David Ohm, Chief Strategic Development Officer at MultiCare Health System

Summary

Becker’s Healthcare Podcast: In-Depth Conversation with David Ohm of MultiCare Health System

Release Date: July 25, 2025

In the latest episode of the Becker’s Healthcare Podcast, host Laura Dirdo engages in a comprehensive discussion with David Ohm, Chief Strategic Development Officer at MultiCare Health System. The conversation delves into MultiCare’s recent achievements, strategic initiatives, and future growth opportunities, providing valuable insights for healthcare professionals and leaders nationwide.

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Introduction

Laura Dirdo opens the episode by expressing her excitement to speak with David Ohm about the dynamic developments within MultiCare Health System. She emphasizes the importance of understanding the innovative strides medical institutions are making in the evolving healthcare landscape.

“I know there's so much happening in healthcare right now and in particular, some really cool things you're doing at MultiCare,” Laura remarks (00:12).

MultiCare Health System Overview

David Ohm provides an overview of his role and the legacy of MultiCare Health System. Founded in 1882, MultiCare serves the Pacific Northwest with over 300 care locations and 13 hospitals across Washington, Idaho, and Oregon.

“Multicare was founded in 1882. We have been committed to serving the Pacific Northwest with over 300 care locations and 13 hospitals in the states of Washington, Idaho, and Oregon,” David states (00:29).

Key Achievements Over the Past Year

Laura inquires about MultiCare’s significant successes in the recent past. David highlights several major milestones:

• Integration of Overlake Medical Center and MultiCare Yakima Memorial Hospital: Celebrating the first anniversary, this integration has enhanced community service and addressed growing healthcare needs.

  “Celebrating the first anniversary of MultiCare Yakima Memorial Hospital joining our system has allowed us to better serve our communities,” he notes (01:09).

• Expansion of Primary Care Access: Enhanced availability in various regions to meet patient demand.

• New Pediatric Campus: Progress on developing a dedicated facility for pediatric care.

• Grant for Behavioral Health Unit: Secured funding to bolster mental health services.

• Launch of Urgent Care Clinics in Yakima and Beyond: Expanded urgent care facilities to provide timely medical assistance.

“We also have expanded primary care access in various regions, made progress on new pediatric campus, received a grant for our behavioral health unit, and launched urgent care clinics in Yakima region and beyond,” David elaborates (01:09).

Current Focus Areas and Challenges

Laura shifts the conversation to the pressing issues MultiCare is addressing. David outlines the top challenges and strategic focuses:

• Operational Efficiencies and Patient Outcomes: Enhancing infrastructure to navigate workforce shortages, inflation, and reimbursement hurdles.

• Telehealth Services: Expansion to improve patient access and satisfaction.

• Workforce Well-being: Comprehensive programs to support mental and physical health of staff.

“Multicare aims to become the Pacific Northwest's highest value system of health despite external challenges like workforce shortages, inflation and lagging reimbursement rates,” David explains (02:20).

Lessons Learned for Healthcare Leaders

Discussing the implementation of new models, David shares key lessons for other leaders undergoing similar transformations:

• Strategic Planning and Financial Management: Prioritizing financial stability alongside quality patient care.

• Technology Integration: Investing in digital tools and data analytics to inform decisions.

• Culture of Trust and Purpose: Fostering an environment that supports employee well-being and patient-centered care.

“Strategic investments in technology, staff support, comprehensive financial oversight, and patient-centered care are important for future positioning,” David advises (04:38).

Future Growth Opportunities

Looking ahead, David identifies significant growth opportunities for MultiCare:

• Regional Expansion: Strengthening presence in the North Sound and Inland Northwest through new campuses and urgent care centers.

• Technological Innovation: Incorporating AI and advanced technologies to streamline processes and enhance collaboration.

• Behavioral Health and Community Partnerships: Developing inpatient behavioral health units and collaborating with organizations to address social determinants of health and the opioid crisis.

“By concentrating on these strategic priorities, MultiCare is positioned to continue to thrive and deliver exceptional care throughout the Pacific Northwest and beyond,” he affirms (06:09).

Leadership Strategies for the Next Five Years

When asked about leading organizational transformations, David outlines four critical strategies:

1. Sustained Financial Health:

   • Emphasize cost management without compromising care quality.
   • Implement value-based care models.
   • Expand financial assistance to ensure patient affordability.

   “Place an emphasis on cost management while maintaining the quality of care so you optimize your supply chains,” David emphasizes (08:21).

2. Leveraging Technology:

   • Adopt digital health tools like telemedicine and AI analytics.
   • Ensure data security and integrate platforms holistically.

