1 00:00:00,240 --> 00:00:02,580 Imagine this. You're in the heart of Chicago 2 00:00:02,639 --> 00:00:05,059 mingling with the brightest minds in health IT. 3 00:00:05,279 --> 00:00:07,839 You've arrived at the 9th annual Health IT 4 00:00:07,839 --> 00:00:11,439 plus Digital Health Plus RCM conference taking place 5 00:00:11,439 --> 00:00:14,424 October 1st through 4th at the luxurious Hyatt 6 00:00:14,424 --> 00:00:15,484 Regency Chicago. 7 00:00:15,945 --> 00:00:18,664 Picture the excitement as you collect countless business 8 00:00:18,664 --> 00:00:22,425 cards, forging invaluable connections with over 25 100 9 00:00:22,425 --> 00:00:23,884 executive level attendees. 10 00:00:24,425 --> 00:00:26,585 Feel the buzz of ideas flowing as you 11 00:00:26,585 --> 00:00:29,460 engage in meaningful conversations about the future of 12 00:00:29,460 --> 00:00:30,440 healthcare technology. 13 00:00:30,980 --> 00:00:34,200 Envision yourself attending sessions led by over 415 14 00:00:35,140 --> 00:00:36,039 elite speakers, 15 00:00:36,420 --> 00:00:39,000 gaining insights that could transform your organization. 16 00:00:39,539 --> 00:00:42,979 From digital transformation and telehealth to clinician burnout 17 00:00:42,979 --> 00:00:43,719 and cybersecurity, 18 00:00:44,585 --> 00:00:47,145 each topic is designed to spark new ideas 19 00:00:47,145 --> 00:00:49,945 and provide actionable takeaways, but it doesn't stop 20 00:00:49,945 --> 00:00:52,984 there. Imagine sitting in a packed auditorium listening 21 00:00:52,984 --> 00:00:55,225 to motivating keynotes from some of the biggest 22 00:00:55,225 --> 00:00:58,189 names in sports. Four time Super Bowl champion, 23 00:00:58,189 --> 00:00:59,009 Rob Gronkowski, 24 00:00:59,710 --> 00:01:00,210 WNBA 25 00:01:00,670 --> 00:01:04,109 champion, and author, Lisa Leslie, and NFL legend 26 00:01:04,109 --> 00:01:05,729 and ESPN analyst, 27 00:01:06,030 --> 00:01:08,590 Eli Manning, will be there sharing their stories 28 00:01:08,590 --> 00:01:11,009 and inspiring you to reach new heights. 29 00:01:11,354 --> 00:01:13,754 All around you, the future of Health IT 30 00:01:13,754 --> 00:01:15,774 unfolds, and you're not just a spectator. 31 00:01:16,155 --> 00:01:17,774 You're an active participant. 32 00:01:18,234 --> 00:01:20,494 Don't wait. You can find the event website 33 00:01:20,555 --> 00:01:22,974 and get registered by visiting beckershospitalreview.com 34 00:01:25,114 --> 00:01:27,870 and clicking on the events page. That's the 35 00:01:27,930 --> 00:01:29,630 beckers hospital review.com 36 00:01:30,329 --> 00:01:31,230 events page. 37 00:01:32,010 --> 00:01:34,170 This is Laura Dirdle with the Becker's Healthcare 38 00:01:34,170 --> 00:01:34,670 podcast. 39 00:01:34,969 --> 00:01:36,650 I'm thrilled today to be joined by John 40 00:01:36,650 --> 00:01:39,870 Maidstone, director of IT Learning, QA, patient education, 41 00:01:40,489 --> 00:01:43,765 image community connect, and clinical IT shared services 42 00:01:43,765 --> 00:01:44,745 at New York Presbyterian. 43 00:01:45,125 --> 00:01:46,405 John, it's a pleasure to have you on 44 00:01:46,405 --> 00:01:47,545 the podcast today. 45 00:01:48,005 --> 00:01:49,704 A pleasure to be here. Hi, Laura. 46 00:01:50,165 --> 00:01:52,085 Now I'm looking forward to our conversation because 47 00:01:52,085 --> 00:01:54,085 I think it'll be really interesting to hear 48 00:01:54,085 --> 00:01:55,284 more about what you're doing at New York 49 00:01:55,284 --> 00:01:55,784 Presbyterian 50 00:01:56,085 --> 00:01:59,099 and certainly share with our broader audience. Right 51 00:01:59,099 --> 00:02:00,859 now, there's so much happening in health care, 52 00:02:00,859 --> 00:02:01,599 and truly, 53 00:02:02,060 --> 00:02:03,280 you know, it is a transformational 54 00:02:03,579 --> 00:02:05,659 time. So I'm excited for our conversation. But 55 00:02:05,659 --> 00:02:07,500 before we dive into my questions, can you 56 00:02:07,500 --> 00:02:08,939 tell us a little bit more about yourself 57 00:02:08,939 --> 00:02:09,840 and your background? 58 00:02:10,995 --> 00:02:12,134 Yeah. Sure. So, 59 00:02:12,675 --> 00:02:15,314 as you mentioned, I'm John Mason. I get 60 00:02:15,314 --> 00:02:16,534 to live in the incredible, 61 00:02:17,155 --> 00:02:19,314 Brooklyn, New York and work at New York 62 00:02:19,314 --> 00:02:19,814 Presbyterian 63 00:02:20,194 --> 00:02:22,775 as the director on their electronic health record 64 00:02:23,060 --> 00:02:26,360 platforms team in our clinical IT shared services 65 00:02:26,419 --> 00:02:26,919 group. 66 00:02:27,219 --> 00:02:29,060 What that means is I see oversee a 67 00:02:29,060 --> 00:02:31,939 couple different groups. 