Providence aims for tech-driven care transformation by 2030
WASHINGTON, UNITED STATES — Providence, a nonprofit health system based in Washington, is aiming to establish itself as the best place to receive and provide care by 2030.
Under financial strain and changing patient demands, the system is leveraging technology as a means of streamlining operations, reducing administrative overhead, and providing digital access to serve its over 5 million annual patients.
Technology as the backbone of Providence’s 2030 strategy
The healthcare system is rolling out ambient AI to reduce documentation workloads for clinicians while expanding patient-facing tools such as self-scheduling and personalized engagement platforms.
“What we’re seeing now is the culmination of a lot of understanding of where tech is going,” said Sara Vaezy, Providence’s Chief Transformation Officer, in an interview with Becker’s Health IT.
Beyond automation, Providence is investing in AI-driven workflow improvements, including training models on millions of patient-chatbot interactions to enhance inbox triage and management.
Chero Goswami, Chief Information and Digital Officer of Providence, stressed the importance of execution, saying, “Strategy without an execution path is the slowest form to defeat,” he told Becker’s Health IT.
“Sometimes our job as tech leaders is not to add more technology to the workflow but remove the non-value/obsolete ones and simplify the process,” he then added.
The Providence Global Center in India accelerates development with a “follow the sun” model, ensuring continuous innovation.
Balancing financial sustainability with quality of care
As labor costs, insurance rejections, and federal funding cuts surge, Providence is placing a high emphasis on efficiency to contain costs. The most important strategies include standardizing clinical pathways, lowering wait times, and moving to a value-based partnership.
Vaezy observed that it is extremely costly, in the sense that a significant administrative burden is placed on human beings; however, caring for well-being has a direct link to substantial cost savings.
The system is also transitioning to integrated platforms, moving away from fragmented point solutions to support virtual and in-home care. It measures progress in terms of five key goals: care quality, productivity, revenue integrity, caregiver well-being, and cybersecurity.
Vaezy said, “This is a critical part of our strategy.” By 2027, Providence aims to achieve short-term benchmarks on its path to achieving its 2030 vision.