3. Enhancing Patient Experience and Outcomes:

   • Focus on patient-centered care and preventive programs.
   • Utilize data analytics for continuous quality improvement.

4. Investing in Staff:

   • Promote work-life balance and address staffing shortages.
   • Foster a positive workplace culture with continuous learning opportunities.

   “Investing in our staff, their well being and their development is fundamental,” David underscores (08:21).

Conclusion

Laura concludes the insightful conversation by thanking David Ohm for sharing MultiCare’s journey and strategic vision. David reciprocates the gratitude, highlighting the importance of platforms like Becker’s Healthcare Podcast in advancing the healthcare community.

“Thank you Laura. It is a pleasure and always appreciate what Beckers has done for the healthcare community,” David concludes (10:45).

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This episode of Becker’s Healthcare Podcast offers a thorough exploration of MultiCare Health System’s strategic initiatives, achievements, and future plans. David Ohm’s insights provide a valuable blueprint for healthcare leaders aiming to navigate the complexities of today’s healthcare environment while striving for excellence and sustainability.

Transcript

[A]

This is Laura Dirdo with the Beckers Healthcare podcast. I'm thrilled today to be joined by David Ohm, Chief Strategic Development Officer at Multicare Health System. David, it's a pleasure to have you on the podcast today.

[B]

Thank you for having me, Laura.

[A]

Now, I'm really excited for our conversation because I know there's so much happening in healthcare right now and in particular, you know, some really cool things you're doing at Multicare. So I'm looking forward to talking through that a bit. But before we dive in, could you tell me a little bit more about yourself as well as Multicare? Sure.

[B]

So, again, thanks for having me. My title is Chief Strategic Development Officer and in my role I develop new business opportunities and build relationships to create and enhance partnerships. Multicare was founded in 1882. We have been committed to serving the Pacific Northwest with with over 300 care locations and 13 hospitals in the states of Washington, Idaho and Oregon. And I'm looking forward to sharing some insights today.

[A]

Well, that's great to hear. And I'm curious, what's the biggest winner success story from the last year or so?

[B]

So over the past year, Multicare has made significant strides, especially expanding our services and enhancing our partnerships. Over the last year, we've achieved several milestones we're incredibly proud of. One of the most notable achievements was the integration of Overlake Medical center and clinics as well. Celebrating the first anniversary of MultiCare Yakima Memorial Hospital joining our system. This integration has allowed us to better serve our communities and meet the growing needs, their healthcare needs of those people that live there. We also have expanded primary care access in various regions, made progress on new pediatric campus, received a grant for our behavioral health unit, and launched an urgent care clinics in Yakamai region and beyond.

[A]

That's amazing. And you know, I know a lot of that work, especially primary care. Behavioral health is so important right now. And a lot of health systems are trying to figure out how to grow their strategies and what makes a big difference for their communities, trying to figure out how they can invest in the right places and grow in the right places. So when you're thinking through all of these things, what are some of the top two or three issues you're focused on right now? What's top of mind for you?

[B]

So, in the healthcare industry, key issues demand our immediate attention to ensure continuous improvement and service excellence. Multicare aims to become the Pacific Northwest's highest value system of health. Despite external challenges like workforce shortages, inflation and lagging reimbursement rates. The organization focuses on operational Efficiencies, improving patient outcomes and optimizing infrastructure to navigate these difficulties and continue providing the care communities require. In the past year we've achieved some important milestones. Successful launch of our innovative community programs, expansion of our telehealth services which have improved patient access and satisfaction. As we look ahead to your point Laura, some of the two, three things we're really focused on as strategic initiatives. I think one of the more pressing issues in healthcare today we recognize to sustain a robust and healthy workforce, we're committed to implementing comprehensive programs that prioritize the mental and physical physical well being of our staff. This includes offering ongoing training, development opportunities and a supportive work environment to combat burnout and staff insurances. Additionally, we're dedicated to enhancing in healthcare the expansion of behavioral health services and urgent care facilities, particularly in underserved areas which in our part of the country we have quite a few. So we aim to ensure that all these individuals have access to the care they need when they need it. Considering the financial challenges faced by healthcare providers, we're also focused on achieving financial resilience. This involves optimizing our operations, highlighting value based care models and making strategic investments to ensure long term sustainability of our services.

[A]

That's great to hear and I appreciate how challenging it can be to bring all of those different things together, all the different operational excellence and align everybody in the right places to expand that access to care and really do a great job job there. So as you've been implementing some of these new models in things that you've been doing a multi care, what have you found? Is there anything that you've learned and especially think would be important for other leaders across the country to think about as they're trying to go through their own transformations?