1 is our epic learning 68 00:02:31,939 --> 00:02:35,219 team, which teaches our clinicians and administrative staff 69 00:02:35,219 --> 00:02:36,819 how to get the most out of our 70 00:02:36,819 --> 00:02:38,519 electronic health record investments, 71 00:02:39,275 --> 00:02:41,594 our software quality assurance team, which makes sure 72 00:02:41,594 --> 00:02:44,894 that we have a safe, reliable change management 73 00:02:45,114 --> 00:02:48,715 process that protects our EHR platform so that 74 00:02:48,715 --> 00:02:50,634 we continue to give the best and most 75 00:02:50,634 --> 00:02:52,495 reliable tools to our caregivers, 76 00:02:53,489 --> 00:02:56,370 patient education, which really focuses in on making 77 00:02:56,370 --> 00:02:58,449 sure our patients have the tools they need 78 00:02:58,449 --> 00:03:00,689 to be successful at managing their health and 79 00:03:00,689 --> 00:03:02,709 outcomes after they leave our facilities, 80 00:03:03,569 --> 00:03:04,449 and our, 81 00:03:04,849 --> 00:03:06,930 our community connect team, which is actually a 82 00:03:06,930 --> 00:03:07,750 team that 83 00:03:08,205 --> 00:03:11,644 resells our Epic platform to private practices throughout 84 00:03:11,644 --> 00:03:13,724 the New York market, which allows us to 85 00:03:13,724 --> 00:03:16,044 ensure that we have this great shared record 86 00:03:16,044 --> 00:03:19,405 of patient clinical data from across multiple care 87 00:03:19,405 --> 00:03:21,245 facilities, whether it's our own at New York 88 00:03:21,245 --> 00:03:21,745 Presbyterian, 89 00:03:22,125 --> 00:03:23,664 Weill Cornell, and Columbia, 90 00:03:24,180 --> 00:03:25,860 or if it's from your doctor down the 91 00:03:25,860 --> 00:03:27,460 street that you prefer to go see. So 92 00:03:27,460 --> 00:03:29,379 that's an avenue for us to make sure 93 00:03:29,379 --> 00:03:31,000 that we have the most comprehensive 94 00:03:31,699 --> 00:03:34,580 electronic health record available for our patients here 95 00:03:34,580 --> 00:03:35,639 in New York City. 96 00:03:36,044 --> 00:03:37,884 I'm really fortunate to have worked in health 97 00:03:37,884 --> 00:03:40,305 care now for 14 years. And 98 00:03:40,604 --> 00:03:41,504 as you mentioned, 99 00:03:41,884 --> 00:03:43,884 things are always changing. I don't know if 100 00:03:43,884 --> 00:03:46,125 I've recalled a point in time where we 101 00:03:46,125 --> 00:03:48,060 got to take a break and catch our 102 00:03:48,060 --> 00:03:50,539 breath and and let status quo kinda be 103 00:03:50,539 --> 00:03:53,199 the normal. That doesn't seem to be something 104 00:03:53,259 --> 00:03:54,719 in health care, but 105 00:03:55,180 --> 00:03:57,199 I've really had a lot of good fortune 106 00:03:57,259 --> 00:03:59,739 working in this industry. I started out my 107 00:03:59,739 --> 00:04:02,125 career at the Cleveland Clinic in Ohio 108 00:04:02,585 --> 00:04:04,905 and then joined HSS in New York, and 109 00:04:04,905 --> 00:04:06,365 now I'm with New York Presbyterian. 110 00:04:06,665 --> 00:04:09,224 And I've got to see so much and 111 00:04:09,224 --> 00:04:12,525 learn a tremendous amount over that time period 112 00:04:12,905 --> 00:04:15,064 and do the piece that I can do 113 00:04:15,064 --> 00:04:18,490 to help transform patient care and hopefully make 114 00:04:18,490 --> 00:04:19,709 an impact. So 115 00:04:20,009 --> 00:04:21,769 I'm very excited by the work that we're 116 00:04:21,769 --> 00:04:24,649 doing, and I'm happy to share even more 117 00:04:24,649 --> 00:04:25,310 with you. 118 00:04:26,649 --> 00:04:28,730 Well, that's amazing to hear and certainly a 119 00:04:28,730 --> 00:04:29,230 really 120 00:04:29,935 --> 00:04:31,375 a great career journey to bring you to 121 00:04:31,375 --> 00:04:32,355 where you're at today. 122 00:04:32,735 --> 00:04:34,894 Now as you mentioned, I wanted to get 123 00:04:34,894 --> 00:04:36,735 your perspective first on some of the different 124 00:04:36,735 --> 00:04:38,415 opportunities and headwinds you have your eye on 125 00:04:38,415 --> 00:04:40,095 right now. What what's really top of mind 126 00:04:40,095 --> 00:04:40,754 for you? 127 00:04:41,769 --> 00:04:44,089 Well, I think that right now, one of 128 00:04:44,089 --> 00:04:46,509 the biggest headwinds is the regulatory 129 00:04:46,810 --> 00:04:47,310 environment. 130 00:04:48,009 --> 00:04:50,409 I don't wanna get into politics, but across 131 00:04:50,409 --> 00:04:53,469 our country right now, things are changing rapidly 132 00:04:53,769 --> 00:04:56,524 depending on, laws that are going into place 133 00:04:56,524 --> 00:04:58,125 or or laws that are being rolled back. 134 00:04:58,125 --> 00:04:58,625 And 135 00:04:59,164 --> 00:05:01,084 I think that's going to create a lot 136 00:05:01,084 --> 00:05:03,644 of challenges both for the patient as well 137 00:05:03,644 --> 00:05:06,384 as for the health care delivery organization. 138 00:05:07,084 --> 00:05:09,300 You know, we're seeing things where they want 139 00:05:09,300 --> 00:05:11,939 certain parts of the electronic health record to 140 00:05:11,939 --> 00:05:12,439 potentially 141 00:05:12,980 --> 00:05:15,460 be walled off from other segments of the 142 00:05:15,460 --> 00:05:17,460 electronic health record in New York by way 143 00:05:17,460 --> 00:05:18,120 of example. 144 00:05:18,500 --> 00:05:19,000 And 145 00:05:19,460 --> 00:05:20,520 those sort of 146 00:05:21,314 --> 00:05:23,634 ideas, which come from a good place and 147 00:05:23,634 --> 00:05:24,375 can hopefully, 148 00:05:24,995 --> 00:05:27,894 or are are intended to hopefully create, 149 00:05:29,235 --> 00:05:32,774 better solutions for the patients or safer solutions 150 00:05:32,914 --> 00:05:33,654 for them, 151 00:05:34,639 --> 00:05:37,920 actually ends up impeding a clinician's ability to 152 00:05:37,920 --> 00:05:38,980 see the comprehensive 153 00:05:39,439 --> 00:05:41,759 patient record in front of them if we 154 00:05:41,759 --> 00:05:44,000 go down this route of, you know, blocking 155 00:05:44,000 --> 00:05:47,060 off certain access to information such as HIV 156 00:05:47,199 --> 00:05:50,795 status or abortion or certain medical care that 157 00:05:50,795 --> 00:05:51,935 a patient has received. 