you check the prescription drug monitoring program (PDMP). We provide software that tells you whether or not the person in front of you has been prescribed or dispensed a controlled substance in the recent past. In the states where checking the PDMP system is mandated, which is about two dozen states, they’ve seen a reduction in opioid prescribing and dispensations, and increased use of non-opioid alternatives for pain management. Finally, they also have a reduction in deaths related to opioids with the exception of fentanyl. This is over an eight-year period. So, that’s fantastic. That shows you the power of technology to prevent.”
  • Access to treatment: “We also are very much focused on treatment. We work with 14 states right now with our OpenBeds system. What we do is essentially create a digital village. These are vexing problems, right? It takes a village, it takes multiple stakeholders across the private sector, the public sector. What Bamboo Health does is bring all of these stakeholders together on this one technology system, so that those who refer into mental health and substance use disorder treatment, they can see the availability of services. They have situational awareness. They can use the tool to get decision support as medical clinicians. You can send digital or referrals and do much more.”
    • Results: “We closely track the people who are being pushed through the cracks, and we report on those data out to the county, the local organizations. In the State in Delaware, we average 800 to 900 referrals per week. When we launched in 2018, there were 200 to 300, and now we see 800 to 900 referrals. We know more people are accessing care, and Delaware is actually one of three states that saw a decrease in their opioid overdose deaths by 7%. Across the US, they went up by 16%. The Lieutenant Governor and the state credit the increase in access to care and decrease in overdose deaths to our system. That’s the power of technology to bring people together. There is still lots of work to do, but the challenges are not insurmountable.”

Re-Imagining Health at HIMSS: Bamboo Health Fosters Interoperable Care Coordination to Improve Physical and Behavioral Healthcare

Posted on by Grace Keeling

The theme of the 2022 HIMSS Global Health Conference & Exhibition centers around re-imagining health – a focus that resonates exceptionally well with us at Bamboo Health. In pursuit of our vision to revolutionize healthcare in the U.S. by connecting every payer, provider, and care team member to address whole person care, we foster care collaboration for the entire healthcare ecosystem to change healthcare for the better. While these words sound aspirational for some, for Bamboo Health they truly capture what we are working toward amid this incredibly unprecedented era in healthcare.

An important part of delivering on this promise is connecting everyone, everywhere through differentiated network reach and interoperability. During HIMSS, Bamboo Health’s Vice President, Strategy and Corporate Development Jitin Asnaani will present a session on “Harnessing the Power of Interoperability to Cultivate Whole Person Care Collaboration across Providers, Patients, and Payers” as part of the HIMSS Interoperability Showcase, which will highlight the real-life impact of enhanced interoperability among providers.

As an advocate for electronic exchange of healthcare information for government, non-profit, health IT, and interoperability systems, Asnaani has been a bridge creator and a collaborator to drive healthcare towards a more coordinated and interoperable future. To date, this work has collectively enabled more than 100,000 clinical facilities – including almost 100% of all hospitals, more than 90% of all ambulatory clinics, and thousands of post-acute and home health facilities nationwide – to share their patient’s data with providers and other caregivers electronically, enabling true transformation of care management and helping to spur the advent of the rapidly-growing digital health industry.

At the Bamboo Health booth, we will also highlight the progress we’re making against the behavioral health and substance use crisis through our Pings, OpenBeds, and NarxCare solutions. This includes our latest company initiatives such as our expanded partnership with Bicycle Health, the leading virtual care provider of evidence-based treatment for opioid use disorder (OUD). By leveraging our Pings and Spotlights solutions for real-time insights into emergency department (ED) and acute inpatient care utilization, Bicycle Health case managers and therapists can better track patients’ care journeys, reach out to re-engage patients that have had care events, increase their level of care or alter their care plan as needed, and analyze utilization measures.

In closing, we look forward to participating and sharing our insights with professionals throughout the global health ecosystem who share the common goal of reimagining health and wellness for everyone, everywhere at HIMSS. To learn more about Bamboo Health, our work to support real-time care collaboration, and the progress we’re making to improve whole person care, meet with our team at booth: #4115 or at the Interoperability Showcase: #8240-75, March 14 – 18, 2022 in Orlando, FL. We also invite you to attend Jitin Asnaani’s “Harnessing the Power of Interoperability to Cultivate Whole Person Care Collaboration across Providers, Patients, and Payers” session on Tuesday, March 15 at 2:45 PM as part of the Interoperability Showcase Theater.

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