[B]

Well, some of the things that we value and we've learned from over the years to help guide our upcoming mapping of the future effective performance will depend on strategic planning, financial management, technology integration and with an emphasis on patient care and employee well being, the organization's leadership is expected to prioritize developing a culture that supports financial stability as well as quality patient outcomes. I think strategic investments in technology staff support comprehensive financial oversight and patient centered care identified as maybe for us at least the important for future positioning. So part of our three strategies represent actionable components over the next few years will be to utilize data and innovation to inform decision making, to foster a culture focused on trust and purpose, to attract and retain employees, and to maintain engagement with community needs while addressing policy changes and financial challenges. So you're balancing organizational Change with adherence to mission objectives is acknowledged as a core consideration. The healthcare sector continues to prioritize individuals which remain central to MultiCare's focus.

[A]

Absolutely, that makes a lot of sense. Really. Having people at the center is an important lesson to learn. Always looking ahead what are some of the big opportunities for growth over the next few years? What do you see as being spaces where you can make a big difference and continue to grow despite some really challenging times?

[B]

Well, I think first, regional expansion and increased accessibility remain our key objectives. As I previously mentioned, the recent affiliation with Overlay Clinics has served as a cornerstone for our initiatives in the North Sound region. Additionally, efforts are underway to increase our footprint in the Inland Northwest supported by investments such as new Merry Bridge Children's campus which will significantly improve pediatric care and we're expected to open early 2026. The establishment of clinics in Yakima and West Seattle, some of our urgent Care indig Urgent Care Centers further demonstrates our commitment to provide convenient access to where care is needed most. We are placing an emphasis on technological innovation as continues to be a major area of emphasis by integrating artificial intelligence and other advanced technologies where we are streamlining processes and enhancing collaboration. The ongoing expansion of telehealth and virtual care services ensures greater access for patients who face barriers to in person visits. Furthermore, utilization of data analytics enables us to proactively identify and address emerging healthcare needs. And then really just lastly, the significant attention devoted to behavioral health and community partnerships. The development of a 24 bed inpatient behavioral health unit at Multicare Deaconess Hospital responds to the increasing demand for mental health services. Collaborations with community organizations are essential in reaching vulnerable populations and addressing social determinants of health. In particular, our efforts to combat the opioid crisis continue to broaden access to treatment and recovery services. By concentrating on these strategic priorities, MultiCare is positioned to continue to thrive and deliver exceptional care throughout the Pacific Northwest and beyond in the years to come.

[A]

That's amazing to hear and I can imagine easier said than done, but really great to have that type of outlook and possibility and potential ahead. And given the technology you talked about virtual care and expanding access to care as well, what will it take to lead thr organizations over the next five years? As you're going through some of these transformations and truly bringing healthcare into a brand new paradigm, I think sustaining financial.

[B]

Health I would say four pieces that I would suggest. One is sustained financial health. Place an emphasis on cost management while maintaining the quality of care so you optimize your supply chains, simplify the emission process and incorporate automation. Strategic growth initiatives are also on the horizon and so this isn't just about mergers and acquisitions solely. We also need to look at partnerships and collaborations that focus on growth areas such as outpatient services, virtual care and hospital at home models. Equally essential is the adoption of value based care practices that align our financial goals with the quality outcomes and efficiency rather than value based metrics. And of course providing patient affordability by expanding financial assistance will be key in care accessibility while maintaining our revenue streams. Next up I guess would be leveraging technology. Obviously it's a hot topic right now, but for it it will be important to stay on the cutting edge of this and we that is one of our main focuses. Implement digital health tools like telemedicine, AI analytics, updated payment models and integrate these platforms into our systems overall holistically to safeguard patient data and operations. Thirdly, I would say enhance patient experience and provide for greater outcomes is another critical focus. Patient centered care is about meeting the patient's preferences, involving them in their own care decisions, ensuring our approach is culturally competent, improving communication and coordination between healthcare providers and patients with supportive systems and technologies is vital. So we need to emphasize preventive care programs that address potential health concerns proactively and execute ongoing quality monitoring improvement to use data analytics to target enhancements. And then lastly I would say investing in our staff, their well being and their development is fundamental. Addressing staffing shortages and burnout by promoting a work life balance is essential for multicare. Fostering a positive workplace culture characterized by trust, collaboration, empathy and continuous learning is vital. We also need to commit resources to regular professional development, focus and technology and patient centered care.

[A]

I love that. David, thank you so much for joining us on the podcast today. This has been a really outstanding conversation. I look forward to connecting with you again soon.

[B]

Thank you Laura. It is a pleasure and always appreciate what Beckers has done for the healthcare community.