158 00:05:52,235 --> 00:05:54,394 We we need to see that whole medical 159 00:05:54,394 --> 00:05:56,235 record to do the best job that we 160 00:05:56,235 --> 00:05:59,115 can at supporting our patients. And so I 161 00:05:59,115 --> 00:06:03,115 think these headwinds coming from this regulatory activity 162 00:06:03,115 --> 00:06:04,175 is going to be 163 00:06:04,550 --> 00:06:06,250 very interesting to watch 164 00:06:06,790 --> 00:06:09,029 and certainly something that I think a lot 165 00:06:09,029 --> 00:06:11,110 of people should be really concerned with and 166 00:06:11,110 --> 00:06:12,810 advocating for themselves for. 167 00:06:13,270 --> 00:06:14,790 I think that's such a great point. And 168 00:06:14,790 --> 00:06:15,290 definitely, 169 00:06:16,150 --> 00:06:18,710 you know, I'm thinking about those regulatory changes. 170 00:06:18,710 --> 00:06:21,274 I can imagine anytime there's a new, 171 00:06:21,735 --> 00:06:24,375 law or or policy that comes up or 172 00:06:24,375 --> 00:06:26,475 is removed, you know, has a lot of, 173 00:06:26,935 --> 00:06:28,154 unintended consequences. 174 00:06:28,694 --> 00:06:30,935 So it's just fascinating to hear. I know 175 00:06:30,935 --> 00:06:32,535 you had some opportunities. You wanna go through 176 00:06:32,535 --> 00:06:33,274 it as well? 177 00:06:34,040 --> 00:06:36,439 Yeah. Absolutely. I think a big opportunity that 178 00:06:36,439 --> 00:06:37,819 exists is health justice. 179 00:06:38,120 --> 00:06:40,439 You hear a lot about equity in modern 180 00:06:40,439 --> 00:06:42,920 times, whether it's from, you know, staffing equity 181 00:06:42,920 --> 00:06:45,160 from an HR perspective. But, you know, in 182 00:06:45,160 --> 00:06:47,160 health care, we talk about health equity, and 183 00:06:47,160 --> 00:06:49,334 at New York Presbyterian, we talk about health 184 00:06:49,495 --> 00:06:49,995 justice. 185 00:06:50,615 --> 00:06:51,115 And 186 00:06:51,894 --> 00:06:54,134 what that really means is it's not just 187 00:06:54,134 --> 00:06:57,974 ensuring that everybody has access to the same 188 00:06:57,974 --> 00:06:58,474 services, 189 00:06:59,254 --> 00:07:01,095 but it means that we take a look 190 00:07:01,095 --> 00:07:04,055 at these systemic problems that exist in our 191 00:07:04,055 --> 00:07:04,555 society, 192 00:07:05,089 --> 00:07:07,170 and we try to determine how we can 193 00:07:07,170 --> 00:07:08,629 best affect change 194 00:07:09,009 --> 00:07:11,589 to get rid of some of those systemic 195 00:07:11,730 --> 00:07:12,230 problems. 196 00:07:12,689 --> 00:07:14,930 So what can we do in order to 197 00:07:14,930 --> 00:07:17,805 boost health equity at New York Presbyterian to 198 00:07:17,805 --> 00:07:19,805 make sure that our patients from a variety 199 00:07:19,805 --> 00:07:22,365 of backgrounds and areas, we have patients that 200 00:07:22,365 --> 00:07:24,305 come to us from all across the world, 201 00:07:24,685 --> 00:07:26,365 how do we ensure that the care that 202 00:07:26,365 --> 00:07:27,025 we deliver 203 00:07:27,485 --> 00:07:28,785 is targeted 204 00:07:29,165 --> 00:07:29,904 and specific 205 00:07:30,444 --> 00:07:31,665 and approachable 206 00:07:32,444 --> 00:07:32,944 for 207 00:07:33,300 --> 00:07:35,699 each one of those individual patients. And it's 208 00:07:35,699 --> 00:07:38,979 a big challenge to address the disparities that 209 00:07:38,979 --> 00:07:41,620 exist because you have to really have your 210 00:07:41,620 --> 00:07:45,220 blinders off and constantly scan the environment to 211 00:07:45,220 --> 00:07:47,639 see what's happening all around us. 212 00:07:48,034 --> 00:07:50,134 In New York City, we're really fortunate, 213 00:07:50,435 --> 00:07:52,354 but also very challenged by the fact that 214 00:07:52,354 --> 00:07:55,574 we have probably the most diverse patient population 215 00:07:55,714 --> 00:07:57,894 in the world. We're really the crossroads 216 00:07:58,274 --> 00:07:58,774 for 217 00:07:59,394 --> 00:08:00,914 the rest of the world to come to 218 00:08:00,914 --> 00:08:01,735 us, and 219 00:08:02,089 --> 00:08:04,330 we get to encounter so many different people 220 00:08:04,330 --> 00:08:08,089 with different languages, religious beliefs, backgrounds, identities. And 221 00:08:08,089 --> 00:08:08,589 so 222 00:08:08,970 --> 00:08:10,430 when we think about 223 00:08:11,370 --> 00:08:14,009 everything that person brings with them, this whole 224 00:08:14,009 --> 00:08:17,645 history of belief systems and things that have 225 00:08:17,705 --> 00:08:19,004 guided their lives, 226 00:08:20,185 --> 00:08:23,705 we need to be better at determining how 227 00:08:23,705 --> 00:08:26,524 we can meet that person where they are 228 00:08:26,665 --> 00:08:29,625 and identify the solutions or the treatments that 229 00:08:29,625 --> 00:08:32,205 are going to make the most meaningful impact. 230 00:08:32,789 --> 00:08:35,029 You can prescribe the right medication to help 231 00:08:35,029 --> 00:08:37,429 a patient get better. But if they can't 232 00:08:37,429 --> 00:08:38,570 afford that medication, 233 00:08:39,110 --> 00:08:40,950 then really we're not doing anything to take 234 00:08:40,950 --> 00:08:42,549 care of their problems. So we have to 235 00:08:42,549 --> 00:08:45,289 look a lot more deeply at these situations 236 00:08:45,350 --> 00:08:47,325 that are presented to us and not look 237 00:08:47,325 --> 00:08:50,125 at things from a transactional nature. Just because 238 00:08:50,125 --> 00:08:52,605 we've prescribed doesn't mean that we've done enough 239 00:08:52,605 --> 00:08:55,404 there. And our DALIA Center For Health Justice, 240 00:08:55,404 --> 00:08:57,825 I think, is such an important tool 241 00:08:58,205 --> 00:09:00,764 to ensure that we are doing the best 242 00:09:00,764 --> 00:09:01,745 job we can 243 00:09:02,100 --> 00:09:04,980 to improve lives for our patients and to 244 00:09:04,980 --> 00:09:06,279 deliver better outcomes. 245 00:09:06,659 --> 00:09:08,740 So, I think that's a great opportunity that 246 00:09:08,740 --> 00:09:11,299 we're really passionate about and something that I 247 00:09:11,299 --> 00:09:13,459 think we're really innovating on at New York 248 00:09:13,459 --> 00:09:13,959 Presbyterian 249 00:09:14,339 --> 00:09:14,839 and 250 00:09:15,174 --> 00:09:17,014 something that the rest of the country, I 251 00:09:17,014 --> 00:09:20,054 think, is going to start growing their presence 252 00:09:20,054 --> 00:09:21,674 in as time goes on. 253 00:09:22,535 --> 00:09:24,535 Well, that's really cool to hear and definitely 254 00:09:24,535 --> 00:09:26,934 seems like a great opportunity for patients as 255 00:09:26,934 --> 00:09:29,274 well as the entire health care system. 256 00:09:29,669 --> 00:09:31,589 Now I'm wondering when you look at your 257 00:09:31,589 --> 00:09:32,570 role and responsibilities 258 00:09:32,950 --> 00:09:34,950 currently, how are you thinking about growth and 259 00:09:34,950 --> 00:09:36,889 adding value to the organization overall? 260 00:09:38,470 --> 00:09:39,450 I think that 261 00:09:39,990 --> 00:09:42,889 with the teams that I have the pleasure 262 00:09:42,950 --> 00:09:43,850 to lead, 263 00:09:44,315 --> 00:09:46,095 we can make a tremendous impact 264 00:09:46,475 --> 00:09:47,534 across our enterprise. 265 00:09:48,475 --> 00:09:50,475 Looking at our EPIC learning team by way 266 00:09:50,475 --> 00:09:51,134 of example, 267 00:09:51,514 --> 00:09:54,235 they help our clinicians and administrative staff learn 268 00:09:54,235 --> 00:09:56,654 how to use this electronic health record technology. 269 00:09:57,274 --> 00:09:59,399 So going to a class to learn how 270 00:09:59,399 --> 00:10:02,360 to use Epic, it's really boring. It's not 271 00:10:02,360 --> 00:10:04,440 a great experience, but it's something you have 272 00:10:04,440 --> 00:10:06,519 to do because this is a central tool 273 00:10:06,519 --> 00:10:08,059 in health care delivery nowadays. 274 00:10:08,919 --> 00:10:11,240 But what can we do, or how do 275 00:10:11,240 --> 00:10:13,659 we look past that and see 276 00:10:14,095 --> 00:10:16,414 something a little bit more connected as far 277 00:10:16,414 --> 00:10:19,774 as what we are able to affect from 278 00:10:19,774 --> 00:10:20,835 a training perspective. 279 00:10:21,855 --> 00:10:24,414 We know right now that physician and other 280 00:10:24,414 --> 00:10:24,914 clinician 281 00:10:25,294 --> 00:10:25,794 well-being 282 00:10:26,414 --> 00:10:28,274 is something that is of 283 00:10:28,840 --> 00:10:29,980 tremendous concern. 284 00:10:30,440 --> 00:10:33,100 Burnout, especially after the pandemic, 285 00:10:33,720 --> 00:10:35,659 is at an all time high. 286 00:10:36,039 --> 00:10:39,879 And so our training team is being asked 287 00:10:39,879 --> 00:10:42,059 to look at how can we better educate 288 00:10:42,120 --> 00:10:43,259 those who serve 289 00:10:43,625 --> 00:10:45,325 in order for them to 290 00:10:46,184 --> 00:10:47,485 have minimal interaction 291 00:10:47,865 --> 00:10:50,184 using this technology to focus more of their 292 00:10:50,184 --> 00:10:52,585 time on patients, to get them then home 293 00:10:52,585 --> 00:10:53,325 for dinner 294 00:10:53,705 --> 00:10:55,144 so that they can spend time with their 295 00:10:55,144 --> 00:10:57,544 families and have a more balanced life instead 296 00:10:57,544 --> 00:10:59,279 of spending all of their time as a 297 00:10:59,360 --> 00:11:01,759 physician in front of a computer after hours 298 00:11:01,759 --> 00:11:02,980 catching up on documentation. 299 00:11:03,759 --> 00:11:05,360 So, yes, a lot of people talk about 300 00:11:05,360 --> 00:11:05,860 documentation 301 00:11:06,240 --> 00:11:08,960 efficiency, and that is going to continue to 302 00:11:08,960 --> 00:11:11,519 be an area that everyone focuses in on 303 00:11:11,519 --> 00:11:13,725 from how we design the systems to how 304 00:11:13,725 --> 00:11:15,424 the users interact with them. 305 00:11:16,044 --> 00:11:17,964 But it's really important that I, as a 306 00:11:17,964 --> 00:11:19,745 leader, talk with my team 307 00:11:20,125 --> 00:11:23,084 about how do you see your part in 308 00:11:23,084 --> 00:11:23,584 this 309 00:11:23,884 --> 00:11:26,365 to help that clinician get more out of 310 00:11:26,365 --> 00:11:27,024 the technology 311 00:11:27,649 --> 00:11:29,330 and get more out of themselves so that 312 00:11:29,330 --> 00:11:32,210 they can deliver world class care, but also 313 00:11:32,210 --> 00:11:33,910 take care of themselves too. 314 00:11:34,610 --> 00:11:36,850 So that's one way that I think not 315 00:11:36,850 --> 00:11:39,009 only is that adding value back to our 316 00:11:39,009 --> 00:11:39,509 organization, 317 00:11:40,049 --> 00:11:42,129 but it's going to allow the organization to 318 00:11:42,129 --> 00:11:45,154 grow If you allow people to refresh themselves 319 00:11:45,154 --> 00:11:47,815 and invest in themselves and have the energy 320 00:11:48,274 --> 00:11:51,154 to go about thinking of new ways of 321 00:11:51,154 --> 00:11:53,875 doing things and thinking about new services that 322 00:11:53,875 --> 00:11:56,195 we can provide or ways we can provide 323 00:11:56,195 --> 00:11:58,759 better care, that's going to ultimately lead to 324 00:11:58,759 --> 00:12:01,000 growth. And that's just what our learning team, 325 00:12:01,000 --> 00:12:03,800 I think, can help do. We can support 326 00:12:03,800 --> 00:12:05,399 those processes for, 327 00:12:05,800 --> 00:12:07,179 out helping them happen. 328 00:12:08,360 --> 00:12:09,580 With the, 329 00:12:10,200 --> 00:12:11,899 patient education team, 330 00:12:12,575 --> 00:12:14,815 I think that patient education is an area 331 00:12:14,815 --> 00:12:16,815 that's going to have a spotlight on it 332 00:12:16,815 --> 00:12:19,235 that just grows more over time. 333 00:12:20,174 --> 00:12:23,394 Helping patients understand the care that they're receiving 334 00:12:23,855 --> 00:12:25,955 and then how to handle aftercare 335 00:12:26,414 --> 00:12:27,955 is of paramount importance. 336 00:12:28,629 --> 00:12:31,029 We don't want to see our patients being 337 00:12:31,029 --> 00:12:34,069 readmitted to our health care systems after we've 338 00:12:34,069 --> 00:12:36,569 provided the corrective treatment for them. 339 00:12:36,949 --> 00:12:38,329 We need them to understand 340 00:12:38,709 --> 00:12:41,589 how to access resources that are available to 341 00:12:41,589 --> 00:12:42,889 them within their communities, 342 00:12:43,674 --> 00:12:45,434 what kind of support they should be looking 343 00:12:45,434 --> 00:12:47,215 for from friends and family, 344 00:12:47,995 --> 00:12:50,315 and what kind of tools should they be 345 00:12:50,315 --> 00:12:52,894 accessing as well to keep themselves healthy. 346 00:12:53,995 --> 00:12:56,335 Patient education is interesting because 347 00:12:56,795 --> 00:12:58,879 I think it's an area that hasn't been 348 00:12:58,879 --> 00:12:59,860 at the forefront 349 00:13:00,320 --> 00:13:01,059 of conversation 350 00:13:01,360 --> 00:13:02,179 in the past. 351 00:13:02,559 --> 00:13:04,399 But what we're seeing, kind of like what 352 00:13:04,399 --> 00:13:06,799 we saw with electronic health record vendors, is 353 00:13:06,799 --> 00:13:08,259 that there's a lot of consolidation 354 00:13:08,720 --> 00:13:11,840 going on for those companies that offer patient 355 00:13:11,840 --> 00:13:15,375 education products that help your organizations then purchase. 356 00:13:15,834 --> 00:13:18,174 And so you see all of these companies 357 00:13:18,315 --> 00:13:20,414 kind of acquiring each other and, 358 00:13:21,274 --> 00:13:22,654 launching their services. 359 00:13:23,194 --> 00:13:23,694 But 360 00:13:23,995 --> 00:13:26,714 are those services the right fit for your 361 00:13:26,714 --> 00:13:29,620 organization? And so what I think I've observed 362 00:13:29,679 --> 00:13:31,840 is that you'll see a health care system 363 00:13:31,840 --> 00:13:35,200 that has dozens of patient education systems that 364 00:13:35,200 --> 00:13:38,240 they've purchased because one suits a certain service 365 00:13:38,240 --> 00:13:39,299 line really well, 366 00:13:40,160 --> 00:13:43,524 but another doesn't suit other service lines at 367 00:13:43,524 --> 00:13:45,365 all. And so you have a best of 368 00:13:45,365 --> 00:13:48,585 breed situation happening with patient education. 369 00:13:48,965 --> 00:13:50,425 And I think we need to 370 00:13:50,884 --> 00:13:51,384 consider 371 00:13:51,685 --> 00:13:54,825 not only the economic cost of doing that, 372 00:13:54,965 --> 00:13:56,105 but, also, 373 00:13:57,059 --> 00:13:59,460 what is the voice that we wanna have 374 00:13:59,460 --> 00:14:01,860 as a health care institution when we interact 375 00:14:01,860 --> 00:14:02,679 with our patients? 376 00:14:03,139 --> 00:14:06,019 Do these tools align with that voice? Do 377 00:14:06,019 --> 00:14:09,160 they have the character that best represents us? 378 00:14:09,299 --> 00:14:10,865 And is the education 379 00:14:11,245 --> 00:14:13,884 consumable in a way that's right for our 380 00:14:13,884 --> 00:14:15,424 diverse patient population? 381 00:14:16,365 --> 00:14:18,384 These are really difficult questions, 382 00:14:19,085 --> 00:14:21,325 and I think that we are doing the 383 00:14:21,325 --> 00:14:23,904 best job we can right now to identify 384 00:14:24,320 --> 00:14:26,320 all of the tools that exist to educate 385 00:14:26,320 --> 00:14:28,580 our patients across our massive enterprise 386 00:14:29,120 --> 00:14:31,679 and consolidate where it makes sense and where 387 00:14:31,679 --> 00:14:32,419 we can. 388 00:14:32,879 --> 00:14:33,379 But, 389 00:14:34,000 --> 00:14:35,839 ultimately, this is going to need to be 390 00:14:35,839 --> 00:14:37,455 a focus area as time goes on, and 391 00:14:37,455 --> 00:14:38,975 I think we're gonna start to see a 392 00:14:38,975 --> 00:14:42,095 lot of innovation happen in that marketplace for 393 00:14:42,095 --> 00:14:43,794 the vendors that create these products 394 00:14:44,174 --> 00:14:45,235 as we move forward. 395 00:14:46,894 --> 00:14:48,254 That makes a lot of sense. So, you 396 00:14:48,254 --> 00:14:49,634 know, it is a really helpful 397 00:14:50,319 --> 00:14:51,919 perspective when you're thinking about how to move 398 00:14:51,919 --> 00:14:53,699 forward. I know there are so many different 399 00:14:54,000 --> 00:14:55,919 opportunities out there and, like you said, vendors 400 00:14:55,919 --> 00:14:57,620 to work with them, potential partners, 401 00:14:58,079 --> 00:14:59,679 that are really trying to tackle a lot 402 00:14:59,679 --> 00:15:01,919 of these challenging issues for clinicians as well 403 00:15:01,919 --> 00:15:04,819 as, creating a better patient outcomes and experience. 404 00:15:04,879 --> 00:15:05,539 And so 405 00:15:05,955 --> 00:15:07,795 finding the right one and then identifying who 406 00:15:07,795 --> 00:15:09,315 can be the best partner for you and 407 00:15:09,315 --> 00:15:10,355 create the right results, 408 00:15:10,915 --> 00:15:11,815 is really meaningful. 409 00:15:12,595 --> 00:15:15,315 Now, you know, as we are talking through, 410 00:15:15,315 --> 00:15:17,175 especially this idea of, 411 00:15:17,634 --> 00:15:20,274 making connections and and, you know, finding partners 412 00:15:20,274 --> 00:15:23,149 and investing in new technologies or capabilities. 413 00:15:23,610 --> 00:15:25,309 I know that for many organizations, 414 00:15:26,169 --> 00:15:28,730 finances are still tight. Margins are still thin. 415 00:15:28,730 --> 00:15:30,570 And so when you look at, 416 00:15:31,210 --> 00:15:33,850 needing to or wanting to make the right 417 00:15:33,850 --> 00:15:36,649 types of partnerships and investments, what is still 418 00:15:36,649 --> 00:15:39,115 really important in in our risk score investment 419 00:15:39,115 --> 00:15:40,654 that's worth making this year? 420 00:15:42,235 --> 00:15:44,414 So I think we've learned a lot about 421 00:15:44,475 --> 00:15:47,294 vulnerabilities that exist over the past few years. 422 00:15:47,355 --> 00:15:49,615 Thinking about the SARS CoV 2 pandemic, 423 00:15:50,079 --> 00:15:50,579 ransomware, 424 00:15:51,120 --> 00:15:53,279 hacking of various entities in the health care 425 00:15:53,279 --> 00:15:53,779 industry, 426 00:15:54,480 --> 00:15:56,820 acts of terrorism, and even natural disasters. 427 00:15:57,440 --> 00:15:59,839 It's probably one of the most difficult times 428 00:15:59,839 --> 00:16:01,459 in history to be a leader 429 00:16:01,759 --> 00:16:04,454 and to determine how to build the best 430 00:16:04,454 --> 00:16:04,954 resiliency 431 00:16:05,414 --> 00:16:07,034 you can have in your organization. 432 00:16:07,815 --> 00:16:09,595 The threats in front of us are numerous, 433 00:16:09,654 --> 00:16:11,034 and they're barely predictable. 434 00:16:12,214 --> 00:16:15,014 And we've worked so hard to push health 435 00:16:15,014 --> 00:16:15,754 care forward 436 00:16:16,230 --> 00:16:19,750 by modernizing and digitizing our processes, and that's 437 00:16:19,750 --> 00:16:21,669 been the right thing to do. And it's 438 00:16:21,669 --> 00:16:24,470 paid dividends for us. But along the way, 439 00:16:24,470 --> 00:16:26,629 we started to forget the old ways of 440 00:16:26,629 --> 00:16:28,709 doing things in order to make way for 441 00:16:28,709 --> 00:16:29,450 the new. 442 00:16:30,365 --> 00:16:32,205 Right now, I think we need to keep 443 00:16:32,205 --> 00:16:34,464 moving towards the health care of tomorrow 444 00:16:34,845 --> 00:16:37,245 while also looking back at how we did 445 00:16:37,245 --> 00:16:39,904 things before adopting these different technologies. 446 00:16:40,845 --> 00:16:42,605 If we had to run a hospital from 447 00:16:42,605 --> 00:16:44,924 a 100 years ago, what would that look 448 00:16:44,924 --> 00:16:45,424 like? 449 00:16:45,940 --> 00:16:48,500 Our health systems today are vastly larger in 450 00:16:48,500 --> 00:16:50,899 size and complexity than what existed in the 451 00:16:50,899 --> 00:16:54,340 19 twenties. So navigating our current environment without 452 00:16:54,340 --> 00:16:55,800 modern tools and conveniences, 453 00:16:56,259 --> 00:16:57,480 it's almost unthinkable. 454 00:16:58,424 --> 00:17:00,745 But that's what we must be thinking about 455 00:17:00,745 --> 00:17:03,304 and where we must invest and focus our 456 00:17:03,304 --> 00:17:03,804 energy. 457 00:17:04,585 --> 00:17:08,365 We need better plans, backup systems, and tools. 458 00:17:08,984 --> 00:17:10,285 We need more MacGyvers 459 00:17:10,799 --> 00:17:13,039 and less crypto bros to rise to the 460 00:17:13,039 --> 00:17:15,920 challenges before us and answer questions like, how 461 00:17:15,920 --> 00:17:19,119 do we continue executing our essential services when 462 00:17:19,119 --> 00:17:21,380 our systems are in an extended downtime? 463 00:17:22,480 --> 00:17:24,000 What is the best standard of care we 464 00:17:24,000 --> 00:17:26,625 can deliver when weather events cause bridges to 465 00:17:26,625 --> 00:17:28,484 be washed out and trains inaccessible, 466 00:17:29,025 --> 00:17:30,484 and we can't get our caregivers 467 00:17:30,785 --> 00:17:31,684 to our campuses 468 00:17:32,144 --> 00:17:33,445 to report for duty? 469 00:17:34,144 --> 00:17:36,865 These are really difficult questions and and not 470 00:17:36,865 --> 00:17:38,865 something that is a core competency of a 471 00:17:38,865 --> 00:17:40,325 healthcare leader to just 472 00:17:40,650 --> 00:17:43,049 determine the best path forward. It takes a 473 00:17:43,049 --> 00:17:44,910 lot of extensive forethought, 474 00:17:45,369 --> 00:17:46,430 planning, and investment. 475 00:17:47,210 --> 00:17:47,710 So 476 00:17:48,330 --> 00:17:50,910 the investment worth making this year, I think, 477 00:17:51,210 --> 00:17:55,065 is focusing in on how you best prepare 478 00:17:55,065 --> 00:17:56,605 for those downtime situations 479 00:17:56,984 --> 00:17:59,085 when technology is inaccessible 480 00:17:59,785 --> 00:18:02,845 or when natural events like natural disasters 481 00:18:03,785 --> 00:18:05,644 happen. How does your organization 482 00:18:06,424 --> 00:18:07,884 retool itself immediately 483 00:18:08,424 --> 00:18:11,119 to react and and continue to deliver that 484 00:18:11,119 --> 00:18:12,900 vital care to the patient population. 485 00:18:13,519 --> 00:18:15,779 If you haven't created those plans, 486 00:18:16,160 --> 00:18:18,880 if you haven't looked into the backup systems 487 00:18:18,880 --> 00:18:21,220 that you may need to navigate this, 488 00:18:21,775 --> 00:18:23,615 that's something that I think needs to be 489 00:18:23,615 --> 00:18:25,714 brought to the forefront and prioritized 490 00:18:26,174 --> 00:18:27,795 from an investment perspective. 491 00:18:29,535 --> 00:18:31,934 That's fascinating to hear. You know? And, certainly, 492 00:18:31,934 --> 00:18:33,554 like you said, when these 493 00:18:33,934 --> 00:18:36,670 disasters happen and needing to go without technology, 494 00:18:36,670 --> 00:18:38,830 I can imagine it's quite a different situation 495 00:18:38,830 --> 00:18:40,430 than it was 10 years ago with, you 496 00:18:40,430 --> 00:18:40,930 know, 497 00:18:41,269 --> 00:18:41,769 a 498 00:18:42,109 --> 00:18:44,589 a percentage of the team that never worked 499 00:18:44,589 --> 00:18:46,509 off of pay paper records are always having 500 00:18:46,509 --> 00:18:47,809 technology at their fingertips. 501 00:18:49,575 --> 00:18:51,654 Yeah. I was having a conversation with our 502 00:18:51,654 --> 00:18:54,534 COO, Brian Donley. And doctor Donley, when he 503 00:18:54,534 --> 00:18:56,154 started out delivering care, 504 00:18:56,534 --> 00:18:58,294 he was doing it on paper, but very 505 00:18:58,294 --> 00:19:00,934 quickly Cleveland Clinic was an early adopter of 506 00:19:00,934 --> 00:19:03,869 Epic, So he very quickly transitioned to using 507 00:19:03,869 --> 00:19:05,869 an EMR in early 2000 I think it 508 00:19:05,869 --> 00:19:08,429 was around 2001 that it was implemented at 509 00:19:08,429 --> 00:19:09,329 Cleveland Clinic. 510 00:19:09,630 --> 00:19:11,649 So he has that perspective 511 00:19:11,950 --> 00:19:13,950 of how do you go back and work 512 00:19:13,950 --> 00:19:15,954 in a paper chart. But if you think 513 00:19:15,954 --> 00:19:18,375 about our new nurses or our new residents 514 00:19:18,514 --> 00:19:18,994 coming, 515 00:19:19,394 --> 00:19:21,954 onto the floors of our hospitals, they haven't 516 00:19:21,954 --> 00:19:24,134 had that experience. So how can we 517 00:19:24,595 --> 00:19:26,615 very quickly educate them? 518 00:19:27,075 --> 00:19:29,794 How can we restore those paper tools that 519 00:19:29,794 --> 00:19:31,170 existed in the past? 520 00:19:31,650 --> 00:19:33,730 And how can we make sure that these 521 00:19:33,730 --> 00:19:35,029 things can be operationalized 522 00:19:35,410 --> 00:19:38,289 in a snap? Because, again, these things aren't 523 00:19:38,289 --> 00:19:38,789 predictable 524 00:19:39,090 --> 00:19:39,590 when 525 00:19:40,210 --> 00:19:42,690 a a hacker attacks your network and everything 526 00:19:42,690 --> 00:19:45,265 goes down. You don't have the insight of 527 00:19:45,265 --> 00:19:47,345 when that's going to happen. So you need 528 00:19:47,345 --> 00:19:49,904 to be ready today in this moment to 529 00:19:49,904 --> 00:19:52,884 flip a switch and be ready to transition. 530 00:19:53,744 --> 00:19:55,904 And I think that's a huge area of 531 00:19:55,904 --> 00:19:59,205 opportunity for everyone to really focus in on. 532 00:20:00,440 --> 00:20:01,960 That makes a lot of sense. Thank you 533 00:20:01,960 --> 00:20:04,299 so much for, digging deep in there. Now 534 00:20:04,440 --> 00:20:06,599 before we wrap up our conversation, I'm wondering 535 00:20:06,599 --> 00:20:07,880 where do you see some of the best 536 00:20:07,880 --> 00:20:09,660 opportunities for growth in the future? 537 00:20:11,000 --> 00:20:12,519 I'm not sure if I'll ever answer this 538 00:20:12,519 --> 00:20:15,000 question without first saying that it's by investing 539 00:20:15,000 --> 00:20:15,375 in your 540 00:20:16,174 --> 00:20:18,434 people. I I feel very strongly 541 00:20:18,815 --> 00:20:20,434 that people are 542 00:20:21,295 --> 00:20:24,115 the best tool you have to be successful 543 00:20:24,174 --> 00:20:25,075 as an organization. 544 00:20:25,775 --> 00:20:28,380 And if you invest in them, that's helping 545 00:20:28,380 --> 00:20:31,820 them attain or unlock new knowledge, skills, and 546 00:20:31,820 --> 00:20:34,240 abilities that they bring back to your organization. 547 00:20:34,859 --> 00:20:37,019 So they help you see new things, new 548 00:20:37,019 --> 00:20:37,519 opportunities. 549 00:20:38,460 --> 00:20:38,960 And 550 00:20:39,580 --> 00:20:41,519 I think investing in your human capital 551 00:20:41,820 --> 00:20:43,795 is what's going to help you traverse the 552 00:20:43,795 --> 00:20:46,454 turbulence of a VUCA world nowadays. 553 00:20:47,634 --> 00:20:50,195 Organizations really are just collectives of people. So 554 00:20:50,195 --> 00:20:52,134 to me, it doesn't make sense to prioritize 555 00:20:52,434 --> 00:20:55,474 investing anywhere other than in those individuals who 556 00:20:55,474 --> 00:20:56,775 comprise your firm. 557 00:20:57,740 --> 00:21:00,140 But aside from people really being, 558 00:21:00,460 --> 00:21:01,519 the growth catalyst, 559 00:21:02,140 --> 00:21:04,700 I see a tremendous amount of growth coming 560 00:21:04,700 --> 00:21:07,039 from new avenues of care delivery. 561 00:21:07,580 --> 00:21:09,660 I was talking about running a hospital from 562 00:21:09,660 --> 00:21:10,880 a 100 years ago, 563 00:21:11,194 --> 00:21:13,035 But if you think about things, a lot 564 00:21:13,035 --> 00:21:15,595 of care has transitioned over the past few 565 00:21:15,595 --> 00:21:17,835 decades where you used to go to a 566 00:21:17,835 --> 00:21:20,575 hospital to have all of your needs met. 567 00:21:20,795 --> 00:21:22,954 And now we have a plethora of options 568 00:21:22,954 --> 00:21:25,454 as patients to seek out our care. 569 00:21:26,440 --> 00:21:28,920 But what's really interesting, I think, are the 570 00:21:28,920 --> 00:21:31,580 advances in robotic process automation, 571 00:21:32,200 --> 00:21:34,380 which I think is going to significantly 572 00:21:34,680 --> 00:21:37,420 drive down costs in both manufacturing and logistics, 573 00:21:38,295 --> 00:21:39,775 which I think means that we'll be able 574 00:21:39,775 --> 00:21:41,894 to get more tools and supplies to patients 575 00:21:41,894 --> 00:21:44,715 wherever they are, more seamlessly than ever. 576 00:21:45,575 --> 00:21:47,735 And so when we think about concepts like 577 00:21:47,735 --> 00:21:49,975 hospital at home, I think that's going to 578 00:21:49,975 --> 00:21:52,855 make that more attainable as time goes forward 579 00:21:52,855 --> 00:21:55,789 and more affordable for health care organizations 580 00:21:56,250 --> 00:21:58,750 to build those services and make them available 581 00:21:58,890 --> 00:21:59,549 to patients. 582 00:22:00,329 --> 00:22:03,069 But there's other interesting things happening too. 583 00:22:03,450 --> 00:22:07,305 Some companies like Amazon and Zipline started to 584 00:22:07,465 --> 00:22:10,205 experiment with using drones a few years ago, 585 00:22:10,424 --> 00:22:11,144 and they, 586 00:22:11,465 --> 00:22:13,725 tested out delivery of prescriptions 587 00:22:14,105 --> 00:22:14,845 to patients, 588 00:22:15,225 --> 00:22:16,985 which is really cool. And I think it's 589 00:22:16,985 --> 00:22:19,625 really interesting, and it it's just one method 590 00:22:19,625 --> 00:22:21,945 that could better enable us to meet patients 591 00:22:21,945 --> 00:22:24,410 where they are and help save or improve 592 00:22:24,410 --> 00:22:24,910 lives. 593 00:22:25,289 --> 00:22:27,470 And thinking about that drone concept, 594 00:22:27,849 --> 00:22:29,450 you know, health care is really hard. In 595 00:22:29,450 --> 00:22:30,970 in New York City, in some ways, it 596 00:22:30,970 --> 00:22:33,450 can be a lot harder here. Between traffic 597 00:22:33,450 --> 00:22:36,570 and train delays, sometimes we have immediate needs 598 00:22:36,570 --> 00:22:38,190 that can't be easily met. 599 00:22:38,524 --> 00:22:41,105 So what if our blood bank in Brooklyn 600 00:22:41,404 --> 00:22:44,204 had a b negative blood that's vitally needed 601 00:22:44,204 --> 00:22:46,704 at our campus in Washington Heights ASAP? 602 00:22:47,484 --> 00:22:50,284 Well, in the future, could we have drones 603 00:22:50,284 --> 00:22:52,204 that pick up that a b negative blood 604 00:22:52,204 --> 00:22:53,505 from our one campus 605 00:22:54,039 --> 00:22:56,279 and quickly fly it to our campus all 606 00:22:56,279 --> 00:22:58,140 the way up towards the top of Manhattan 607 00:22:58,680 --> 00:23:00,759 so that we can address the patient's needs 608 00:23:00,759 --> 00:23:01,500 that immediately. 609 00:23:02,119 --> 00:23:04,119 Whereas had we put it in a vehicle 610 00:23:04,119 --> 00:23:05,880 and tried to drive it across town, it 611 00:23:05,880 --> 00:23:07,740 could be an hour or more. 612 00:23:08,484 --> 00:23:10,005 I think these things are really cool. I 613 00:23:10,005 --> 00:23:13,065 think they're very difficult to execute on, 614 00:23:13,365 --> 00:23:16,264 but it's something that I really get excited 615 00:23:16,325 --> 00:23:18,404 about because I think it's going to really 616 00:23:18,404 --> 00:23:18,904 transform 617 00:23:19,204 --> 00:23:21,544 care delivery when we look at how these 618 00:23:22,460 --> 00:23:25,900 new tools open up new avenues for us 619 00:23:25,900 --> 00:23:29,200 to deliver care or to just build out 620 00:23:29,500 --> 00:23:32,640 additional logistics that didn't exist for us before, 621 00:23:32,859 --> 00:23:35,599 which makes delivering care for us even easier 622 00:23:35,660 --> 00:23:37,039 as a health care enterprise. 623 00:23:38,654 --> 00:23:40,174 John, thank you so much for joining us 624 00:23:40,174 --> 00:23:41,855 on the podcast today. This has been such 625 00:23:41,855 --> 00:23:44,014 a fascinating conversation, and I look forward to 626 00:23:44,014 --> 00:23:45,394 connect with you again soon. 627 00:23:45,855 --> 00:23:47,534 It's been a pleasure. Thank you so much, 628 00:23:47,534 --> 00:23:48,034 Laura.